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Mastering Showbiz … Moving to Bigger Productions

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CONFESSIONS OF A GLOBAL GYPSY

Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca

Action Learning Showbiz

I learned to produce music shows with 1,000+ audiences with help from musicians under contract at Le Galadari Meridien. This spiced up my work as the hotel’s Director of Food and Beverage. Thanks to great team work by the musicians on contract at the hotel, the first three shows I produced in 1987 were ‘Musical Stars of 1986’, ‘A Farewell to Priyanthi & Raja’ and ‘Noeline… a Celebration’. All were very successful in terms of production, audience satisfaction, ticket sales, profits, reviews and publicity.

We commenced all our shows precisely at 7:00 pm as advertised. Given the ‘fashionably late’ culture of some Sri Lankan senior politicians and socialites, it wasn’t easy to achieve that goal. We announced the starting time during ticket sales and closed the doors exactly at 7:00 pm as each show began. Latecomers were asked to stand outside the hall and no excuses were accepted, irrespective of how important they were.

I felt that allowing latecomers to go into the hall in the dark, while musicians were performing was an insult to the performers and a disturbance to the punctual customers. After the choreographed opening act was over, we opened the doors to let the latecomers into the ballroom around 7:20 pm, for five minutes. Soon our customers got used to our strict standard of punctuality.

After making sure the opening act commenced promptly, I handed over the baton to Kenneth Honter, my reliable wingman and efficient Stage Manager in the late 1980s and early 1990s. He was a pleasure to work with and the musicians respected him. Kenneth had the knowledge and ideal personality for that honorary job. After I left Sri Lanka permanently in the early 1994, I found equally capable Stage Managers to team up with me in Guyana and Jamaica.

Over the years, I produced at least two dozen shows at Le Galadari Meridien in Colombo, Hotel Babylon Oberoi in Baghdad, Mount Lavinia Hotel, BMICH – National Convention Centre of Sri Lanka, Guyana Pegasus Hotel and Le Meridien Jamaica Pegasus Hotel. At most of those shows I was able to watch the show in the audience, after removing my ‘Producer’ hat for two and half hours. Empowerment and delegation of duties to capable members of the team is important in any operation or show.

An interesting theme, great line-up of performers, creative promotions, a well-planned cue sheet and a good stage manager are essential ingredients for a successful show. In addition, good choreography, sound, lighting, special effects and seamless set changes, all enhanced the overall quality of the stage productions. I was not an expert in any of that, but surrounded myself with experts. My main contributions were developing a good concept with input from the team of performers and then preparing a detailed cue sheet, in consultation with the stage manager. I also handled the promotions and general coordination with different departments of the hotel.

Gala Balls – for Staff and for Customers

One of the key reasons for some mistakes I made in my career stemmed from being overly-ambitious, over-optimistic and undertaking many concurrent projects. Therefore, although I was eager to produce more shows in 1987, I decided to postpone such projects to 1988. Instead, I focused on organizing two gala balls aiming at breaking some records.

In whatever business one is in, it is essential to keep the internal customer (the employees) happy. I had 230 employees in my division who worked very hard year-round. I wanted to thank them in a different manner. We discussed the possibility of organizing a large-scale formal dinner dance for the employee team and their spouses or partners.

My contribution for the employee dinner dance was a couple of negotiations to start the planning. The hotel bands kindly agreed to perform free for the staff dance. The suppliers of spirits and wines were more than generous in their donations in cash and kind. We were also given a few free airline tickets for overseas destinations, which the committee used as door prizes. I empowered an employee committee who did all the work. The committee wanted to maintain good standards and recommended lounge suit as the dress code.

I then convinced the organizing committee that it is best that we hold the staff dance at another hotel. It was important for discipline. I negotiated very special rates with my counterparts in other five-star international hotels. In 1987, we held the Food and Beverage employee dance at Hotel Ceylon InterContinential and in 1988, we held it at Hotel Taj Samudra. Both events were well-attended with over 500 people per dance, highly enjoyable and broke even. That initiative was a good motivator internally and trend setter externally. Soon our competitors organized similar dances for their employees.

I used the boosted energy and the team spirit of our highly motivated, employee team after their dinner dance, to plan the best three New Year’s Eve dances for customers. We held these at the Bougainville Ballroom, La Palme D’or French Restaurant and Colombo 2000 Night Club. We also arranged for lobby musicians to entertain diners at the La Brasserie Coffee Shop. In addition to selling tickets at the La Patisserie Pastry Shop, we also had the table plan right in the middle of the hotel lobby, with a charming hostess selling ten tickets per table.

Each dance had a permanent band and a compere, but we featured the lead singers from each band on short guest spots in other venues within the hotel. That way, we enhanced the line-up of performers at each dance. The customers liked it. Usually, the New Year’s Eve dinner dances at the ballrooms of five-star international hotels were the largest and most profitable.

“Sri Lankan hotels have never priced a dinner dance at a ballroom at higher than Rs. 900. No one dares to break that Rs. 1,000 barrier”, Sohan Weerasinghe, the leader of our main band told me. When I heard that, I said, “We have the best products in terms of the ballroom, food, service and music. Let’s be the first in Sri Lanka to charge Rs. 1,000!” As Sohan appeared to be nervous, I said that I would double our advertising campaign.

Most hotels had crowded ads with too much information of full menus, free bottles of whisky per table, ticket prizes, list of musicians, compere’s names etc. etc. all in one ad. “These are boring ads with too much detail and too many words! I will work with the ad agency to develop a campaign with a key ad with only one photo and one short slogan”, I told Sohan. When he asked me, “Really? Would it work? Who will be in that one photo?”, I told him, “One photo with our unique selling proposition – you and the other lead singers of different bands!” And that’s exactly what we did.

We sold out all tickets for our expensive New Year’s Eve dinner dance within a week. We broke the Rs. 1,000 barrier, as well as all records for attendance, revenue and profit that night. In the early hours of January 1, my wife and I visited all dinner dances at competitor five-star hotels very briefly to get a snap-shot idea of attendance, themes, and products. That quick competitor research helped in our planning for next year’s New Year’s Eve dinner dances. This is something I practised until 1998 when I left the hotel industry to become a full-time, post-secondary educator.

A nice thing about hoteliering is that in every country I worked, we had a friendly relationship with the competitors. All of them were extremely hospitable to me during my sneaky ‘competitor research’ visits, some evenopening a bottle of champagne to welcome my wife and I to their dinner dances. I always wondered at their rationale for not doing that type of first-hand fact finding, I did at their hotels.

International Musicians

In early 1988, we were fortunate to get some unique opportunities to feature international musicians in our food and beverage outlets and in the ballroom. Le Meridien introduced the concept of Parisian café-théâtre to Colombo. These events were mostly unconventional, ranging from ordinary theatrical presentations to singing tours, jazz concerts and improvisational theatre. My division organized these events with three course menus and matching wines, served before each show commenced. Soon after the dessert, coffee, chocolates/petit fours and Cognac were served, the employees left the ballroom, lights dimmed and the show began.

We initially featured French classical musicians and mini-French plays partly sponsored by Alliance Française de Colombo. Later we expanded these events to feature British pianists sponsored by the British Council and concerts with German musicians sponsored by the German Cultural Institute in Colombo.

For one of our special weeks – New Orleans Food and Jazz Festival, we arranged for a jazz band to arrive all the way from Le Meridien New Orleans, USA. We also featured a Singaporean pop singer and provided exposure to a well-known Maldivian band, at Colombo 2000. With these added attractions, Le Galadari Meridien became the Mecca of international and the western music scene of Colombo, in the late 1980s.

Invitations to Produce Mega Shows

After our success with the three shows in 1987, two big dinner dances and many events with international musicians, Le Galadari Meridien received very useful publicity in the local media. While all hotels liked to get publicity, very few created newsworthy stories. I quickly learnt that the media likes uniqueness and the general public prefers to read fun stories. In early 1988, I received three invitations from three unique showbiz personalities of Sri Lanka for me to lead three large stage productions. Each one called me and then came to the Rendezvous Lobby Bar to have a one-on-one chat over a drink. I went ahead with only one proposal.

Erin De Selfa was a charming lady in her early sixties. I had heard that she was a well-known singer who also acted in a few British movies. During its peak, the Mascarilla Night Club at the Galle Face Hotel was a nightly packed affair with audiences waiting to catch Erin De Selfa’s two daily shows. She was a good conversationalist and I enjoyed listening to her interesting travel stories. She spoke about her singing stint at the famous Taj Mahal Hotel in Bombay and her cabaret acts in other key cities in India and other countries.

I felt honoured when Erin De Selfa suggested that I produce a café theatre type show with her as the main performer. She said, “If we do this at Le Galadari Meridien, I can assure you that JR will attend the show” referring to the President of Sri Lanka who was a fan of her. Although we made the initial plan, we never got down to doing it. Erin De Selfa accepted my invitation to do a presentation if I would organize a seminar for younger musicians, something I did after a few months.

Manik Sandrasagra surprised me when he wanted to meet with me. At 41, he was a famous and successful impresario and film director with many other facets and phases to his colourful life full of creativity. I had seen two of his movies, and a decade earlier, also saw his grand version of ‘Sound of Music’ play on BMICH with the greatest film actor of Sri Lanka, Gamini Fonseka as Captain Georg von Trapp.

During our meeting Sandrasagra spoke about many different subjects. He was brilliantly versatile, inspiring and charming. I was confused as to why a person of his calibre wanted to collaborate with a novice to showbiz like me. “I hear very good things about you as an innovative stage producer. Don’t you want to take your new passion to a higher level?” he asked with a big smile. He was encouraging me to produce a mega show which he would present. I felt honoured, but knew that such a large undertaking would affect my principal work at the hotel. Although very tempting, I did not go ahead with that collaboration.

Ivan Alvis was a copywriter of an ad agency and a part-time journalist for the Island Newspaper. His weekly feature column ‘Teen Page’ focused on the western music scene of Sri Lanka and young fans of musicians. As he provided wide publicity for my last two stage shows and increased activities of Colombo 2000, I had developed a good rapport with him. Ivan’s suggestion to me was more aligned with my work for the hotel.

He explained, “Teen page has a small annual awards ceremony for western musicians. I want to take this event to a new level. Can you help us by producing ‘The Island Music Awards 1987 Show’ on a grand scale?” I accepted, went to work on that project immediately and produced a major show within two months. We arranged a consortium band which we called ‘Meridien Pop Orchestra’ which provided backing to over 20 singers including a singer from the USA. We termed it ‘The Show’ which lived up to that promise. I produced Island Music Awards Shows in 1988, 1989, 1991 and 1992.

Collaborating with SLAM

The year 1988 was a very special year for western musicians of Sri Lanka. With some support of Le Galadari Meridien, the musicians formed a professional association – Sri Lanka Association of Musicians (SLAM). Noeline Honter was the first President of SLAM. Within months of the formation of SLAM, I collaborated with them on two key projects and an indirect project.

‘Professional Musician’ Seminar

The first project of SLAM – a full-day seminar, was a big success with over 100 musicians attending it as participants and five senior musicians as expert panellists. I was the only non-musician to be invited to present as a panellist. By then I was treated as one of them. I used my previous experience in running management seminars for hoteliers in planning this seminar.

‘Meridien Music Makers 1’ Original Pop Show

My fifth stage production was an experimental music show. Most western musicians used to perform songs made popular mainly by American, and British pop stars and ABBA from Sweden. They did very little original song composing. To promote original, Sri Lankan English song compositions, the first half of this show was dedicated to originals. A couple of classically trained, young musicians also performed in that segment. The second half featured popular singers singing the latest pop hits. Although not a SLAM project, this show featured pre-dominantly members of SLAM.

SLAM 1 Fund Raiser Pop Concert

It was a great honour when SLAM Invited me to produce their first music show. It was unique as it had 50 stars performing free of charge to raise funds for their young association. The Who’s Who of the western music scene in Sri Lanka were there.

Thank you for the music!



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Trump’s Interregnum

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Since taking office again Donald Trump has signed a blizzard of executive orders

Trump is full of surprises; he is both leader and entertainer. Nearly nine hours into a long flight, a journey that had to U-turn over technical issues and embark on a new flight, Trump came straight to the Davos stage and spoke for nearly two hours without a sip of water. What he spoke about in Davos is another issue, but the way he stands and talks is unique in this 79-year-old man who is defining the world for the worse. Now Trump comes up with the Board of Peace, a ticket to membership that demands a one-billion-dollar entrance fee for permanent participation. It works, for how long nobody knows, but as long as Trump is there it might. Look at how many Muslim-majority and wealthy countries accepted: Saudi Arabia, Turkey, Egypt, Jordan, Qatar, Pakistan, Indonesia, and the United Arab Emirates are ready to be on board. Around 25–30 countries reportedly have already expressed the willingness to join.

The most interesting question, and one rarely asked by those who speak about Donald J. Trump, is how much he has earned during the first year of his second term. Liberal Democrats, authoritarian socialists, non-aligned misled-path walkers hail and hate him, but few look at the financial outcome of his politics. His wealth has increased by about three billion dollars, largely due to the crypto economy, which is why he pardoned the founder of Binance, the China-born Changpeng Zhao. “To be rich like hell,” is what Trump wanted. To fault line liberal democracy, Trump is the perfect example. What Trump is doing — dismantling the old façade of liberal democracy at the very moment it can no longer survive — is, in a way, a greater contribution to the West. But I still respect the West, because the West still has a handful of genuine scholars who do not dare to look in the mirror and accept the havoc their leaders created in the name of humanity.

Democracy in the Arab world was dismantled by the West. You may be surprised, but that is the fact. Elizabeth Thompson of American University, in her book How the West Stole Democracy from the Arabs, meticulously details how democracy was stolen from the Arabs. “No ruler, no matter how exalted, stood above the will of the nation,” she quotes Arab constitutional writing, adding that “the people are the source of all authority.” These are not the words of European revolutionaries, nor of post-war liberal philosophers; they were spoken, written and enacted in Syria in 1919–1920 by Arab parliamentarians, Islamic reformers and constitutionalists who believed democracy to be a universal right, not a Western possession. Members of the Syrian Arab Congress in Damascus, the elected assembly that drafted a democratic constitution declaring popular sovereignty — were dissolved by French colonial forces. That was the past; now, with the Board of Peace, the old remnants return in a new form.

Trump got one thing very clear among many others: Western liberal ideology is nothing but sophisticated doublespeak dressed in various forms. They go to West Asia, which they named the Middle East, and bomb Arabs; then they go to Myanmar and other places to protect Muslims from Buddhists. They go to Africa to “contribute” to livelihoods, while generations of people were ripped from their homeland, taken as slaves and sold.

How can Gramsci, whose 135th birth anniversary fell this week on 22 January, help us escape the present social-political quagmire? Gramsci was writing in prison under Mussolini’s fascist regime. He produced a body of work that is neither a manifesto nor a programme, but a theory of power that understands domination not only as coercion but as culture, civil society and the way people perceive their world. In the Prison Notebooks he wrote, “The crisis consists precisely in the fact that the old world is dying and the new cannot be born; in this interregnum a great variety of morbid phenomena appear.” This is not a metaphor. Gramsci was identifying the structural limbo that occurs when foundational certainties collapse but no viable alternative has yet emerged.

The relevance of this insight today cannot be overstated. We are living through overlapping crises: environmental collapse, fragmentation of political consensus, erosion of trust in institutions, the acceleration of automation and algorithmic governance that replaces judgment with calculation, and the rise of leaders who treat geopolitics as purely transactional. Slavoj Žižek, in his column last year, reminded us that the crisis is not temporary. The assumption that history’s forward momentum will automatically yield a better future is a dangerous delusion. Instead, the present is a battlefield where what we thought would be the new may itself contain the seeds of degeneration. Trump’s Board of Peace, with its one-billion-dollar gatekeeping model, embodies this condition: it claims to address global violence yet operates on transactional logic, prioritizing wealth over justice and promising reconstruction without clear mechanisms of accountability or inclusion beyond those with money.

Gramsci’s critique helps us see this for what it is: not a corrective to global disorder, but a reenactment of elite domination under a new mechanism. Gramsci did not believe domination could be maintained by force alone; he argued that in advanced societies power rests on gaining “the consent and the active participation of the great masses,” and that domination is sustained by “the intellectual and moral leadership” that turns the ruling class’s values into common sense. It is not coercion alone that sustains capitalism, but ideological consensus embedded in everyday institutions — family, education, media — that make the existing order appear normal and inevitable. Trump’s Board of Peace plays directly into this mode: styled as a peace-building institution, it gains legitimacy through performance and symbolic endorsement by diverse member states, while the deeper structures of inequality and global power imbalance remain untouched.

Worse, the Board’s structure, with contributions determining permanence, mimics the logic of a marketplace for geopolitical influence. It turns peace into a commodity, something to be purchased rather than fought for through sustained collective action addressing the root causes of conflict. But this is exactly what today’s democracies are doing behind the scenes while preaching rules-based order on the stage. In Gramsci’s terms, this is transformismo — the absorption of dissent into frameworks that neutralize radical content and preserve the status quo under new branding.

If we are to extract a path out of this impasse, we must recognize that the current quagmire is more than political theatre or the result of a flawed leader. It arises from a deeper collapse of hegemonic frameworks that once allowed societies to function with coherence. The old liberal order, with its faith in institutions and incremental reform, has lost its capacity to command loyalty. The new order struggling to be born has not yet articulated a compelling vision that unifies disparate struggles — ecological, economic, racial, cultural — into a coherent project of emancipation rather than fragmentation.

To confront Trump’s phenomenon as a portal — as Žižek suggests, a threshold through which history may either proceed to annihilation or re-emerge in a radically different form — is to grasp Gramsci’s insistence that politics is a struggle for meaning and direction, not merely for offices or policies. A Gramscian approach would not waste energy on denunciation alone; it would engage in building counter-hegemony — alternative institutions, discourses, and practices that lay the groundwork for new popular consent. It would link ecological justice to economic democracy, it would affirm the agency of ordinary people rather than treating them as passive subjects, and it would reject the commodification of peace.

Gramsci’s maxim “pessimism of the intellect, optimism of the will” captures this attitude precisely: clear-eyed recognition of how deep and persistent the crisis is, coupled with an unflinching commitment to action. In an age where AI and algorithmic governance threaten to redefine humanity’s relation to decision-making, where legitimacy is increasingly measured by currency flows rather than human welfare, Gramsci offers not a simple answer but a framework to understand why the old certainties have crumbled and how the new might still be forged through collective effort. The problem is not the lack of theory or insight; it is the absence of a political subject capable of turning analysis into a sustained force for transformation. Without a new form of organized will, the interregnum will continue, and the world will remain trapped between the decay of the old and the absence of the new.

by Nilantha Ilangamuwa ✍️

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India, middle powers and the emerging global order

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Designed by the victors and led by the US, its institutions — from the United Nations system to Bretton Woods — were shaped to preserve western strategic and economic primacy. Yet despite their self-serving elements, these arrangements helped maintain a degree of global stability, predictability and prosperity for nearly eight decades. That order is now under strain.

This was evident even at Davos, where US President Donald Trump — despite deep differences with most western allies — framed western power and prosperity as the product of a shared and “very special” culture, which he argued must be defended and strengthened. The emphasis on cultural inheritance, rather than shared rules or institutions, underscored how far the language of the old order has shifted.

As China’s rise accelerates and Russia grows more assertive, the US appears increasingly sceptical of the very system it once championed. Convinced that multilateral institutions constrain American freedom of action, and that allies have grown complacent under the security umbrella, Washington has begun to prioritise disruption over adaptation — seeking to reassert supremacy before its relative advantage diminishes further.

What remains unclear is what vision, if any, the US has for a successor order. Beyond a narrowly transactional pursuit of advantage, there is little articulation of a coherent alternative framework capable of delivering stability in a multipolar world.

The emerging great powers have not yet filled this void. India and China, despite their growing global weight and civilisational depth, have largely responded tactically to the erosion of the old order rather than advancing a compelling new one. Much of their diplomacy has focused on navigating uncertainty, rather than shaping the terms of a future settlement. Traditional middle powers — Japan, Germany, Australia, Canada and others — have also tended to react rather than lead. Even legacy great powers such as the United Kingdom and France, though still relevant, appear constrained by alliance dependencies and domestic pressures.

st Asia, countries such as Saudi Arabia and the UAE have begun to pursue more autonomous foreign policies, redefining their regional and global roles. The broader pattern is unmistakable. The international system is drifting toward fragmentation and narrow transactionalism, with diminishing regard for shared norms or institutional restraint.

Recent precedents in global diplomacy suggest a future in which arrangements are episodic and power-driven. Long before Thucydides articulated this logic in western political thought, the Mahabharata warned that in an era of rupture, “the strong devour the weak like fish in water” unless a higher order is maintained. Absent such an order, the result is a world closer to Mad Max than to any sustainable model of global governance.

It is precisely this danger that Canadian Prime Minister Mark Carney alluded to in his speech at Davos on Wednesday. Warning that “if great powers abandon even the pretense of rules and values for the unhindered pursuit of their power and interests, the gains from transactionalism will become harder to replicate,” Carney articulated a concern shared by many middle powers. His remarks underscored a simple truth: Unrestrained power politics ultimately undermine even those who believe they benefit from them.

Carney’s intervention also highlights a larger opportunity. The next phase of the global order is unlikely to be shaped by a single hegemon. Instead, it will require a coalition — particularly of middle powers — that have a shared interest in stability, openness and predictability, and the credibility to engage across ideological and geopolitical divides. For many middle powers, the question now is not whether the old order is fraying, but who has the credibility and reach to help shape what comes next.

This is where India’s role becomes pivotal. India today is no longer merely a balancing power. It is increasingly recognised as a great power in its own right, with strong relations across Europe, the Indo-Pacific, West Asia, Africa and Latin America, and a demonstrated ability to mobilise the Global South. While India’s relationship with Canada has experienced periodic strains, there is now space for recalibration within a broader convergence among middle powers concerned about the direction of the international system.

One available platform is India’s current chairmanship of BRICS — if approached with care. While often viewed through the prism of great-power rivalry, BRICS also brings together diverse emerging and middle powers with a shared interest in reforming, rather than dismantling, global governance. Used judiciously, it could complement existing institutions by helping articulate principles for a more inclusive and functional order.

More broadly, India is uniquely placed to convene an initial core group of like-minded States — middle powers, and possibly some open-minded great powers — to begin a serious conversation about what a new global order should look like. This would not be an exercise in bloc-building or institutional replacement, but an effort to restore legitimacy, balance and purpose to international cooperation. Such an endeavour will require political confidence and the willingness to step into uncharted territory. History suggests that moments of transition reward those prepared to invest early in ideas and institutions, rather than merely adapt to outcomes shaped by others.

The challenge today is not to replicate Bretton Woods or San Francisco, but to reimagine their spirit for a multipolar age — one in which power is diffused, interdependence unavoidable, and legitimacy indispensable. In a world drifting toward fragmentation, India has the credibility, relationships and confidence to help anchor that effort — if it chooses to lead.

(The Hindustan Times)

(Milinda Moragoda is a former Cabinet Minister and diplomat from Sri Lanka and founder of the Pathfinder Foundation, a strategic affairs think tank. this article can read on

https://shorturl.at/HV2Kr and please contact via email@milinda.org)

by Milinda Moragoda ✍️
For many middle powers, the question now is not whether the old order is fraying,
but who has the credibility and reach to help shape what comes next

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The Wilwatte (Mirigama) train crash of 1964 as I recall

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Back in 1964, I was working as DMO at Mirigama Government Hospital when a major derailment of the Talaimannar/Colombo train occurred at the railway crossing in Wilwatte, near the DMO’s quarters. The first major derailment, according to records, took place in Katukurunda on March 12, 1928, when there was a head-on collision between two fast-moving trains near Katukurunda, resulting in the deaths of 28 people.

Please permit me to provide details concerning the regrettable single train derailment involving the Talaimannar Colombo train, which occurred in October 1964 at the Wilwatte railway crossing in Mirigama.

This is the first time I’m openly sharing what happened on that heartbreaking morning, as I share the story of the doctor who cared for all the victims. The Health Minister, the Health Department, and our community truly valued my efforts.

By that time, I had qualified with the Primary FRCS and gained valuable surgical experience as a registrar at the General Hospital in Colombo. I was hopeful to move to the UK to pursue the final FRCS degree and further training. Sadly, all scholarships were halted by Hon. Felix Dias Bandaranaike, the finance minister in the Bandaranaike government in 1961.

Consequently, I was transferred to Mirigama as the District Medical Officer in 1964. While training as an emerging surgeon without completing the final fellowship in the United Kingdom, I established an operating theatre in one of the hospital’s large rooms. A colleague at the Central Medical Stores in Maradana assisted me in acquiring all necessary equipment for the operating theatre, unofficially. Subsequently, I commenced performing minor surgeries under spinal anaesthesia and local anaesthesia. Fortunately, I was privileged to have a theatre-trained nursing sister and an attendant trainee at the General Hospital in Colombo.

Therefore, I was prepared to respond to any accidental injuries. I possessed a substantial stock of plaster of Paris rolls for treating fractures, and all suture material for cuts.

I was thoroughly prepared for any surgical mishaps, enabling me to manage even the most significant accidental incidents.

On Saturday, October 17, 1964, the day of the train derailment at the railway crossing at Wilwatte, Mirigama, along the Main railway line near Mirigama, my house officer, Janzse, called me at my quarters and said, “Sir, please come promptly; numerous casualties have been admitted to the hospital following the derailment.”

I asked him whether it was an April Fool’s stunt. He said, ” No, Sir, quite seriously.

I promptly proceeded to the hospital and directly accessed the operating theatre, preparing to attend to the casualties.

Meanwhile, I received a call from the site informing me that a girl was trapped on a railway wagon wheel and may require amputation of her limb to mobilise her at the location along the railway line where she was entrapped.

My theatre staff transported the surgical equipment to the site. The girl was still breathing and was in shock. A saline infusion was administered, and under local anaesthesia, I successfully performed the limb amputation and transported her to the hospital with my staff.

On inquiring, she was an apothecary student going to Colombo for the final examination to qualify as an apothecary.

Although records indicate that over forty passengers perished immediately, I recollect that the number was 26.

Over a hundred casualties, and potentially a greater number, necessitate suturing of deep lacerations, stabilisation of fractures, application of plaster, and other associated medical interventions.

No patient was transferred to Colombo for treatment. All casualties received care at this base hospital.

All the daily newspapers and other mass media commended the staff team for their commendable work and the attentive care provided to all casualties, satisfying their needs.

The following morning, the Honourable Minister of Health, Mr M. D. H. Jayawardena, and the Director of Health Services, accompanied by his staff, arrived at the hospital.

I did the rounds with the official team, bed by bed, explaining their injuries to the minister and director.

Casualties expressed their commendation to the hospital staff for the care they received.

The Honourable Minister engaged me privately at the conclusion of the rounds. He stated, “Doctor, you have been instrumental in our success, and the public is exceedingly appreciative, with no criticism. As a token of gratitude, may I inquire how I may assist you in return?”

I got the chance to tell him that I am waiting for a scholarship to proceed to the UK for my Fellowship and further training.

Within one month, the government granted me a scholarship to undertake my fellowship in the United Kingdom, and I subsequently travelled to the UK in 1965.

On the third day following the incident, Mr Don Rampala, the General Manager of Railways, accompanied by his deputy, Mr Raja Gopal, visited the hospital. A conference was held at which Mr Gopal explained and demonstrated the circumstances of the derailment using empty matchboxes.

He explained that an empty wagon was situated amid the passenger compartments. At the curve along the railway line at Wilwatte, the engine driver applied the brakes to decelerate, as Mirigama Railway Station was only a quarter of a mile distant.

The vacant wagon was lifted and transported through the air. All passenger compartments behind the wagon derailed, whereas the engine and the frontcompartments proceeded towards the station without the engine driver noticing the mishap.

After this major accident, I was privileged to be invited by the General Manager of the railways for official functions until I left Mirigama.

The press revealed my identity as the “Wilwatte Hero”.

This document presents my account of the Wilwatte historic train derailment, as I distinctly recall it.

Recalled by Dr Harold Gunatillake to serve the global Sri Lankan community with dedication. ✍️

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