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Mastering Showbiz… Music, Food & Fashion In Oman

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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

More Music Shows …

Having produced, annually, The Island Music Awards shows on three occasions, I did my largest show in Sri Lanka in 1992. It was The Island Music Awards 1991, staged at the largest hall in Sri Lanka – BMICH National Convention Centre. At that time, I was the General Manager of Mount Lavinia Hotel and the Catering Services at BMICH. This was my last major production before I left Sri Lanka for good, and I was keen to do something spectacular and memorable.

As usual, as the first step I developed a concept for the show with input from many musicians. In brainstorming with a large group of creative people (some with strong personalities), at times the discussions can be prolonged with ideas people reluctant to compromise.

Therefore, on this occasion, I came with my vision for the show and then requested input from the musicians. It worked well. I accepted most of their suggestions and the team fine-tuned the concept. With that, we were able to take this show to a much higher level, in production terms, than all of the previous shows that I had produced in Sri Lanka.

In addition to employees of the hotel and BMICH, our production team for that show comprised 153 professionals (musicians, dancers, choreographers, set designers, sound engineers, lighting engineers, special effects professionals, make-up artists, photographers, video recorders and my favourite stage manager – Kenneth Honter).

I added two new features to this show – a complete dress rehearsal the day before opening, and the show video launched on TV a week later. We commenced the show exactly at 7:00 pm with a full attendance of 1,506.

As written on my concept document and the detailed cue sheet, we had two segments with contrasting sub-themes. For each segment, we used contrasting music, choreographed dance acts, special effects, lighting and sound. It had two major ‘ambitious’ set changes with unprecedented special effects, to enhance the two segments of the show.

Nature

The first half was themed: ‘Nature’ with waterfalls, large trees, mist and 34 little ballerinas performing as butterflies, birds, blossoming flowers in a rainforest waking up early in the morning. A gentle ray of the morning sun gradually made the lead singer of the first song visible to the audience. It was slow moving and misty using greens and blues in the backdrops with subtle lighting. It was a gentle and happy celebration of our beautiful nature.

Future

The second half was themed ‘Future’ with humankind advancing with science and flying rockets, but destroying our planet with short sighted policies, unwanted wars and disruptions. It was fast moving, with sounds of explosions and smoke, using red and orange in the backdrops with flashing lighting. In one scene a rocket landed on the stage, militants came out of the rocket and took a performing singer as a prisoner before flying away from the BMICH stage. It was a warning that we are selfishly destroying our planet.

The audience loved the theatrics of this last show. The contrast of these two concepts conveyed a powerful message. I selected only 12 songs to be performed in between segments of award presentations. By then I had learnt that ideally a good show should not exceed two and half hours, including a 20-minute interval.

The trick is to end the show at a peak when the audience is craving for more, instead of prolonging the show for over three hours. In most of the shows I produced over the years, a finale with a popular song sung by many of the stars of the show was a signature ending. Often the audience joined in singing the final song with the musicians while giving a standing ovation.

With Noeline and Sohan, I co-wrote two new songs aligned with the two segment themes of the show (they did most of the work!). The song, ‘Nature’ dominated the top of the pop charts in Sri Lanka for several weeks, and a year later, Noeline and I jointly won The Island Music Award for the ‘Composer of the Year.’

The experiences I gained in showbiz productions in Sri Lanka were memorable and useful in the next phase of my career as an expatriate hotelier when I produced more shows in the Middle East, South America and the Caribbean. In the 1990s I hosted many stars including Angela Bassett and Harry Belafonte. I was also involved in collaborating in music stage productions featuring Dionne Warwick, Ernie Smith, Byron Lee and the Dragonaires etc. in Jamaica.

One day in 1998, I hosted the former British Prime Minister, John Major, for a glass of champagne in my office at Le Meridien Jamaica Pegasus Hotel. When he saw some photographs of shows I had produced and stars I had hosted, he was very impressed. With a big smile on his face, he took time to go through all the photographs in my office. For sure, “There’s No Business Like Show Business!”

Looking for Opportunities to Collaborate

Le Galadari Meridien Hotel produced a string of large, music shows with top Sri Lankan musicians and café theatres with international musicians. The hotel became the Mecca of the international and western music scene of Colombo in the late 1980s. We held regular, international food festivals in our restaurants and made Colombo 2000 the only five-star night club with a seven-night operation. Producing our own shows were a lot of fun and definitely increased our banquet income. These initiatives helped my team to achieve record food and beverage revenues and the highest departmental profits since the inception of this 500-room five-star hotel.

In my capacity as the Director of Food and Beverage, I was looking for new opportunities for collaborations to further enhance our reputation and business. When a reputed hair-dresser returning to Sri Lanka after making a name for himself in England, organized a large hair style show in our ballroom with professional models, I was surprised by the popularity of that show. They managed to fill the ballroom.

By then we had a smooth running operation and a team very familiar with all aspects of stage production, logistical coordination (box office, set up, quick catering during the interval etc.) and promotion of large music shows. I wondered if we were ready to diversify to large fashion shows…….

A Mega Festival in Oman

“I am Vijay Vijeyakumaar, the Financial Controller of Oman Sheraton. Do you have 15 minutes to discuss a business opportunity in Muscat?” a Sri Lankan hotel guest approached me during my lunch time ‘meeting and greeting’ walkabout in the restaurants. I invited him to lunch and we had a productive discussion.

Having heard that Le Galadari Meridien Hotel recently handled three highly successful Sri Lankan food festivals in the Far East and the Middle East, he was interested in collaborating with us. As there were no Sheraton hotels in Sri Lanka and no Le Meridien hotels in Oman, there was no conflict of interest.

I told him that I will request our Executive Chef to recommend three cooks to go to Oman. Vijay had a different plan. He said, “We will provide airline tickets, full board accommodation for two of your cooks and an executive event coordinator”.

“What we are planning will not be just a food festival, but a mega festival with a series of events with Sri Lankan music, fashion dresses by Orientations, top models, fashion designers, choreographers, Kandyan dancers, cultural shows, gems, crafts, an Orchid exhibition etc. We have already partnered with Air Lanka and the Sri Lankan Embassy in Oman, who are generously supporting Oman Sheraton”, Vijay added. When I asked what my role would be, he said, “Oman Sheraton is requesting you to kindly coordinate and lead the food and entertainment aspects of the festival.”

I loved that challenge. I quickly coordinated food requisitions for 12 large buffets, buffet decorations and recruiting entertainers and a few others to travel with us to Oman. I worked very closely with Vijay. Eventually, we took a versatile team of 54 Sri Lankans to Oman to take part in this mega festival.

Our team included a well-known Sri Lankan choreographer and fashion promoter, Senaka De Silva, who arranged for a group of top fashion models. Fashion designer, Mangala Innocence (Samaraweera), and Sohan and the X-Periments band also joined us. I negotiated with Executive Chef Emile Castillo to release his Banquet Chef and Head Staff Cook to accompany me to prepare buffet lunches and dinners for six days in Muscat. The whole team was accommodated at Oman Sheraton. Most of us spent 10 days in Muscat.

By observing Senaka De Silva’s talent and professionalism in choreography and versatility in visual and performing arts, I became more interested and knowledgeable about fashion shows. In addition to his team of fashion models, two festival hosts – my wife, and socialite Radha de Mel became additional models for some of the daily fashion shows.

In Muscat, while coordinating the 54-member Sri Lankan team, I became extremely busy. For a few of them it was their first-ever overseas trip. That meant me spending some extra time speaking in a coach and advisor role, as well.

Although Vijay promised five Indian cooks from Oman Sheraton to assist the Banquet Chef and Head Staff Cook from Colombo, I faced a big challenge in Muscat. The German Executive Chef of Oman Sheraton refused to release any cooks from his team to assist with the preparations of the 25 Sri Lankan dishes that I had included in the buffet menu.In spite of my PR and diplomatic approach in dealing with the Executive Chef, he refused to change his stand. “I have only 35 in my team to prepare food for six restaurants and banquets! I simply cannot spare any of them to do advance preparations for you. The Financial Controller does not understand my operational challenges!” He put his foot down.

“Look here, Chef. I have been in your shoes. I understand your challenges very clearly, but two Sri Lankans cannot simply prepare 12 buffets for 200 customers per meal. You may have to pay some overtime to your cooks, or arrange some hotel school students to help in your kitchens. We need assistance to increase your food revenue significantly over the next week!” I emphasised.

Eventually, we negotiated and agreed that the Executive Chef will allocate just two Indian cooks. As that was not enough support, I decided to prepare one third of the dishes myself. I delegated some of my non-catering responsibilities in Muscat to Sohan Weerasinghe. I found some extra chef uniforms in the Sheraton uniform room and jumped into action in the kitchen. I cooked on all six days. Le Galadari Meridien Hotel’s Banquet Chef and Head Staff Cook were pleasantly surprised and highly appreciative of my efforts in the kitchen.

Fortunately, my background as a former Executive Chef and my experience in leading two, large Sri Lankan food festivals in Hong Kong and Singapore in the early 1980s, became handy. However, having been out of touch with cooking for some years, it took a couple of days for me to get back to the rhythm of cooking large quantities.

The Executive Chef of the Sheraton was very impressed with the professional operation we ran in his Indian kitchen, while keeping his food cost percentage low. “None of the Food & Beverage Managers or Directors I have worked with in the past, could have done that in a kitchen!” he joked and became a supportive friend.

There was a large community of Sri Lankan workers in Oman, who were keen to come to our buffets, but the Sheraton pricing was far too high for most of them. Therefore, I convinced the hotel to have a limited menu buffet at an affordable price on a Friday when most Lankan workers were off duty. Sohan and the X-Periments entertained over 1,200 Lankan workers who gathered on the lawns of the Oman Sheraton for that additional event. Sohan compèred in Sinhala, to the loud cheers of homesick Sri Lankans. It was extra work for us in the kitchen, but we enjoyed pleasing a large group of Lankans away from their homes and families, saving money to remit.

The food part of the festival was very popular. Omani customers also liked Sri Lankan culture, fashions, tea, gems, orchids and music. The festival was a big success. After my non-stop cooking for six days, I was exhausted. I slept for a full day after the festival was over, while the rest of the Sri Lankan delegation were taken on sight-seeing tours. I told myself, “No more food festivals!” but in the mid-1990s, I organized and led two more large Sri Lankan food festivals in Guyana and Jamaica. Never say never again!

I did a short tour of the country the day before I left Oman. That tour included a visit to Al Bustan Palace, one of the most luxurious and expensive hotels in the world. At that time, it was managed by InterContinental, but without permission to change the name of the hotel. Surprisingly, it also had a very low occupancy. None the less, it was a prestigious management contract for InterContinential.I liked Oman. 18 years later when I was offered the position of CEO for a company owning five hotels in Oman, managed by Aitken Spence Hotels, I was pleased. However, I did not accept that offer, simply because my family did not want to leave Canada to live in the Middle East.

Creating the first Fashion Model of the Year Event

From my occasional chats with Senaka while in Oman stemmed an idea and the concept of the first-ever ‘Fashion Model of the Year’ competition and a grand finale fashion show in Sri Lanka. This new annual contest and show was conceptualized soon after we returned from Oman. It was held later that year with Senaka as the choreographer, Le Galadari Meridien as the venue and host and myself as the producer.



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Cricket and the National Interest

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The appointment of former minister Eran Wickremaratne to chair the Sri Lanka Cricket Transformation Committee is significant for more than the future of cricket. It signals a possible shift in the culture of governance even as it offers Sri Lankan cricket a fighting possibility to get out of the doldrums of failure. There have been glorious patches for the national cricket team since the epochal 1996 World Cup triumph. But these patches of brightness have been few and far between and virtually non-existent over the past decade. At the centre of this disaster has been the failures of governance within Sri Lanka Cricket which are not unlike the larger failures of governance within the country itself. The appointment of a new reform oriented committee therefore carries significance beyond cricket. It reflects the wider challenge facing the country which is to restore trust in public institutions for better management.

The appointment of Eran Wickremaratne brings a professional administrator with a proven track record into the cricket arena. He has several strengths that many of his immediate predecessors lacked. Before the ascent of the present government leadership to positions of power, Eran Wickremaratne was among the handful of government ministers who did not have allegations of corruption attached to their names. His reputation for financial professionalism and integrity has remained intact over many years in public life. With him in the Cricket Transformation Committee are also respected former cricketers Kumar Sangakkara, Roshan Mahanama and Sidath Wettimuny together with professionals from legal and business backgrounds. They have been tasked with introducing structural reforms and improving transparency and accountability within cricket administration.

A second reason for this appointment to be significant is that this is possibly the first occasion on which the NPP government has reached out to someone associated with the opposition to obtain assistance in an area of national importance. The commitment to bipartisanship has been a constant demand from politically non-partisan civic groups and political analysts. They have voiced the opinion that the government needs to be more inclusive in its choice of appointments to decision making authorities. The NPP government’s practice so far has largely been to limit appointments to those within the ruling party or those considered loyalists even at the cost of proven expertise. The government’s decision in this case therefore marks a potentially important departure.

National Interest

There are areas of public life where national interest should transcend party divisions and cricket, beloved of the people, is one of them. Sri Lanka cannot afford to continue treating every institution as an arena for political competition when institutions themselves are in crisis and public confidence has become fragile. It is therefore unfortunate that when the government has moved positively in the direction of drawing on expertise from outside its own ranks there should be a negative response from sections of the opposition. This is indicative of the absence of a culture of bipartisanship even on issues that concern the national interest. The SJB, of which the newly appointed cricket committee chairman was a member objected on the grounds that politicians should not hold positions in sports administration and asked him to resign from the party. There is a need to recognise the distinction between partisan political control and the temporary use of experienced administrators to carry out reform and institutional restructuring. In other countries those in politics often join academia and civil society on a temporary basis and vice versa.

More disturbing has been the insidious campaign carried out against the new cricket committee and its chairman on the grounds of religious affiliation. This is an unacceptable denial of the reality that Sri Lanka is a plural, multi ethnic and multi religious society. The interim committee reflects this diversity to a reasonable extent. The country’s long history of ethnic conflict should have taught all political actors the dangers of mobilising communal prejudice for short term political gain. Sri Lanka paid a very heavy price for decades of mistrust and division. It would be tragic if even cricket administration became another arena for communal suspicion and hostility. The present government represents an important departure from the sectarian rhetoric that was employed by previous governments. They have repeatedly pledged to protect the equal rights of all citizens and not permit discrimination or extremism in any form.

The recent international peace march in Sri Lanka led by the Venerable Bhikkhu Thich Paññākāra from Vietnam with its message of loving kindness and mindfulness to all resonated strongly with the masses of people as seen by the crowds who thronged the roadsides to obtain blessings and show respect. This message stands in contrast to the sectarian resentment manifested by those who seek to use the cricket appointments as a weapon to attack the government at the present time. The challenges before the Sri Lanka Cricket Transformation Committee parallel the larger challenges before the government in developing the national economy and respecting ethnic and religious diversity. Plugging the leaks and restoring systems will take time and effort. It cannot be done overnight and it cannot succeed without public patience and support.

New Recognition

There is also a need for realism. The appointment of Eran Wickremaratne and the new committee does not guarantee success. Reforming deeply flawed institutions is always difficult. Besides, Sri Lanka is a small country with a relatively small population compared to many other cricket playing nations. It is also a country still recovering from the economic breakdown of 2022 which pushed the majority of people into hardship and severely weakened public institutions. The country continues to face unprecedented challenges including the damage caused by Cyclone Ditwah and the wider global economic uncertainties linked to conflict in the Middle East. Under these difficult circumstances Sri Lanka has fewer resources than many larger countries to devote to both cricket and economic development.

When resources are scarce they cannot be wasted through corruption or incompetence. Drawing upon the strengths of all those who are competent for the tasks at hand regardless of party affiliation or ethnic or religious identity is necessary if improvement is to come sooner rather than later. The burden of rebuilding the country cannot rest only on the government. The crisis facing the country is too deep for any single party or government to solve alone. National recovery requires capable individuals from across society and from different sectors such as business and civil society to work together in areas where the national interest transcends party politics. There is also a responsibility on opposition political parties to support initiatives that are politically neutral and genuinely in the national interest. Not every issue needs to become a partisan battle.

Sri Lanka cricket occupies a special place in the national consciousness. At its best it once united the country and gave Sri Lankans a sense of pride and international recognition. Restoring integrity and professionalism to cricket administration can therefore become part of the larger task of national renewal. The appointment of Eran Wickremaratne and the new committee, while it does not guarantee success, is a sign that the political leadership and people of the country may be beginning to mature in their approach to governance. In recognising the need for competence, integrity and bipartisan cooperation and extending it beyond cricket into other areas of national life, Sri Lanka may find the way towards more stable and successful governance..

by Jehan Perera

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From Dhaka to Sri Lanka, three wheels that drive our economies

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Court vacation this year came with an unexpected lesson, not from a courtroom but from the streets of Dhaka — a city that moves, quite literally, on three wheels.

Above the traffic, a modern metro line glides past concrete pillars and crowded rooftops. It is efficient, clean and frequently cited as a symbol of progress in Bangladesh. For a visitor from Sri Lanka, it inevitably brings to mind our own abandoned light rail plans — a project debated, politicised and ultimately set aside.

But Dhaka’s real story is not in the air. It is on the ground.

Beneath the elevated tracks, the streets belong to three-wheelers. Known locally as CNGs, they cluster at junctions, line the edges of markets and pour into narrow roads that larger vehicles avoid. Even with a functioning rail system, these three-wheelers remain the city’s most dependable form of everyday transport.

Within hours of arriving, their importance becomes obvious. The train may take you across the city, but the journey does not end there. The last mile — often the most complicated part — belongs entirely to the three-wheeler. It is the vehicle that gets you home, to a meeting or simply through streets that no bus route properly serves.

There is a rhythm to using them. A destination is mentioned, a price is suggested and a brief negotiation follows. Then the ride begins, edging into traffic that feels permanently compressed. Drivers move with instinct, adjusting routes and squeezing through gaps with a confidence built over years.

It is not polished. But it works.

And that is where the comparison with Sri Lanka becomes less about what we lack and more about what we already have.

Back home, the three-wheeler has long been part of daily life — so familiar that it is often discussed only in terms of its problems. There are frequent complaints about fares, refusals or the absence of meters. More recently, the industry itself has become entangled in politics — from fuel subsidies to regulatory debates, from election-time promises to periodic crackdowns.

In that process, the conversation has shifted. The three-wheeler is often treated as a problem to be managed, rather than a service to be strengthened.

Yet, seen through the experience of Dhaka, Sri Lanka’s system begins to look far more settled — and, in many ways, ahead.

There is a growing structure in place. Meters, while not perfect, are widely recognised. Ride-hailing apps have added transparency and reduced uncertainty for passengers. There are clearer expectations on both sides — driver and commuter alike. Even small details, such as designated parking areas in parts of Colombo or the increasing standard of vehicles, point to an industry slowly moving towards professionalism.

Just as importantly, there is a human element that remains intact.

In Sri Lanka, a three-wheeler ride is rarely just a transaction. Drivers talk. They offer directions, comment on the day’s news, or share local knowledge. The ride becomes part of the social fabric, not just a means of getting from one point to another.

In Dhaka, the scale of the city leaves less room for that. The interaction is quicker, more direct, shaped by urgency. The service is essential, but it is under constant pressure.

What stands out, across both countries, is that the three-wheeler is not a temporary or outdated mode of transport. It is a necessity in dense, fast-growing Asian cities — one that fills gaps no rail or bus system can fully address.

Large infrastructure projects, like light rail, are important. They bring efficiency and long-term capacity. But they cannot replace the flexibility of a three-wheeler. They cannot reach into narrow streets, respond instantly to demand or provide that crucial last-mile connection.

That is why, even in a city that has invested heavily in modern rail, Dhaka still runs on three wheels.

For Sri Lanka, the lesson is not simply about what could have been built, but about what should be better managed and valued.

The three-wheeler industry does not need to be politicised at every turn. It needs steady regulation — clear fare systems, proper licensing, safety standards — alongside encouragement and recognition. It needs to be seen as part of the solution to urban transport, not as a side issue.

Because for thousands of drivers, it is a livelihood. And for millions of passengers, it is the most immediate and reliable form of mobility.

The tuk-tuk may not feature in grand policy speeches or infrastructure blueprints. It does not run on elevated tracks or attract international attention. But on the ground, where daily life unfolds, it continues to do what larger systems often struggle to do — show up, adapt and keep moving.

And after watching Dhaka’s streets — crowded, relentless, yet functioning — that small, three-wheeled vehicle feels less like something to argue over and more like something to get right.

(The writer is an Attorney-at-Law with over a decade of experience specialising in civil law, a former Board Member of the Office of Missing Persons and a former Legal Director of the Central Cultural Fund. He holds an LLM in International Business Law)

 

by Sampath Perera recently in Dhaka, Bangladesh 

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Dubai scene … opening up

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Seven Notes: Operating in Dubai

According to reports coming my way, the entertainment scene, in Dubai, is very much opening up, and buzzing again!

After a quieter few months, May is packed with entertainment and the whole scene, they say, is shifting back into full swing.

The Seven Notes band, made up of Sri Lankans, based in Dubai, are back in the spotlight, after a short hiatus, due to the ongoing Middle East problems.

On 18th April they did Legends Night at Mercure Hotel Dubai Barsha Heights; on Thursday, 9th May, they will be at the Sports Bar of the Mercure Hotel for 70s/80s Retro Night; on 6th June, they will be at Al Jadaf Dubai to provide the music for Sandun Perera live in concert … and with more dates to follow.

These events are expected to showcase the band’s evolving sound, tighter stage coordination, and stronger audience engagement.

With each performance, the band aims to refine its identity and build a loyal following within Dubai’s vibrant nightlife and event scene.

Pasindu Umayanga: The group’s new vocalist

What makes Seven Notes standout is their versatility which has made the band a dynamic and promising act.

With a growing performance calendar, new talent integration, and international ambitions, the band is definitely entering a defining phase of its journey.

Dubai’s music industry, I’m told, thrives on diversity, energy, and audience connection, with live bands playing a crucial role in elevating events—from corporate shows to private concerts. Against this backdrop, Seven Notes is positioning itself not just as another band, but as a performance-driven musical unit focused on consistency and growth.

Adding fresh momentum to the group is Pasindu Umayanga who joins Seven Notes as their new vocalist. This move signals a strategic upgrade—not just filling a role, but strengthening the band’s front-line presence.

Looking beyond local stages, Seven Notes is preparing for an international tour, to Korea, in July.

Bassist Niluk Uswaththa: Spokesperson for Seven Notes

According to bassist Niluk Uswaththa, taking a band abroad means: Your sound must hold up against unfamiliar audiences, your performance must translate beyond language, and your discipline must be at a professional level.

“If executed well, this tour could redefine Seven Notes from a local band into an emerging international act,” added Niluk.

He went on to say that Dubai is not an easy market. It’s saturated with highly experienced, multi-genre bands that can adapt instantly to any crowd.

“To stand out consistently you need to have tight rehearsal discipline, unique sound identity (not just covers), strong stage chemistry, audience retention – not just applause.”

No doubt, Seven Notes is entering a critical growth phase—new member, multiple shows, and an international tour on the horizon. The opportunity is real, but so is the pressure.

However, there is talk that Seven Notes will soon be a recognised name in the regional music scene.

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