Features
Acquisition of AF Jones, my very first business venture – Differences with S. Nadesan, QC
(Excerpted from the autobiography of Merrill J. Fernando)
The new political climate and the State-orchestrated business direction seemed calculated to discourage the continuity of foreign investment presence in the country. In this environment, in 1962, the Jones family, unsurprisingly but with great reluctance, decided to sell and move out of the country. They had been in business since 1912, when their ancestor, AF, had arrived in Ceylon from Batavia and launched the company under his name. The decision to sell out was compelled by adverse circumstances beyond their control.
They offered the company to me, at the reasonable price of Rs. 600,000. However, it was still beyond my means on my own and I turned to my friend, Sarath Wijesinghe. He agreed to join me in my investment and we decided to take a third each. It was my intention to split my share with members of my family. For the balance share of the company, I approached S. Nadesan, a well-known lawyer and senator, for whose legal skills I had developed a great respect, on account of his successful representation of my interests in a legal issue with a relation.
He agreed to come in as the third partner. In retrospect, my decision to take over A. F. Jones was both bold and risky in the context of the political environment then, which seemed clearly unfriendly to large-scale private enterprise. However, I was young and, with the confidence of youth, not averse to risk. That apart, I had great faith in my competence in the tea export industry, reinforced by the knowledge and experience of overseas markets I had acquired by then, along with very useful business contacts in a number of tea-importing countries. Underpinning all those considerations, there was my sublime faith in God.
Irrespective of the risk inherent in my maiden entrepreneurial venture, the other factors which worked in my favour were the strong trade links that AFJ had established by then with Iran, Iraq, and Libya, USA, and South America. I had been actively involved in many of those initiatives. I was also singularly fortunate, in having been able to establish early direct links with major international packers and blenders, often bypassing the latter’s agents in Colombo.
With my dedicated and resourceful team I was able to provide the buyer with an exceptional service, shipping out over the weekend the tea that had been purchased at the auctions on the Tuesday before. None of the larger firms operated with that degree of efficiency then. As the owner-operator of a small firm, I was also able to take business risks and also employ operational strategies that the larger firms were not prepared to consider. That apart, I was fortunate in being able to command the complete loyalty of my small group of employees, who willingly shared with me the stress and pressure generated in the business.
However, business operations require funding and, with the departure of the Jones family and the company now being entirely in ‘native’ hands as it were, I was apprehensive that bank facilities would be restricted. The company had been operating on an overdraft of Rs. 1.1 million around the time I acquired control. The Jones family had been trying for some time, without success, to increase it to Rs. 2 million.
An unexpected offer
A. F. Jones banked primarily with National and Grindlays Bank, Colombo, the local subsidiary-associate of the National Bank of India. The Managing Director of the Ceylon branch then was a British national, W. L. Gash, whom I had met on a couple of previous occasions. Even in those brief meetings he came across as a fair-minded, reasonable person. Once the transfer formalities were concluded and the company operations were in my hands, I went to meet Gash in order to update him on the changes in the company. Before the meeting, as was my custom in all important situations, I visited the All Saints’ Church in Borella and spent a few minutes in prayer.
I explained to Gash the circumstances under which I had taken over responsibility for the company and requested him to continue the financing facilities that existed earlier. To my very pleasant surprise he asked me whether I would like it increased to Rs. 2 million, as per the pending request made by the Jones family. Frankly, I was at a loss for words at this unexpected blessing. Naturally, I accepted with thanks and immediately went back to All Saints’ Church to thank God for his benediction. Included in my prayer was Mr. Gash, my new benefactor on earth.
To a great measure, my early success at A. F. Jones was due to the assistance of Mr. Gash. He always accommodated my requests, even when they seemed unreasonable. In fact, some of the senior managers at the bank used to be very surprised at the enhancement of the bank’s exposure to my business, extended with minimum collateral and mortgages and sans personal guarantees.
Around this time I was offered a very nice house in Colombo at a reasonable cost, of which I would have been able to meet only about 20% from my personal resources. I went to Mr. Gash and inquired whether he would loan me the balance 80%. Again, to my utter surprise, he loaned me the full value against an undertaking to mortgage which, finally, was not required.
Internal strife at AFJ
The company’s business progressed well, though there were difficult issues I had to contend with from time to time. At one stage Nadesan, now a Director of the company, persuaded me to take two of his family members on to the Board and to employ other relatives as well. One such was an individual recommended as Personnel Manager, married to a lady heavily involved in Leftist party politics. Unaware in these connections I appointed him, but, to my dismay, soon found that he was trying to unionize the company’s workforce. Since this was clearly against the company’s interests, I was compelled to persuade him to leave.
When the Jones brothers finally left, they offered me the balance shares they still held in the company. I immediately turned to Mr. Gash who very kindly agreed to arrange a loan at low interest for the purchase. When I mentioned this to Nadesan, he advised me against obtaining a loan and, instead, offered to buy the shares and to hold them in trust for me, to be sold to me at a future date. Mr. Gash was strongly against this arrangement and tried to persuade me to take the loan instead, pointing out that my personal acquisition of the shares would tip the balance of power in the company in my favour, automatically conferring on me greater authority in operational matters. However, trusting the word of my fellow Director, I agreed to the latter’s proposal.
As we moved on with the business of the company, Nadesan brought both his son and brother on the Board and also prevailed on me to employ more of his relatives. His son, somewhat arrogant and confrontational, tried to impose his will in business matters he was not familiar with. In 1962, at a Board meeting, he presented some proposals which I considered to be against the company’s interests. Since I was in disagreement, at that point I requested Nadesan to transfer to me, for a proportionate payment, the shares he was holding in trust for me. He agreed and we adjourned the Board meeting.
To my dismay, later on in the day, at my home, he admitted to me that he had purchased the shares in his son’s name and that the latter would not part with them on any condition. However, he tried to appease me with the assurance that I would be permitted to run the company without interference.
I exit the company
I realized that I had been deceived by a man I trusted, respected, and looked upon as a mentor. However, in view of the circumstances, unfortunately, I had no choice but to carry on. The business did continue to grow but the working environment became steadily more unpleasant and, at a Board meeting on September 4, 1962, 1 announced my firm intention to resign, but under certain conditions.
I requested that the flat I had leased out eight years previously and transferred to the company, in order to get a tax benefit, be transferred back to me, and that the motor car I was using also be transferred to me at book value. I also asked that all my other dues be settled within two weeks. All my requests were approved by the Board and we parted on those conditions.
The next day I received a letter from the company giving me just seven days to leave my apartment and requesting me to send the car to the agents for valuation. Whilst I had no difficulty in the re-transfer of the lease of the apartment, I was advised that the car would not be sold to me.
My experiences with A. F. Jones and the manner of the conclusion of that relationship, made me realize that trust is not always reciprocated. It was also an early lesson to me in the potential for duplicity, even amongst those who work closely with you. Another experience whilst at A. F. Jones provides a good example of the latter.
In the Imports arm of A. F. Jones – Eastern Agencies – there was an executive named Chuck Wijenathan, who was ,to all outward appearances, a very nice man. When I was appointed Managing Director of A. F. Jones, I proposed that he too be appointed a director. Nadesan initially opposed the idea but my wish prevailed and Wijenathan was brought on to the Board a few months later. Wijenathan was present at the meeting of September 1962, when the Board agreed that I could move out of the company on my terms. However, no sooner the meeting was concluded, Wijenathan was the first person to call up various people and announce that I had been fired from the company.
Despite such disenchanting early experiences, I have continued to operate on the assumption of mutual trust, although being frequently cautioned by my sons and close friends against being too gullible. -My philosophy is that if you maintain integrity on your part, human decency will prevail and the good will eventually outweigh the bad. Notwithstanding a few disappointments over the years, I am still firmly of the same view.
Along with several other principals, Eastern Agencies Ltd. also represented the famous drug manufacturer, Merck Sharp & Dohme Inc. and Rowntree’s Chocolates Ltd. Since import volumes were low, I once placed a large order for chocolates, without realizing that the company had minimal reserves. When the consignment arrived in the port, to my great embarrassment, I was advised by the wharf clerk that we had no money to pay the duty.
I sought help from Mr. Gash who, despite being unaware of our import operations, loaned the sum of Rs. 410,000 that was needed to clear the cargo. However, our wharf clerk, a man who had been a company employee for several years, carried out a ‘black-market’ operation with the consignment, compelling us to claim from insurance in order to repay the bank. Despite these marks the company was able to restructure its financing model and start making money.
The Nadesans eventually transferred the Eastern Agencies business to the Satyendra family and thence to the Maharaja Group, the manner of the transaction depriving AFJ of a valuable asset at no great benefit to its shareholders. My first exposure to the ‘modus operandi’ of supposedly-reputed legal luminaries was an eye-opener.
Features
Tusker Kavantissa’s death exposes Sri Lanka’s wildlife conservation crisis
by Prof. Ranjith Bandara,
Emeritus Professor, University of Colombo
This article examines why community exclusion, excessive bureaucratic control, unequal distribution of conservation benefits, weak institutional accountability, and short-sighted political leadership continue to undermine wildlife conservation in Sri Lanka.
The death of Tusker Kavantissa is more than the loss of one of Sri Lanka’s most remarkable wild elephants. It exposes uncomfortable questions about how we protect our natural heritage, how conservation decisions are made, and why repeated warnings have failed to produce meaningful reforms. His death should compel us to examine not only what happened to one extraordinary animal, but also the deeper weaknesses in our wildlife conservation system.
Tusker Kavantissa, one of Sri Lanka’s most prominent wild tuskers, died on 16 October, 2026, after receiving veterinary treatment for an injury, reportedly caused by gunfire. Although the wound had shown some improvement, his health subsequently deteriorated. The precise cause of death requires confirmation through a proper post-mortem examination. Nevertheless, the circumstances raise serious questions about preventive protection, wildlife management, and institutional preparedness.
The wider picture is equally disturbing. According to recently reported figures, Sri Lanka has lost an average of approximately 402 elephants and 138 people annually, since 2019, due to human–elephant conflict. These figures reflect a continuing national tragedy affecting both wildlife and rural communities.
What Sri Lanka faces today is not merely a wildlife conservation problem. It is also a crisis of environmental governance, shaped by institutional weaknesses, political decisions, and the failure to recognise the economic and social realities of conservation.
Conservation without communities
One of the fundamental weaknesses of our conservation approach is that local communities are often treated as subjects of regulation rather than partners in conservation. They are expected to bear the risks, respect restrictions, and cooperate with government programmes, yet their influence over decisions affecting their lives remains limited.
For rural families living alongside wild elephants, conservation is not an abstract environmental objective. It directly affects their safety, agricultural income, property, and everyday lives.
Farmers frequently possess valuable knowledge about elephant movements, vulnerable locations, seasonal changes, and practical protection measures. Yet conservation interventions are sometimes designed without adequately considering this experience.
When decisions are imposed from above, communities may feel excluded from programmes they are expected to support. This weakens trust, reduces cooperation, and ultimately undermines conservation outcomes.
We must recognise that protecting elephants and protecting farmers are not conflicting objectives. Both are essential. A conservation policy that safeguards wildlife while neglecting human security cannot be considered successful.
The real challenge is to replace conservation imposed on communities with conservation undertaken alongside them. Meaningful participation requires more than consultation meetings. Communities must have a genuine role in planning, implementing, monitoring, and evaluating conservation activities.
Bureaucratic authority versus public accountability
Wildlife conservation requires strong institutions, professional expertise, and effective regulations. However, excessive bureaucratic control can become an obstacle when administrative authority takes precedence over practical outcomes.
Decision-making in Sri Lanka’s conservation system remains heavily dependent on central institutions. Administrative procedures, overlapping responsibilities, and limited coordination can delay responses to urgent problems.
More importantly, excessive centralisation can discourage local innovation and prevent communities from contributing practical solutions.
When administrative authority becomes more important than results, conservation risks becoming an exercise in controlling people rather than protecting nature.
This criticism should not be confused with questioning the dedication of frontline wildlife officers and veterinarians. Many work under difficult conditions with limited resources. The efforts undertaken to save Tusker Kavantissa deserve recognition.
However, individual commitment cannot compensate indefinitely for institutional weaknesses.
We must ask whether our conservation institutions have the capacity to identify risks early, protect vulnerable animals, coordinate emergency responses, and evaluate the effectiveness of their interventions.
Public accountability should, therefore, extend beyond compliance with administrative procedures to measurable conservation outcomes.
Who bears costs, and who receives benefits?
Perhaps the most neglected dimension of wildlife conservation in Sri Lanka is the unequal distribution of its economic costs and benefits.
Wild elephants contribute substantially to tourism, biodiversity, cultural heritage, and the country’s international image. Their conservation generates benefits enjoyed by society as a whole.
Yet the financial and personal costs are concentrated among rural communities living within elephant habitats.
A study published in 2023, involving 300 farming households in southern Sri Lanka, revealed a striking imbalance. Although these households lived near two national parks, none received economic benefits from tourism. Meanwhile, 57 percent had experienced elephant-related crop damage.
The findings raise a fundamental economic question: if the entire country benefits from elephant conservation, why should a relatively small and vulnerable section of society bear a disproportionate share of its costs?
Conservation cannot remain economically sustainable when its benefits are widely enjoyed but its costs are concentrated among those least able to bear them.
A separate study, published in 2024, involving 439 affected farming households, examined the possibility of financing compensation through tourism revenue. It demonstrated the potential for tourism-based financial mechanisms to support human–elephant coexistence.
The policy implications are significant
A proportion of wildlife tourism revenue could be directed towards affected communities through transparent benefit-sharing arrangements. Such measures could support compensation, village protection, local employment, community enterprises, and agricultural improvements.
However, financial compensation alone is insufficient. The 2023 study also indicated that fear of elephants and concerns about crop damage strongly influenced community attitudes. People must feel safe in their homes and farms, not merely receive payment after suffering losses.
Equitable benefit-sharing is, therefore, more than an act of generosity. It is an economic and social requirement for sustainable conservation.
Political decisions and absence of long-term vision
The weaknesses in wildlife conservation cannot be attributed solely to public officials. Political leadership must accept its share of responsibility.
Poor land-use planning, habitat fragmentation, obstruction of elephant movement corridors, and development decisions that inadequately consider environmental consequences have contributed to human–elephant conflict.
Political decisions made for immediate gains can create environmental and economic costs lasting for decades.
Another weakness is the preference for visible, short-term interventions.
Constructing electric fences, relocating elephants, and launching emergency operations can attract considerable publicity. However, such interventions should be evaluated according to their effectiveness, not their visibility.
Political leadership should be judged not by the number of conservation programmes announced, but by the lives protected, conflicts prevented, and long-term improvements achieved.
There is also a serious problem of policy continuity. Conservation cannot be governed according to electoral cycles or changing political priorities.
Elephant habitats, migration patterns, and ecological processes do not change with governments. Successful conservation, therefore, requires consistent national commitments extending beyond individual political administrations.
Without such continuity, public investment may be wasted while the underlying problems remain unresolved.
Problem is not always a lack of policy
Sri Lanka’s conservation crisis cannot be explained simply by a shortage of scientific knowledge or policy recommendations.
In many instances, the greater challenge lies in translating available knowledge into coordinated, adequately funded, and politically supported action.
The National Action Plan for the Mitigation of Human–Elephant Conflict, prepared in 2020, proposed a science-based approach that emphasised community participation, protection of villages and agricultural land, and more effective conflict-management strategies.
Yet an important question remains: how much of this plan has been implemented successfully?
Have implementation difficulties arisen from inadequate resources, weak institutional coordination, administrative resistance, or insufficient political commitment?
An independent assessment of the plan’s implementation would help identify these obstacles and establish clear responsibilities.
We must also recognise that a substantial proportion of Sri Lanka’s wild elephants live outside protected areas. Attempting to confine all elephants within national parks and forest reserves is, therefore, neither realistic nor sustainable.
Effective conservation requires land-use policies informed by elephant ecology, settlement patterns, agricultural needs, and the practical realities of human–wildlife coexistence.
A sound policy that remains largely unimplemented offers little protection to either elephants or people.
Towards more responsible conservation system
Sri Lanka needs a fundamental change in how wildlife conservation is governed.
Four priorities deserve immediate attention.
First, local communities must become genuine partners in conservation management, with meaningful responsibilities and decision-making opportunities.
Second, conservation benefits must be distributed more fairly. Wildlife tourism should contribute directly to protecting the livelihoods and safety of communities that bear conservation costs.
Third, existing national conservation plans should be independently reviewed to identify implementation gaps and establish a realistic timetable for corrective action.
Fourth, conservation institutions must become more accountable for measurable outcomes, including reductions in human deaths, elephant mortality, crop losses, and property damage.
These reforms require cooperation among wildlife, forestry, agriculture, land, irrigation, and local government institutions.
They also demand political leadership willing to prioritise long-term results over short-term publicity.
For exceptional animals, such as Tusker Kavantissa, improved risk monitoring, preventive protection, and timely veterinary responses are particularly important. However, conservation should not be limited to protecting a few well-known animals.
Every wild elephant has ecological value, just as every person living alongside elephants has an equal right to safety.
The objective must be a system that protects both.
Lesson tusker Kavantissa leaves behind
The death of Tusker Kavantissa should not become another moment of national sorrow that gradually fades from public memory. It should mark a turning point in how Sri Lanka approaches wildlife conservation.
A proper investigation into his death is essential. Equally important is an honest examination of the conservation system within which such tragedies continue to occur.
The real challenge is not choosing between people and elephants. It is creating a system in which both can coexist safely, and where the responsibilities, costs, and benefits of conservation are shared fairly.
This requires more than scientific expertise and stronger regulations. It demands accountable institutions, meaningful community participation, economic fairness, and political leadership guided by a clear long-term vision.
Our greatest failure would not be the loss of Tusker Kavantissa alone. It would be allowing the same weaknesses in our conservation system to claim more lives while we continue to avoid the reforms that could prevent them.
Features
Equality before the Law as foundation of Sri Lanka’s recovery
by Jehan Perera
The government appears set to overcome the first major challenge to one of its foundational principles. It has faced down demands from sections of the Buddhist clergy and opposition parties to release Ven. Galagodaatte Gnanasara from his prison sentence for contempt of court.
Ven Gnanasara is best known as the general secretary of the Bodu Bala Sena, a nationalist Sinhala grouping. The government seemed unfazed by a protest march organised by Buddhist monks and the opposition parties and its supporters organised an even bigger march to support the government’s position. It is notable that the general population did not get involved in either march in any substantial number. The issue has now become a test of whether the government will uphold its commitment to apply the law equally, irrespective of a person’s position or status, even when doing so brings it into conflict with a powerful constituency.
The case has a specific legal history. Ven. Gnanasara was sentenced to six years’ imprisonment by the Court of Appeal in 2018 for contempt of court in a case involving former military personnel where he disrupted the proceedings. The Supreme Court rejected his appeal in 2018. Former President Maithripala Sirisena subsequently granted him a presidential pardon in 2019. Last month, the Supreme Court invalidated that pardon. The initial demand by Buddhist monks and their lay supporters was that Ven. Gnanasara should be permitted to wear his Buddhist robes when appearing in public before the courts. The government has indicated its willingness to examine the procedures governing the treatment of Buddhist monks in prison, in consultation with the relevant religious authorities. However, the initial demand has now been escalated into a demand for a presidential pardon.
One of the central promises of the National People’s Power (NPP) during its election campaign two years ago was to apply the law equally to all. This commitment has shaped the government’s approach to allegations of corruption and criminality involving individuals who previously wielded political power. The NPP government was swept into power on a wave of antipathy towards those in previous governments who were perceived to have abused their positions for private gain. The economic collapse Sri Lanka experienced in 2022, and the hardships endured across society, remain vivid in the public memory. The past two years have seen the government pursuing those accused of corruption and other offences. Several high-ranking members of previous governments have faced arrest and legal proceedings and been sentenced to jail.
Religious Concerns
The ability of opposition parties to mobilise widespread resistance against proceedings involving their leaders has been limited, as much of the general population continues to favour accountability for past financial crimes. However, the case of Ven. Gnanasara is different. It does not concern allegations of financial corruption, but the relationship between religious authority, the courts and the law of the land. This is where the distinction between respecting religious traditions and upholding the law becomes crucial. There is a sense among sections of the general population that Buddhist monks should not be treated on a par with others and that requiring Ven. Gnanasara to appear in court without his robes was unjust and contrary to the national ethos. Such sentiments reflect the special place Buddhism occupies in Sri Lanka’s history and society. Sinhala Buddhist nationalism has been a potent political force throughout the country’s history, drawing on a heritage that extends back more than two millennia. The question is whether respect for Buddhism needs to also entail the exemption of individual monks from the ordinary requirements of the law and thereby treat them differently.
The challenge would be to accommodate legitimate religious concerns through rational and lawful procedures without allowing religious status to become a source of legal privilege. The government has been amenable to addressing the issue of monastic robes, but has so far resisted the demand to release Ven. Gnanasara through a new pardon. President Anura Kumara Dissanayake and government members have made it clear that the government would not bend the law to accommodate any individual. They have taken the position that any shortcomings in existing rules should be addressed by changing the rules through proper procedures, rather than by making an exception for a particular individual. If the government holds its position, it will demonstrate that its commitment to the rule of law extends even to constituencies that have historically enjoyed considerable political influence.
This is important not only for the country’s democratic institutions but also for its economic future. Sri Lanka is seeking to recover from its economic collapse and establish the foundations for sustained growth. The International Monetary Fund’s analysis of Sri Lanka’s governance weaknesses has repeatedly emphasised the economic costs of corruption and institutional deficiencies. Its 2024 analysis of governance and growth concluded that comprehensive and coherent reforms could bring significant macroeconomic benefits. The IMF’s 2025 assessment also highlighted the importance of sustained governance reforms in unlocking the country’s growth potential. Investors, both domestic and foreign, need confidence that public institutions function according to predictable rules, that contracts and property rights are protected, and that political connections or social status will not determine how the law is applied.
Sensitive Issue
Sri Lanka has long sought the leap towards prosperity that has proved elusive under successive governments. Economic reform alone will not achieve it. The connection between the rule of law and economic prosperity is direct. Businesses are more likely to invest when they can expect disputes to be resolved fairly, public resources to be managed transparently and regulatory decisions to be made on rational grounds. No country can achieve a durable economic take-off if its institutions are perceived to operate according to political favour, inherited privilege or communal pressure. Sri Lanka cannot afford to return to a political culture in which powerful interests are shielded from accountability while ordinary citizens bear the costs.
Changing a political culture that has evolved over the decades if not centuries is a difficult undertaking, particularly in a country where political leaders have long relied on religious and communal identities to consolidate their support. It requires not only firmness but also sensitivity, dialogue and a willingness to reform laws and institutions where genuine deficiencies exist. The present controversy offers an opportunity to demonstrate that these objectives need not be in conflict. The government can respect the Buddhist clergy’s concerns about the treatment of monks in prison while refusing to grant an individual an exemption from a judicial sentence. It can recognise the importance of Buddhism to the country while maintaining that no religious or political authority stands above the law.
The question is whether national traditions and ethos are interpreted in ways that strengthen justice, responsibility and social harmony, or invoked to defend privileges that undermine them. The country needs a transformation in public expectations from privilege to accountability, from communal claims to equal citizenship, and from personal discretion to institutions governed by law.
The government’s handling of the case involving Ven. Gnanasara is therefore about more than one monk or one sentence. This particular case will determine whether the government can build a system in which no government, religious authority or politically influential individuals can place themselves beyond the law. A just society must be able to honour both its traditions and its commitment to equality before the law.
Features
Lure of old hometown too hard to resist
Lanka was his homeland, and now it’s Australia, based in Sydney. But for legendary performer Roger Menezes, the lure of his old hometown is just too hard to resist — and he keeps coming this way, ever so often!
Roger is in town at the moment — his fourth trip for this year alone! In fact, for the last few years, he has been checking out Sri Lanka on a very frequent basis.
This time, he says, he will be here for just two weeks, as he has heavy commitments, Down Under, as a performer.
On the 24th of this month, he will be seen in action at Broadway Dehiwela, celebrating their second anniversary. It’s a homecoming of sorts, as he was the very first artiste to perform live at this venue, on their opening night!
He goes back to Sydney in November for an early Christmas party, and will be back, in Colombo, in December, for more performances, with a pre-New Year’s Eve party at the Broadway, on 30th December.
Roger says he also takes the opportunity, whenever he visits Sri Lanka, to soak in the beauty of our country, especially the serene scenes away from the hustle and bustle of Colombo!

Roger Menezes: Fourth trip for this year
Roger Menezes is truly a remarkable talent, and it is always a sheer pleasure to look into the careers of musicians who have left such a lasting, indelible mark on Sri Lanka’s rich musical heritage.
Known for his signature “hits and memories” performance style — a nostalgic, heart-warming blend of jazz, pop, and classic rock — he remains a foundational figure of Sri Lanka’s golden era of music.
He was deeply integrated into Colombo’s swinging 1960s and 70s music scene.
He played drums for iconic groups like The Savages, Thunderbirds, and Fireflies, played guitar for Sam the Man, and joined the legendary band The Jetliners as their keyboardist, saxophonist, and guitarist (additionally recording bass guitar tracks). He also fronted his own much-loved ensemble, Roger and the Webs.
He migrated to Sydney, Australia, in the early ’70s and the legend only grew.
In Australia, he founded the highly successful corporate and event bands Eastern Spice and Stay Tuned (alongside his wife Cheryl and family). Under his leadership, Stay Tuned was heavily involved in providing entertainment for corporate functions, organised by the Sydney 2000 Olympic Committee. The group also headlined the New Year’s Eve festivities at Sydney’s iconic Centrepoint Tower for five consecutive years!
Today, he is widely celebrated as a highly adaptive one-man band, simultaneously navigating vocals, keyboards, guitar, saxophone, and drums — a one-man orchestra who truly does it all!
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