Features
BEACH BOYS, GROUP TOURS & LOBSTERS – Part 26
CONFESSIONS OF A GLOBAL GYPSY
By Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca
Some Challenges on the Beach
As the Executive Chef of the Coral Gardens Hotel, I laid a strong foundation for my work in the new environment by learning about the union, the history of the hotel and the work culture of the kitchen. I changed my management style slightly to suit the team of 50 mature employees in my
departments. I experienced positive outcomes with the team due to that adjustment. I also enjoyed positive reactions from the customers about the ‘new-look’ products and services. These were encouraging signs, but my optimism was short lived when we experienced a series of hostile encounters on the beach in front of the hotel.
It commenced when a security guard tried to chase away some beach vendors who harassed the hotel guests sun bathing on the beach. The beach vendors had been selling corals. Later when one of the hotel gardeners asked a local fisherman not to keep his fishing boat right in front of the hotel, I heard a loud argument. “Your rich hotel does not own the public beach! My family used this spot on the beach to keep our fishing boat for generations! If you touch my boat, you will not be allowed to come out of the hotel, alive!” the fisherman yelled. The Manager of the hotel, Muna requested the staff to avoid any further confrontations with the locals.
I considered such disagreements as an indication of deeply hostile attitudes of the locals toward the hotels. One day, a well-known local deep-sea diver, drew a pistol and shot the bullseye of the dart board hung in the public bar. I then felt that the situation with the locals was like a time bomb. There were also objections from the locals about the hotel using the public beach for weekly barbecue buffets. Reluctantly, I had to back off and re-locate the barbecue near the beach but, within the boundaries of the hotel. I was disappointed, but learning from this challenge, decided to do some research about the culture of the locals living in the town of Hikkaduwa and nearby villages. Muna and I consulted the local businessmen – Lesley and Dudley, whom we befriended before we took over the management of the Coral Gardens Hotel.
Two Worlds Separated by a Wall
Having spent the first two decades of my life in Colombo, I had to make an effort to learn the culture of Hikkaduwa area. It was small, but a vibrant town in many aspects. It was important for me to understand the attitudes and aspirations, behaviour patterns and belief systems, customs and cultures (ABC) of the local residents. In general, the area was poor and the economy was largely dependent on the co-operative fishing industry owned and operated by small-time local businessmen.
I realised that compared to the locals who were making a living from agriculture, fishermen communities were more aggressive in their nature. Some younger members of the local population attempted to make a living by selling local handicrafts, corals and other items to tourists. They also rented diving equipment to the tourists. The hoteliers called them “beach boys” or “touts”. In the mid-1970s, unlike Bentota, Hikkaduwa attracted many low-budget travellers and hippies, who were served well by these local beach boys, and smaller guest houses.

Showing some respect to the locals, being flexible and having an open dialogue appeared to be wise decisions by Muna. However, I felt that being firm and fair would be an even better approach in dealing with hostile locals as well as the union. I noticed that some people took kindness for a weakness. Muna was not keen on walking outside the hotel. However, on some evenings after dinner service, I used to walk to nearby hotels to meet friends and play cards. I used to walk back to Coral Gardens Hotel during early hours of the morning. During my walks I usually spoke briefly with local vendors and touts. That provided me some understanding of their attitude and mentality.
A string of small tourist hotels mushroomed in Hikkaduwa following the success of Coral Gardens Hotel which set the standards for others to follow. The key common element of these hotels were the names, which all had the word – ‘Coral’ (Blue Corals, Coral Reef, Coral Sands, Coral Rock, Super Corals etc.). These hotels were predominantly owned by rich business people from Colombo. In general, the poor villagers viewed hotels as rich establishments providing luxury products and services to tourists while making lots of profit, without providing any direct or indirect benefits to the locals. A couple of these hotels hired retired army officers to manage hotels. They were considered tough administrators, who maintained connections with the top brass of the army.
Coral Gardens Hotel provided security to its guests with tall walls and gated entrances controlled by uniformed security guards (mainly ex-military men) provided by an agency from Colombo. In general, villagers were not allowed in the hotel. The only exception was the public bar, which had a separate entrance from the car park. As management, our key responsibility was to provide services to our guests in a safe environment. In later years, during my work as a hotelier in other parts of Sri Lanka as well as in other developing countries such as Iraq, Guyana and Jamaica, I always felt that the wider the economic gap between the luxury hotels and the local communities and economy, the higher the tensions were.
The Most Experienced Sommelier
In addition to the union leader Edmond, there were two other Butlers at the hotel. They supervised the restaurant employees during breakfast, lunch and dinner service. The oldest of them, Butler Raman, had gained over 25 years of experience as a Wine Waiter and Sommelier at the famous Galle Face Hotel, prior to joining Coral Gardens Hotel, 10 years earlier. He was reputed in Sri Lanka as the person who had opened the greatest number of bottles of wine during his long career. I learnt from his knowledge of wines.

Butler Raman was a cheerful man. He was loyal to the hotel and respected the management, unlike some of his peers. He was happy when I commenced a restaurant employee briefing prior to each lunch and dinner service. He loved my detailed explanations about the preparations of dishes and how the dishes had been named, particularly the new items I introduced to the menus. He took notes during all my briefings. We developed a mutual respect for each other. Raman was very open to my new and creative ideas. He respectfully addressed me, ‘Master’ and I addressed him, ‘Butler Raman’.
Raman’s customer relations were excellent. He had a good memory and addressed repeat customers by name. All tourists who returned every year or sometimes a couple of times in each tourist season, all knew Raman by name. He quickly became my right-hand man in the restaurant. Often both of us stayed by the entrance to the hotel reception area to greet tourist groups arriving at the hotel.
Categorising Lunch Groups
When the hotel was full, we had only around 100 resident guests for lunch and dinner. On most days, we catered for an additional 150 to 200 tourists who visited Coral Gardens Hotel only for lunch. These ‘lunch only groups’ were on one-week long tours of the island. Coral Gardens Hotel was their first stop and they arrived towards late morning or around noon. After they did the glass-bottom boat excursions to see the underwater Coral Gardens and a quick dip in the sea, they used the large changing rooms with showers and lockers. Then they came to the restaurant for a quick lunch. Speed of service was very important as the European tour leaders in charge of these groups had to manage the time efficiently.
In consultation with the tour leaders, I planned standard three-course lunch menus that can be prepared and served quickly. These menus changed slightly depending on the fresh catch of the day from the sea. Obviously, the restaurant staff provided better service to high spending tour groups who tipped generously. After the welcome, Raman quickly categorised the tour groups into the following four:
a) Wine Party – a group that ordered wine and tipped well. The best tables were allocated.
b) Beer Party – a group that ordered only beer and tipped a little.
c) Soda Party – a group that ordered only soft drinks and pop and hardly ever tipped.
d) Choo Party – a group that did not order any beverages or tipped, but stopped to use the washrooms only.
Selling Lobsters
A month after the tourist season in 1975/1976 commenced, I wanted to introduce a lobster night similar to that Bentota Beach Hotel offered weekly. As most guests were on full-board packages, we charged extra to include a lobster dish on their dinner menu or upgrade the main course with lobster. I planned the additional lobster dishes and briefed Raman and motivated him to take lobster orders and sell wines to match the dishes. I gave him a free hand and he commenced lobster order taking for our first lobster night. The next day, when I checked how many lobsters that Raman had sold, I was disappointed to note that he managed to sell only six.
“That’s OK, Raman. I know that you tried your best”, I told Raman, as he was also disappointed to let me down. “Sorry, Master. As those guests who were satisfied with the lobster dishes you cooked this evening and talked with other guests, I think that we should be able to sell more, next week” Raman told me. I understood that word of mouth is a good form of sales, but I was eager to have some quick results. We agreed that next week, I should join Raman to sell lobsters, as a team of two. “Next week, shall we take lobster orders soon after breakfast?”, Raman asked me. “No, let’s sell when the tourists are hungry, say just before lunch, around noon” I decided on the timing strategy.
The next day just before 12 noon, on my way to meet Raman at the restaurant, I dropped in at the stores. The divers from Ambalangoda were delivering freshly caught live lobster to the stores. “Sukumaran, give me that king lobster”, I told the storekeeper. Carrying that large lobster, I accompanied Raman and went near the beach where most of our guests were sun bathing. As someone in a chef uniform including a white hat carrying a lobster was uncommon, I attracted some attention of the guests immediately. A few guests surrounded me and one guest asked me, “Is that lobster live?” “Henny, you may touch one of its eyes”, I gently prompted. The lobster moved in an aggressive manner when Henny did so. She screamed and all the guests on the beach came to check the commotion.
I knew at once that we had created some interest and now, I had a interested audience. I wanted to strike quickly to take lobster orders for dinner. Raman carried two empty Coca Cola crates from the resident bar, and told me, “Master, stand on these crates so that everybody can see you and the king lobster.” I did the sales talk and Raman wrote down the room numbers and orders. It was perfect team work. When I explained how I prepare our favourite lobster dishes I noticed some guests looking hungrier and clearly indicating their desire to order the most expensive item on our à la cart menu. When I mentioned the price, that became an obstacle for closing the sale. Some guests said that was too expensive for them. I quickly thought of a few problem-solving deals.
Later, privately I told a couple, “Mary and George, I know that these dishes are expensive, but do you want to return to France without tasting a single lobster dish in Sri Lanka?” As they were still not convinced, I then said, “I have a solution for you. I will serve one lobster dish for both of you to share, but served on two large plates, filled with some extra assortment of salads. Two plates for the price of one!” “That sounds great, count us in”, Mary said, even without noticing her husband’s nod of approval. With that confirmation Raman and I reached a record-breaking 50 lobster orders for that evening. We had to buy a few extra lobsters from neighbourhood hotels to meet the demand.
Our lobster nights proved to be popular and successful for the rest of the tourist season. Over the months, we enhanced the promotional tactics. This included taking the lobster orders the previous evening just before dinner. We set up a large sea water tank in the lobby with live lobsters and a colourful poster. At times I did some ‘free’ lobster tasting sessions. I also arranged for the Receptionists at the front office to talk about our lobster promotion to every new guest at the time of their arrival. Due to 10% service charge on bills, which were equally distributed to all full-time employees, I was able get the support of the employees working in different front of the house departments (waiters, barmen, receptionists, cashiers, room boys), for lobster promotion.
AIDA
A few years later, when I had my first course in Marketing at the University of Colombo, some of the best Sales and Marketing experts from Lever Brothers (who were guest lecturers) introduced a concept called AIDA to the business administration students. In explaining this concept, my first Marketing Lecturer and then Chairman of Lever Brothers Sri Lanka, Mr. Stanley Jayawardena told my class that AIDA is the best way to describe the customer journey throughout an effective sales process. Without any formal education in Marketing or sales training, in 1975, at Coral Gardens Hotel I had followed exactly the four stages of the AIDA concept:
Attention
– attract the customer’s attention – timing, location and the chef uniform.
Interest
– generate interest in the product or services – commotion with the live king lobster.
Desire
– transition from interest to actively ‘wanting’ the product – dish explanation.
Action
– spark / convince the customers to take action / close the sale – 50 lobster orders.
Since then, I have been a firm believer of AIDA. Not only in selling, but also in advertising campaigns I designed, seminars I presented and keynote speeches I delivered. I used AIDA for them all.
Features
The NPP Government is more than a JVP offspring:
It is also different from all past governments as it faces new and different challenges
No one knows whether the already broken ceasefire between the US and Iran, with Israel as a reluctant adjunct, will last the full 10 days, or what will come thereafter. The world’s economic woes are not over and the markets are yo-yoing in response to Trump’s twitches and Iran’s gate keeping at the Strait of Hormuz. The gloomy expert foretelling is that full economic normalcy will not return until the year is over even if the war were to end with the ceasefire. That means continuing challenges for Sri Lanka and more of the tough learning in the art of governing for the NPP.
The NPP government has been doing what most governments in Asia have been doing to cope with the current global crisis, which is also an Asian crisis insofar as oil supplies and other supply chains are concerned. What the government can and must do additionally is to be totally candid with the people and keep them informed of everything that it is doing – from monitoring import prices to the timely arranging of supplies, all the details of tender, the tracking of arrivals, and keeping the distribution flow through the market without bottlenecks. That way the government can eliminate upstream tender rackets and downstream hoarding swindles. People do not expect miracles from their government, only honest, sincere and serious effort in difficult circumstances. Backed up by clear communication and constant public engagement.
But nothing is going to stop the flow of criticisms against the NPP government. That is a fact of Sri Lankan politics. Even though the opposition forces are weak and have little traction and even less credibility, there has not been any drought in the criticisms levelled against the still fledgling government. These criticisms can be categorized as ideological, institutional and oppositional criticisms, with each category having its own constituency and/or commentators. The three categories invariably overlap and there are instances of criticisms that excite only the pundits but have no political resonance.
April 5 anniversary nostalgia
There is also a new line of criticism that might be inspired by the April 5 anniversary nostalgia for the 1971 JVP insurrection. This new line traces the NPP government to the distant roots of the JVP – its April 1965 founding “in a working-class home in Akmeemana, Galle” by a 22-year old Rohana Wijeweera and seven others; the short lived 1971 insurrection that was easily defeated; and the much longer and more devastating second (1987 to 1989) insurrection that led to the elimination of the JVP’s frontline leaders including Wijeweera, and brought about a change in the JVP’s political direction with commitment to parliamentary democracy. So far, so good, as history goes.
But where the nostalgic narrative starts to bend is in attempting a straight line connection from the 1965 Akmeemana origins of the JVP to the national electoral victories of the NPP in 2024. And the bend gets broken in trying to bridge the gap between the “founding anti-imperialist economics” of the JVP and the practical imperatives of the NPP government in “governing a debt-laden small open economy.” Yet this line of criticism differs from the other lines of criticism that I have alluded to, but more so for its moral purpose than for its analytical clarity. The search for clarity could begin with question – why is the NPP government more than a JVP offspring? The answer is not so simple, but it is also not too complicated.
For starters, the JVP was a political response to the national and global conditions of the 1960s and 1970s, piggybacking socialism on the bandwagon of ethno-nationalism in a bi-polar world that was ideologically split between status quo capitalism and the alternative of socialism. The NPP government, on the other hand, is not only a response to, but is also a product of the conditions of the 2010s and 2020s. The twain cannot be more different. Nothing is the same between then and now, locally and globally.
A pragmatic way to look at the differences between the origins of the JVP and the circumstances of the NPP government is to look at the very range of criticisms that are levelled against the NPP government. What I categorize as ideological criticisms include criticisms of the government’s pro-IMF and allegedly neo-liberal economic policies, as well as the government’s foreign policy stances – on Israel, on the current US-Israel war against Iran, the geopolitics of the Indian Ocean, and the apparent closeness to the Modi government in India. These criticisms emanate from the non-JVP left and Sinhala Buddhist nationalists.
Strands of nationalism
To digress briefly, there are several strands in the overall bundle of Sri Lankan nationalism. There is the liberal inclusive strand, the left-progressive strand, the exclusive Sinhala Buddhist Nationalist (SBN) strand, and the defensive strands of minority nationalisms. Given Sri Lanka’s historical political formations and alliances, much overlapping goes on between the different strands. The overlapping gets selective on an issue by issue basis, which in itself is not unwelcome insofar as it promotes plurality in place of exclusivity.
Historically as well, and certainly after 1956, the SBN strand has been the dominant strand of nationalism in Sri Lanka and has had the most influential say in every government until now. Past versions of the JVP frequently straddled the dominant SBN space. Currently, however, the dominant SBN strand is in one of its more dormant phases and the NPP government could be a reason for the current dormancy. This is an obvious difference between the old JVP and the new NPP.
A second set of criticisms, or institutional criticisms, emanate from political liberals and human rights activists and these are about the NPP government’s actions or non-actions in regard to constitutional changes, the future of the elected executive presidency, the status of provincial devolution and the timing of provincial council elections, progress on human rights issues, the resolution of unfinished postwar businesses including the amnesia over mass graves. These criticisms and the issues they represent are also in varying ways the primary concerns of the island’s Tamils, Muslims and the Malaiyaka (planntationn) Tamils. As with the overlapping between the left and the non-minority nationalists, there is also overlapping between the liberal activists and minority representatives.
A third category includes what might be called oppositional criticisms and they counterpose the JVP’s past against the NPP’s present, call into question the JVP’s commitment to multi-party democracy and raise alarms about a creeping constitutional dictatorship. This category also includes criticisms of the NPP government’s lack of governmental experience and competence; alleged instances of abuse of power, mismanagement and even corruption; alleged harassment of past politicians; and the failure to find the alleged mastermind behind the 2019 Easter bombings. At a policy and implementational level, there have been criticisms of the government’s educational reforms and electricity reforms, the responses to cyclone Ditwah, and the current global oil and economic crises. The purveyors of oppositional criticisms are drawn from the general political class which includes political parties, current and past parliamentarians, as well as media pundits.
Criticisms as expectations
What is common to all three categories of criticisms is that they collectively represent what were understood to be promises by the NPP before the elections, and have become expectations of the NPP government after the elections. It is the range and nature of these criticisms and the corresponding expectations that make the NPP government a lot more than a mere JVP offspring, and significantly differentiate it from every previous government.
The deliverables that are expected of the NPP government were never a part of the vocabulary of the original JVP platform and programs. The very mode of parliamentary politics was ideologically anathema to the JVP of Akmeemana. And there was no mention of or concern for minority rights, or constitutional reforms. On foreign policy, it was all India phobia without Anglo mania – a halfway variation of Sri Lanka’s mainstream foreign policy of Anglo mania and India phobia. For a party of the rural proletariat, the JVP was virulently opposed to the plantation proletariat. The JVP’s version of anti-imperialist economics would hardly have excited the Sri Lankan electorate at any time, and certainly not at the present time.
At the same time, the NPP government is also the only government that has genealogical antecedents to a political movement or organization like the JVP. That in itself makes the NPP government unique among Sri Lanka’s other governments. The formation of the NPP is the culmination of the evolution of the JVP that began after the second insurrection with the shedding of political violence, acceptance of political plurality and commitment to electoral democracy.
But the evolution was not entirely a process of internal transformation. It was also a response to a rapidly and radically changing circumstances both within Sri Lanka and beyond. This evolution has not been a rejection of the founding socialist purposes of the JVP in 1968, but their adaptation in the endless political search, under constantly changing conditions, for a non-violent, socialist and democratic framework that would facilitate the full development of the human potential of all Sri Lankans.
The burden of expectations is unmistakable, but what is also remarkable is their comprehensiveness and the NPP’s formal commitment to all of them at the same time. No previous government shouldered such an extensive burden or showed such a willing commitment to each and every one of the expectations. In the brewing global economic crisis, the criticisms, expectations and the priorities of the government will invariably be focussed on keeping the economy alive and alleviating the day-to-day difficulties of millions of Sri Lankan families. While what the NPP government can and must do may not differ much from what other Asian governments – from Pakistan to Vietnam – are doing, it could and should do better than what any and all past Sri Lankan governments did when facing economic challenges.
by Rajan Philips
Features
A Fragile Ceasefire: Pakistan’s Glory and Israel’s Sabotage
After threatening to annihilate one of the planet’s oldest civilizations, TACO* Trump chickened out again by grasping the ceasefire lifeline that Pakistan had assiduously prepared. Trump needed the ceasefire badly to stem the mounting opposition to the war in America. Israeli Prime Minister Netanyahu wanted the war to continue because he needed it badly for his political survival. So, he contrived a fiction and convinced Trump that Lebanon is not included in the ceasefire. Trump as usual may not have noticed that Pakistan’s Prime Minister Shehbaz Shariff had clearly indicated Lebanon’s inclusion in his announcement of the ceasefire at 7:50 PM, Tuesday, on X. Ten minutes before Donald Trump’s fake deadline.
True to form on Wednesday, Israel unleashed the heaviest assault by far on Lebanon, reportedly killing over 300 people, the highest single-day death toll in the current war. Iran responded by re-closing the Strait of Hormuz and questioning the need for talks in Islamabad over the weekend. There were other incidents as well, with an oil refinery attacked in Iran, and Iranian drones and missiles slamming oil and gas infrastructure in UAE, Saudi Arabia, Bahrain and Qatar.
The US tried to insist that Lebanon is not part of the ceasefire, with the argumentative US Vice President JD Vance, who was in Budapest, Hungary, campaigning for Viktor Orban, calling the whole thing a matter of “bad faith negotiation” as well as “legitimate misunderstanding” on the part of Iran, and warning Iran that “it would be dumb to jeopardise its ceasefire with Washington over Israel’s attacks in Lebanon.”
But as the attack in Lebanon drew international condemnation – from Pope Leo to UN Secretary General António Guterres, and several world leaders, and amidst fears of Lebanon becoming another Gaza with 1,500 people including 130 children killed and more than a million people displaced, Washington got Israel to stop its “lawn mowing” in southern Lebanon.
Prime Minister Benjamin Netanyahu agreed to “open direct negotiations with Lebanon as soon as possible,”. Lebanese President Joeseph Aoun has also called for “a ceasefire between Israel and Lebanon, followed by direct negotiations between them.” Israel’s involvement in Lebanon remains a wild card that threatens the ceasefire and could scuttle the talks between the US and Iran scheduled for Saturday in Islamabad.
Losers and Winners
After the ceasefire, both the Trump Administration and Iran have claimed total victories while the Israeli government wants the war to continue. The truth is that after more than a month into nonstop bombing of Iran, America and Israel have won nothing. Only Iran has won something it did not have when Trump and Netanyahu started their war. Iran now has not only a say over but control of the Strait of Hormuz. The ceasefire acknowledges this. Both Trump and Netanyahu are under fire in their respective countries and have no allies in the world except one another.
The real diplomatic winner is Pakistan. Salman Rushdie’s palimpsest-country has emerged as a key player in global politics and an influential mediator in a volatile region. Pakistan’s Prime Minister Shehbaz Sharif and Chief of Defence Field Marshal Asim Munir have both been praised by President Trump and credited for achieving the current ceasefire. The Iranian regime has also been effusive in its praise of Pakistan’s efforts.
It is Pakistan that persisted with the effort after initial attempts at backdoor diplomacy by Egypt, Pakistan and Türkiye started floundering. Sharing a 900 km border and deep cultural history with Iran, and having a skirmish of its own on the eastern front with Afghanistan, Pakistan has all the reason to contain and potentially resolve the current conflict in Iran. Although a majority Sunni Muslim country, Pakistan is home to the second largest Shia Muslim population after Iran, and is the easterly terminus of the Shia Arc that stretches from Lebanon. The country also has a mutual defense pact with Saudi Arabia that includes Pakistan’s nuclear cover for the Kingdom. An open conflict between Iran and Saudi Arabia would have put Pakistan in a dangerously awkward position.
It is now known and Trump has acknowledged that China had a hand in helping Iran get to the diplomatic table. Pakistan used its connections well to get Chinese diplomatic reinforcement. Pakistani Foreign Minister Ishaq Dar flew to Beijing to brief his Chinese counterpart and secured China’s public support for the diplomatic efforts. The visit produced a Five-Point Plan that became a sequel to America’s 15-point proposal and the eventual ten-point offer by Iran.
There is no consensus between parties as to which points are where and who is agreeing to what. The chaos is par for the course the way Donald Trumps conducts global affairs. So, all kudos to Pakistan for quietly persisting with old school toing and froing and producing a semblance of an agreement on a tweet without a parchment.
It is also noteworthy that Israel has been excluded from all the diplomatic efforts so far. And it is remarkable, but should not be surprising, the way Trump has sidelined Isreal from the talks. Prime Minister Netanyahu has been enjoying overwhelming support of Israelis for starting the war of his life against Iran and getting the US to spearhead it. But now the country is getting confused and is exposed to Iranian missiles and drones far more than ever before. The Israeli opposition is finally coming alive realizing what little has Netanyahu’s wars have achieved and at what cost. Israel has alienated a majority of Americans and has no ally anywhere else.
It will be a busy Saturday in Islamabad, where the US and Iranian delegations are set to meet. Iran would seem to have insisted and secured the assurance that the US delegation will be led by Vice President Vance, while including Trump’s personal diplomats – Steve Witkoff and son-in-law Jared Kushner. Iran has not announced its team but it is expected to be led, for protocol parity, by Iran’s Speaker Mohammad Bagher Ghalibaf, and will likely include its suave Foreign Minister Abbas Araghchi. Vice President Vance’s attendance will be the most senior US engagement with Iran since Secretary of State John Kerry negotiated the 2015 nuclear deal under President Obama.
The physical arrangements for the talks are still not public although Islamabad has been turned into a security fortress given the stakes and risks involved. The talks are expected to be ‘indirect’, with the two delegations in separate rooms and Pakistani officials shuttling between them. The status of Iran’s enriched uranium and the reopening of the Strait of Hormuz will be the major points of contention. After Netanyahu’s overreach on Wednesday, Lebanon is also on the short list
The 2015 nuclear deal (the Joint Comprehensive Action Plan) took months of negotiations and involved multiple parties besides the US and Iran, including China, France, Germany, UK, Russia and the EU. That served the cause of regional and world peace well until Trump tore up the deal to spite Obama. It would be too much to expect anything similar after a weekend encounter in Islamabad. But if the talks could lead to at least a permanent ceasefire and the return to diplomacy that would be a huge achievement.
(*As of 2025–2026, Donald Trump is nicknamed “TACO Trump” by Wall Street traders and investors as an acronym for “”. This term highlights a perceived pattern of him making strong tariff threats that cause market panic, only to later retreat or weaken them, causing a rebound.)
by Rajan Philips
Features
CIA’s hidden weapon in Iran
We are passing through the ten-day interregnum called a ceasefire over the War on Iran. The world may breathe briefly, but this pause is not reassurance—it is a deliberate interlude, a vacuum in which every actor positions for the next escalation. Iran is far from secure. Behind the veneer of calm, external powers and local forces are preparing, arming, and coordinating. The United States is unlikely to deploy conventional ground troops; the next moves will be executed through proxies whose behaviour will defy expectation. These insurgents are shaped, guided, and amplified by intelligence and technology, capable of moving silently, striking precisely, and vanishing before retaliation. The ceasefire is not peace—it is the prelude to disruption.
The Kurds, historically instruments of Tehran against Baghdad, are now vectors for the next insurgency inside Iran. This movement is neither organic nor local. It is externally orchestrated, with the CIA as the principal architect. History provides the blueprint: under Mohammad-Reza Shah Pahlavi, Kurdish uprisings were manipulated, never supported out of sympathy. They were instruments of leverage against Iraq, a way to weaken a rival while projecting influence beyond Iran’s borders. Colonel Isa Pejman, Iranian military intelligence officer who played a role in Kurdish affairs, recalled proposing support for a military insurgency in Iraq, only for the Shah to respond coldly: “[Mustafa] Barzani killed my Army soldiers… please forget it. The zeitgeist and regional context have been completely transformed.” The Kurds were pawns, but pawns with strategic weight. Pejman later noted: “When the Shah wrote on the back of the letter ‘Accepted’ to General Pakravan, I felt I was the true leader of the Kurdish movement.” The seeds planted then are now being activated under new, technologically empowered auspices.
Iran’s geographic vulnerabilities make this possible. The Shah understood the trap: a vast territory with porous borders, squeezed by Soviet pressure from the north and radical Arab states from the west. “We are in a really terrible situation since Moscow’s twin pincers coming down through Kabul and Baghdad surround us,” he warned Asadollah Alam. From Soviet support for the Mahabad Republic to Barzani’s dream of a unified Kurdistan, Tehran knew an autonomous Kurdish bloc could destabilize both Iraq and Iran. “Since the formation of the Soviet-backed Mahabad Republic, the Shah had been considerably worried about the Kurdish threat,” a US assessment concluded.
Today, the Kurds’ significance is operational, not symbolic. The CIA’s recent rescue of a downed F-15 airman using Ghost Murmur, a quantum magnetometry system, demonstrated the reach of technology in intelligence operations. The airman survived two days on Iranian soil before extraction. This was not a simple rescue; it was proof that highly mobile, technologically augmented operations can penetrate Iranian territory with surgical precision. The same logic applies to insurgency preparation: when individuals can be tracked through electromagnetic signatures, AI-enhanced surveillance, and drones, proxy forces can be armed, guided, and coordinated with unprecedented efficiency. The Kurds are no longer pawns—they are a living network capable of fracturing Iranian cohesion while providing deniability to foreign powers.
Iran’s engagement with Iraqi Kurds was always containment, not empowerment. The Shah’s goal was never Kurdish independence. “We do not approve an independent [Iraqi] Kurdistan,” he stated explicitly. Yet their utility as instruments of regional strategy was undeniable. The CIA’s revival of these networks continues a long-standing pattern: insurgent groups integrated into the wider calculus of international power. Israel, Iran, and the Kurds formed a triangular strategic relationship that terrified Baghdad. “For Baghdad, an Iranian-Israeli-Kurdish triangular alliance was an existential threat,” contemporary reports noted. This is the template for modern manipulation: a networked insurgency, externally supported, capable of destabilizing regimes from within while giving foreign powers plausible deniability.
Iran today faces fragility. Years of sanctions, repression, and targeted strikes have weakened educational and scientific hubs; Sharif University in Tehran, one of the country’s leading scientific centres, was bombed. Leaders, scholars, and innovators have been eliminated. Military readiness is compromised. Generations-long setbacks leave Iran exposed. Against this backdrop, a Kurdish insurgency armed with drones, AI-supported surveillance, and precision munitions could do more than disrupt—it could fracture the state internally. The current ten-day ceasefire is a mirage; the next wave of revolt is already being orchestrated.
CIA involvement is deliberate. Operations are coordinated with allied intelligence agencies, leveraging Kurdish grievances, mobility, and ethnolinguistic networks. The Kurds’ spread across Iran, Iraq, Turkey, and Syria provides operational depth—allowing insurgents to strike, vanish, and regroup with impunity. Barzani understood leverage decades ago: “We could be useful to the United States… Look at our strategic location on the flank of any possible Soviet advance into the Middle East.” Today, the calculation is inverted: Kurds are no longer instruments against Baghdad; they are potential disruptors inside Tehran itself.
Technology is central. Ghost Murmur’s ability to detect a single heartbeat remotely exemplifies how intelligence can underpin insurgent networks. Drones, satellite communications, AI predictive modeling, and battlefield sensors create an infrastructure that can transform a dispersed Kurdish insurgency into a high-precision operation. Iran can no longer rely on fortifications or loyalty alone; the external environment has been recalibrated by technology.
History provides the roadmap. The Shah’s betrayal of Barzani after the 1975 Algiers Agreement demonstrated that external actors can manipulate both Iranian ambitions and Kurdish loyalties. “The Shah sold out the Kurds,” Yitzhak Rabin told Kissinger. “We could not station our troops there and keep fighting forever,” the Shah explained to Alam. The Kurds are a pivot, not a cause. Networks once acting under Tehran’s influence are now being repurposed against it.
The insurgency exploits societal fissures. Kurdish discontent in Iran, suppressed for decades, provides fertile ground. Historical betrayal fuels modern narratives: “Barzani claimed that ‘Isa Pejman sold us out to the Shah and the Shah sold us out to the US.’” Intelligence agencies weaponize these grievances, pairing them with training, technological augmentation, and covert support.
Geopolitically, the stakes are immense. The Shah’s defensive-offensive doctrine projected Iranian influence outward to neutralize threats. Today, the logic is inverted: the same networks used to contain Iraq are being readied to contain Iran. A technologically augmented Kurdish insurgency, covertly backed, could achieve in months what decades of sanctions, diplomacy, or repression have failed to accomplish.
The operation will be asymmetric, high-tech, and dispersed. UAVs, quantum-enhanced surveillance, encrypted communications, and AI-directed logistics will dominate. Conventional Iranian forces are vulnerable to this type of warfare. As Pejman reflected decades ago, “Our Army was fighting there, rather than the Kurds who were harshly defeated… How could we keep such a place?” Today, the challenge is magnified by intelligence superiority on the insurgents’ side.
This is not a temporary flare-up. The CIA and its allies are constructing a generational network of influence. Experience from Iraq, Syria, and Lebanon proves these networks endure once operationalised. The Shah recognized this: “Iran’s non-state foreign policy under the Shah’s reign left a lasting legacy for the post-Revolution era.” Today, those instruments are being remade as vectors of foreign influence inside Iran.
The future is stark. Iran faces not simply external threats, but a carefully engineered insurgency exploiting historical grievances, technological superiority, and precise intelligence. The Kurds are central. History, technology, and geopolitical calculation converge to create a transformative threat. Tehran’s miscalculations, betrayals, and suppressed grievances now form the lattice for this insurgency. The Kurds are positioned not just as an ethnic minority, but as a vector of international strategy—Tehran may be powerless to stop it.
Iran’s containment strategies have been weaponized, fused with technology, and inverted against it. The ghosts of Barzani’s Peshmerga, the shadows of Algiers, and the Shah’s strategic vision now converge with Ghost Murmur, drones, and AI. Tehran faces a paradox: the instruments it once controlled are now calibrated to undermine its authority. The next Kurdish revolt will not only fight in the mountains but in the electromagnetic shadows where intelligence operates, consequences are lethal, and visibility is scarce.
by Nilantha Ilangamuwa
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