Features
MULTI-TASKING IN COLOMBO – Part 55
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
Soon after returning from overseas, I became extremely busy. I had to quickly catch up on my outstanding work at the Ceylon Hotel School (CHS) and various other tasks placed on hold. I had been away for three weeks on an important assignment in Singapore and an unplanned holiday in Malaysia. Towards the end of 1982, I was involved in ten different activities concurrently. I was compelled to master the art of multi-tasking.

Teaching
As a Senior Lecturer in Food & Beverage Operations at CHS, while continuing my lectures and practical sessions, I developed new courses on operations management. I enhanced these courses with selected material from my business administration studies at the university and mini case studies based on my management experience. These courses were popular with the fourth-year students. The most popular course I did was ‘Wine and Spirits Theory’, as students loved to hear my stories while sampling alcoholic beverages!
I also adjusted the evaluation scheme for management courses to reward logical thinking and problem-solving skills of the students, rather than rewarding them on their memorizing skills. The Hospitality industry needed ‘hands on’ managers who were knowledgeable with practical experiences and not experts on theories.
My active participation in fun events and round trips with students helped me to better understand students and appreciate youthful trends. The average age gap between the fourth-year students and myself was only four years, and that helped me to have a good rapport with most of them. While annual graduation ceremonies were happy moments, some students were sad to leave CHS and friendly members of faculty.
Events
The fourth-year management students specializing in culinary arts usually produced high quality gourmet food for dinner. The restaurant service practical sessions with flambé service at the training restaurant often were themed dinners. Expressing showmanship of students while preparing classical cocktails at the training bar, which I managed, were a lot of fun. The Principal/Director of CHS, Mrs. Pearl Heenatigala and members of the teaching faculty, regularly invited their family and friends to fill the 40-seat restaurant. Most of them also sipped pre-dinner cocktails, providing opportunities to the final year students in food & beverage management studies to gain practical experience.
Before and during dinner service, teaching staff were allowed to order ‘free’ cocktails from the students working in the bar on rotation. When it was noticed that one of our faculty colleagues regularly consumed a large number of these ‘free’ cocktails, Mrs. Heenatigala introduced a new rule. Her direction was that the maximum number of cocktails per person was three per evening.
There were two female Culinary Lecturers – Marie and Rosie, who never consumed any cocktails. When students informed me that the ‘usual suspect’ was demanding his fourth cocktail, I politely reminded him about the new rule. He then said, “Machan, what I am ordering now is Marie’s first cocktail! I will come for her second cocktail, very soon!”
Towards the start of the dessert service, he came back claiming “Rosie’s first cocktail!” During a usual dinner service, this colleague cleverly continued to consume nine cocktails made with generous quantities of liquor, prepared faithfully following original classical recipes. Fortunately, he was able to hold his liquor. However, his addiction, posed a few occasional challenges for me to balance the liquor stocks, required by law.
At that time, except for those who were in the hospitality business, most Lankans were not very familiar with wines. Cheeses that were available in Sri Lanka were also limited to a few brands. The socialist government in power till 1977 had virtually stopped all imports of non-essential items. Towards the late 1970 when a new pro free-market government lifted all those import restrictions, Lankan hoteliers were pleased.
The first-ever supermarket in Sri Lanka was just opened by the well-known entrepreneur, Cornel Perera. In later years, he became the Chairman of the owning company of Colombo Hilton and also the Chairman of the Sri Lanka Institute of Tourism and Hotel Management (successor of CHS). Cornel’s Supermarket made a wide range of cheeses available in Sri Lanka, by early 1980s, but these were very expensive. Around the same period, many liquor suppliers grew their businesses by importing a wider range of wines required by hotels.

“Chandana, how about organizing a large-scale Cheese and Wine event at CHS?” Mrs. Heenatigala planted a seed in my mind. “Madam, that’s an excellent idea which will help our students’ appreciation of wines and cheeses, plus boost the image of CHS. Give me a month and I will organize a big event, at the lowest possible cost,” I told her.
I met Cornel Perera and the leading wine importers and arranged a few sponsorship deals. As CHS students were not exposed to butter carvings, I demonstrated this skill at CHS, which I had developed when I was an Executive Chef in the mid-1970s. We included a number of large, butter carvings to our event decorations. Encouraged with the success of this Cheese and Wine event, CHS continued with regular special events.
Business
My weekends were devoted to our family business – Streamline Services (Pvt.) Ltd. As a Director of the company, I ran the Streamline Hotel Management Training Section. We had lectures on Saturdays and Sundays. With the increased business and student intake, we organized two award ceremonies a year.
As CHS could not produce sufficient number of graduates, the hotel industry praised Streamline Services for our efforts in educating and training a large number of hotel workers, and future managers. The chief guests of our award ceremonies were well-known hospitality industry leaders such as Mr. Herbert Cooray (Chairman of Jetwing Hotels Group, as well as the Tourist Hotels Association of Sri Lanka) and Sriyantha Senaratne (Managing Director of Gemini Management Services Ltd.).
Recruiting
A businessman I met in Singapore had secured a contract as the student recruiting agent for the Far East and South Asia for an up-and-coming Swiss hotel school – Hotelconsult (now, Hotel Consult Institut Hôtelier César Ritz). He met me when I was a guest at the Goodwood Park Hotel, and later appointed me as the Resident Director for Sri Lanka of his company – Inter-Asia Education Consultants, Singapore. My job was to recruit students to Hotelconsult, and I did well in recruitment due to hard work by Streamline Services.
The student recruitment business grew quickly and through my contacts, a few other European hotel schools appointed Streamline Services as the sole student recruitment agent in Sri Lanka. These schools included the International Management Institute (IMI) in Switzerland, the Hague Hotel School in the Netherlands and the Hotel Schools within the Schiller International University in Switzerland, France, the UK and the USA. Strengthening the business relationships I had built, in later years I secured a few teaching contracts at IMI, Switzerland and the School of Hotel Management at the Schiller International University in the UK (I also became the Acting Director of this school in 1990).

Consulting
Around the same time, a few companies appointed me as a consultant for short-term assignments. I led a team of food & beverage specialists from CHS, to develop and deliver a two-week food and beverage training session for hotel workers at the Holiday Inn in Colombo. This was by invitation of my friend, Imtiaz Cader, the General Manager/Director of the hotel.
I also helped in the initial planning of two proposed hotel projects. My clients were Majestic Holiday Resorts Ltd. which intended to open a hotel near Hikkaduwa and Lee Potter Holdings in the UK, which intended to open a hotel in Passikudah. On the request of one of my batch-mates at the Colombo University who was Personnel Manager of Singer Lanka Ltd., I advised on improving the skills of Singer canteen cooking staff.
Studying
On most weekday evening for 30 weeks, I went to the lectures of the Executive Diploma in Business Administration (EDBA) program at the University of Colombo (UoC). As UoC cleverly arranged experienced industry leaders, well-known economists, leading corporate and industrial lawyers, top financial consultants, human resource specialists, marketing gurus and production managers to teach, I acquired lots of practical business knowledge.
In addition, I also attended four seminars organized by different organizations in Sri Lanka and presented by international experts. The longer seminar was a two-week program in ‘Hotel Management’ by South Devon Technical College in the UK. Each of the other three seminars were one-week long. Those were a ‘Train the Trainer’ by American Hotel & Motel Association, ‘Tourism Marketing’ by Pacific Asia Travel Association, and ‘Operations Management’ by Pannel Kerr Forster Consulting in USA. I was the seminar coordinator for the last seminar. That experience motivated me to organize and present a large number of hotel management seminars in many countries over the next 40 years.
Guiding
One day, Mrs. Heenatigala delegated a short, additional teaching assignment to me. She asked me to deliver three, two-hour sessions of food and beverage essential knowledge and table etiquette, to a group of 40 mature students studying to qualify as Tourist Guide Lecturers. In order to have some clearer context of the whole program, I asked a few questions. She said that it would be a part-time program with 10-hours of lectures a week over a four-month period, conducted at UoC. She also provided me with the full syllabus.
When I read that syllabus, I was most impressed with the comprehensive information the program provided and the high calibre of subject experts who would be making presentations. It covered each segment of the 2,600 years of recorded history of Sri Lanka. Each historic segment was presented in summary form by a university professor who had done a doctoral degree on the subject. My new mentor, the Dean of the Faculty of Arts at UoC, Professor Bertram Bastianpillai was one of those history professors.
In addition, the syllabus covered essential information about the geography, economy, industries, spices, cuisine, ayurveda, gems, arts and crafts, tourism, culture, religions etc. Elocution was a subject and the grading for that subject was given during a week-long tour of Sri Lanka, when topics for speeches were given at random to the students in the program. There also were written exams for other subjects.
“Madam, I will teach in this program this year, but I would love to be a student in the next cohort in four months’ time.” I told Mrs. Heenatigala. “You seem to be hungry for knowledge! As this program is organized by our employer, Ceylon Tourist Board, it will be totally free for you. I will enrol you.” She supported my wish. Classes were from 4:00 pm to 6:00 pm. Every weekday, I left work at CHS around 3:30 pm and attended the Tourist Guide Lecturer sessions at UoC from 4:00 pm, but left half an hour early to rush to attend EDBA lectures from 5:30 to 7:30 pm. After dinner, I studied and also prepared for my lectures until midnight every day. It was hectic but rewarding.
Supporting me, my wife (who worked for a travel company) and one of her uncles who did tour guiding, joined my batch as fellow students and we had lot of fun. We also studied together before the examinations. In 1982, I lectured in the program, in 1983, I completed the program as a student and passed the examinations, and in 1984, Ceylon Tourist Board licenced me as a Tourist Guide Lecturer. I hardly practiced this profession, but was very happy with the knowledge I gained. It is an excellent program, which still continues.

Volunteering
I served as the Treasurer of the Ceylon Hotel School Graduates Association (CHSGA) for two years. In 1981, I was elected to be the General Secretary of this largest professional association for the hotel industry of Sri Lanka. The position demanded a considerable amount of time, but as all monthly meetings were held at CHS, it was convenient for me.
Acting
As a child actor, having appeared in two Sri Lankan movies and a cinema advertisement in 1960s, I had some experience in front of the movie camera. As a child, I was directed by the greatest movie director in Sri Lanka, Lester James Peries and also a well-known cinematographer and director, Willie Blake.
In the early 1980s, my wife was becoming popular as an actress for TV commercials. One day when I accompanied her on a shoot, the well-known movie director who shot the commercial, D.B. Nihalsinghe and his brother, D. B Suranimala, a TV commercial director, chatted with me. After that they invited me to act in several TV commercials with my wife. I ended up doing nine TV commercials and a some other minor, acting assignments (for catwalk, calendar photo shoot, Christmas music shows and music videos).
Judo
On re-locating in Colombo in 1981, I re-started Judo at my club, the Central YMCA. By 1982, I had improved my Judo fighting and recorded some good successes at tournaments. After practice one day, when Judo colleagues were having some post-practice refreshments at a nearby café, one of the highest-ranking Judokas in Sri Lanka, Kithsiri De Soyza, made an offer to me. He announced that the National Judo Association of Sri Lanka has decided to include me as a member of the Sri Lanka national Judo team to compete in a few international tournaments held in India. A few days later, I packed my bags and left for India for two weeks with nine other national Judokas on an ‘action-packed’ memorable trip.
When I look back, I wonder how I was able to handle all those different activities concurrently, 40 years ago. Being a young man in my late twenties, I guess that I had a lot of energy. I wish that I could still have the same level of energy and enthusiasm to tick all items in my ever-expanding bucket list…
Features
Combining local resources,traditional knowledge and science to build a food-secure Sri Lanka
World Food Day 2026: Innovating today for a better food future
by Dr. Kaushalya Wijayasekara
What will be on the Sri Lankan dinner table ten years from now? Will our children be able to get nutritious food at a price their families can afford? Will farmers be able to grow enough despite changing weather and rising costs? And how much of the food we produce will actually reach the consumer, instead of being lost or wasted along the way?
These questions can’t wait. A farmer faces unpredictable weather. A family faces rising food costs. Fruit goes unsold after a good harvest. Some children do not get enough nutrition. The future of food is tied to the future of Sri Lanka itself.
World Food Day 2026 is a chance to look beyond the immediate problems and ask whether we can build a food system that feeds our people well, gives farmers better opportunities, protects the environment and makes better use of what we already have. The answer can be yes, but we will have to think differently.
We are not starting from zero. Sri Lanka has diverse crops, fisheries, traditional food knowledge, indigenous varieties, research institutions, universities and a young generation able to create new solutions. What we need is to bring these together and act. Producing more will not secure our food future on its own. It will depend on how intelligently we produce, process, preserve, distribute and consume food.
Making more of what we already have
Innovation does not always mean inventing something new. Often it means finding better uses for the resources we have.
Sri Lanka grows traditional rice varieties, kurakkan, green gram, cowpea, jackfruit, breadfruit, cassava, sweet potato, coconut and palmyrah. All of them have great potential for modern, nutritious, value-added foods. Jackfruit and breadfruit can be made into flour and other convenient products. Traditional rice varieties can go into new foods that suit changing consumer needs. Palmyrah, with its strong cultural heritage, can create new income through better processing, packaging, quality assurance and market development.
The aim is to connect our traditional food knowledge with modern consumer needs and technology, while keeping our food heritage.
Stop wasting the food we produce
Reducing food loss and waste should be a major priority. Seasonal fruits such as mango, banana, papaya and pineapple can be lost in large quantities when production exceeds demand or when storage, transport and processing facilities are inadequate. With suitable technology, these fruits can become dried products, pulps, powders, beverages and other shelf-stable foods.
Agricultural and fisheries by-products are resources too. They could be turned into food ingredients, animal feed, bio-based products and other useful materials, which would move us toward a more circular food economy.
Technology alone is not enough. We need stronger local processing facilities, cold storage, efficient transport, collection centres and market information systems, especially close to where food is produced. Cutting food loss raises the value of what our farmers and fishers already produce.
Nutrition and food safety come first
Food security means more than having enough food. People also need food that is safe and nutritious.
Sri Lanka can develop affordable, nutritious foods from local pulses, grains, vegetables, fruits and fish. Children and other vulnerable groups should get particular attention. Schoolchildren in particular deserve a focus: safe, nutritious, locally sourced products for school feeding programs would support child nutrition, local farmers and domestic food industries at the same time.
Food safety must stay at the centre of food innovation. Good hygiene, quality control, laboratory testing, traceability and appropriate food safety systems are what make new products safe as well as attractive and nutritious.
A food system that can cope with climate change
Climate change is already affecting agricultural production, water availability, crop yields and food prices. We need food systems that can handle changing conditions. That means climate-resilient crops, efficient water use, soil and water conservation, better storage and resource-efficient food processing.
Traditional knowledge matters here. Generations of Sri Lankan farmers have developed practices suited to local climates and ecosystems. Combining that experience with modern science can give us solutions that fit local conditions and are sustainable. Technology alone will not build the future of food. Science, experience and local knowledge together can.
Give young people a bigger role
Sri Lanka’s universities have an important part to play in shaping our food future. Young people should be encouraged to identify real problems in the food system and work on practical solutions in areas such as food waste, sustainable packaging, nutrition, food safety, modernising traditional foods and digital technologies.
A good research project should not always end as a research paper. Where appropriate, research should be supported to move on to products, technologies, enterprises and community solutions. That needs stronger partnerships between universities and industry, along with mentoring, research funding, business support and market connections. If young researchers and entrepreneurs can turn their ideas into viable food innovations, both consumers and producers will benefit.
A pathway designed for Sri Lanka
We do not need to copy food-system models from other countries. We can build a pathway that suits our own resources, culture and needs. It would bring together local resources, traditional knowledge, scientific research, appropriate technology and entrepreneurship, with farmers, fishers, universities, research institutions, food industries, entrepreneurs and policymakers working side by side.
The goal goes beyond selling raw materials. We need to create more value, reduce waste, improve nutrition, generate jobs and strengthen rural livelihoods. This matters especially for small and medium-scale food enterprises, which can drive local economic development when they get the right technical, financial and market support.
The choices we make today
The food future will not create itself. It will be shaped by what we grow, what we research, what we process, what we consume and what we choose not to waste.
So, the question for World Food Day 2026 is this: what can we do today so that every Sri Lankan has safe, nutritious, affordable and sustainable food tomorrow?
The answers are already around us, in our farms, fisheries, food businesses, universities, laboratories and communities. We have the resources, the traditional knowledge, the scientific expertise and talented young people. What we need now is to connect them and act.
A better food future begins with the choices we make today.
Dr. Kaushalya Wijayasekara
Senior Lecturer, Department of Biosystems Technology, Faculty of Technology, University of Ruhuna
Features
20th Anniversary of Digampathana blast – the day Sri Lanka Navy cried
By Admiral Ravindra C Wijegunaratne
WV, RWP and Bar, RSP, VSV, USP, NI (M) (Pakistan), ndc, psn, Bsc
(Hons) (War Studies) (Karachi) MPhil (Madras)
Former Navy Commander and Former Chief of Defence Staff
Former Chairman, Trincomalee Petroleum Terminals Ltd
Former Managing Director Ceylon Petroleum Corporation
Former High Commissioner to Pakistan
The Digampathana suicide truck attack on 16th October 2006 remains the deadliest single strike in Sri Lanka Navy history, leaving scars that time cannot erase.
It was a seemingly ordinary Monday morning on 16 October 2006, but the calm of that day would soon be shattered in a way none of us could have imagined. As the Commandant of the Naval and Maritime Academy and Flag Officer Commanding Naval Fleet at Trincomalee, I was aware that a number of my cadets were travelling that morning, part of a convoy of fifteen buses carrying naval personnel from Trincomalee, Colombo, and other bases, heading toward Dambulla to rendezvous with another group. The convoy also included trucks and escort vehicles, a routine movement planned and coordinated with the army to ensure the roads were clear. The morning started quietly. Some personnel greeted friends, handed over their weapons, or strolled to a nearby tea shop. It all seemed so ordinary—too ordinary for what would come next.

Sri Lanka Navy sunk LTTE Ships carrying arms, ammunition and warlike materials thousand miles away from Sri Lanka in Indian Ocean in September and October 2007.
By late morning, both convoys had reached the small ground at Digampathana, near the Sigiriya junction, and personnel mingled briefly, unaware that a carefully orchestrated act of terror was waiting. Then, suddenly, an empty half-truck veered directly into the convoy. It exploded with a ferocity I can still recall as if it were yesterday. Nuts, bolts, and high explosives tore through the air. Pandemonium erupted instantly. I later learned that 107 of our naval personnel were killed on the spot and another 153 critically injured. The scene was indescribable—bodies scattered, vehicles mangled, personal effects strewn across the ground. I remember later hearing that the head of the suicide bomber was recovered more than 100 meters away from the blast, a grim testament to the sheer force of the explosion.
I was in my office at the Naval and Maritime Academy when my mobile phone rang. A young midshipman from the 21st intake called, his voice trembling: “Sir, there was a huge explosion at the convoy point! Many are dead … my batch mate Wijesundara is among them.” I immediately jumped into my jeep with my escort Chief Petty Officer and driver and rushed to Digampathana, relying on every ounce of my driving skill to reach the scene. The journey, which usually took little more than an hour, felt endless that day, each passing mile weighed down by dread.
When I arrived, I was confronted with a sight that no training can prepare you for. The injured were being rushed to Dambulla Hospital, where doctors and nurses worked tirelessly, improvising in ways that saved lives despite the overwhelming chaos. I went back to the site after visiting the hospital. The remains of our naval personnel were scattered across the ground, and someone had begun collecting weapons and protective gear. I immediately contacted Surgeon Rear Admiral Nico Jayasekara and received his instructions: collect all body parts in separate bags and transport them to the Trincomalee Naval Hospital mortuary. This gruesome work had to be done with care and dignity, and it filled the icebox in my vehicle. Through DNA testing initiated by Rear Admiral Nico, we were able to identify every naval personnel lost that day, bringing some closure to grieving families.
The Navy Commander at the time, Vice Admiral Wasantha Karannagoda, was devastated. I had worked closely with him and knew how deeply he cared for his men. He ensured that the fallen were honoured with full ceremonial naval funerals at Welisara Naval Base, attended by families and comrades. Sixty-seven funerals were conducted in a single day—a number that still haunts me.
The Digampathana attack remains the largest single loss of naval life in our history. It was a day of sorrow, but also a day that reinforced our resolve. The tragedy galvanized the Navy to target the LTTE Sea Tiger wing with renewed determination and reshaped our maritime operations forever. Every time I think of that day, I remember not just the lives lost, but the courage, professionalism, and dedication of those who survived, those who treated the injured, and those who ensured the fallen were honored properly. May the souls of our naval hero’s rest in peace, their sacrifice guiding us and inspiring generations of naval personnel to come.
Features
‘Murder at Whitby Abbey’
Tales of Mystery and Suspense – 24
I was intrigued by the title of a book I found in a book drop at the condominium of a friend, Murder at Whitby Abbey, and I brought it home with me though I will not be able to return it in the near future. It was described on the cover page as ‘a standout in the crowded medieval mystery field’, though I fear I do not know of other books in this field, apart from the Cadfael series, which I have dealt with earlier.
The book, by Cassandra Clark, is set during the reign of Richard II and has as a backdrop his precarious position, which led to his being replaced, and murdered, by his cousin Henry, who reigned as Henry IV. It is a gloomy book, the action taking place in the twelve days of Christmas leading up to the Epiphany. And the gloom is pervasive, even though this is supposed to be a time of festivity, with mummers performing, and many of those in the guest house where the heroine stays going to town to enjoy themselves, with much drinking and much music, which also fills the guesthouse.
The heroine Hildegarde is a nun, sent to try to acquire a relic being sold by Whitby Abbey, though this was also a penance set by the Abbot of the monastery that governed her abbess because she had had sex with a man. Soon after she and her companions reach the Abbey set high on a cliff, she finds that there are other bidders, and soon suspects that the hierarchy, not perhaps the Abbot who seems a weakling, but his rapacious bursar, is determined to make money, and not above creating false relics to sell to several aspirants.
After Hildegarde and her Cistercian companions – Whitby is a Benedictine Foundation – two monks, Gregory and Egbert, and a young priest Mark, reach the abbey, they find that Aelwyn, a monk they had met on their way to the guesthouse had died. This was in the apple store, and they realize, when they find the surplices of novices stuffed into the air vents, that he had been left to suffocate in the overwhelming scent of apples.
The Cistercians are asked to look into the death, perhaps because they are likely to get no cooperation from the Abbey folk, but perhaps because those in charge are keen to know what happened. And the infirmarer, an old monk, suggests Hildegarde talk to a man called Edred who worked for the bursar, and had been a friend of Aelwyn’s. But Edred too is killed, before he can keep an appointment he had made with Hildegarde, drowned in a pool near the farmhouse of the Abbey.
Meanwhile tensions arise between the fisherfolk and the abbey for the bursar wants to charge them for using the beach that technically belongs to the abbey to dry their fish and their nets. This leads to physical battles, when the guards used by the abbey, under the command it seems of the bursar whose determination to make money is not resisted by the abbot and the prior, try to storm the area where the fishermen live.
Hildegard finds out more about what had happened through two youngsters, one of whom Torold is the son of Aelwyn by a woman who worked as a prostitute for a cartel, and with whom Mark fell in love. The other works on the farm and had seen Edred meet someone near the pool, after which that someone left the place by himself. And the boy had also found in the pool a sort of dagger with the seal of the abbey.
He and his dog, and Torold who follows her, rescue Hildegarde from a man at arms who has waylaid her and tries to rape her earlier. Escaping into the abbey she was nearly been raped then by the bursar, but she managed to escape, in the process setting fire to him and the muniments room, which led, when he was rescued, to the discovery of a box with the money he said had been stolen, blame being cast on both Aelwyn and Edred.
Matters come to a head when the fisherfolk try to storm the abbey, being resisted by the men at arms stationed on the towers. But then Hildegarde realizes that behind the murders was the bursar’s clerk, whom she pursued to the cathedral. There is great drama then as she escapes from him when he tries to kill her, and then from the man at arms who had tried to both rape and kill her, but they both fall from the scaffolding she had climbed, the latter coming from a tower where he had been stationed.
Both of them think they run the rapacity of the abbey, the latter claiming to work for the nobles opposed to Richard, who is presented throughout the book as devoted to his subjects, not to power or money. But though the villains die, the bursar continues, having got over the hysteria the fire had caused and his acknowledgment then of guilt – and though the abbot and the prior seem less vicious, whether they will be able to assert themselves is questionable.
Before the climax, when the others in the guesthouse were leaving, Hildegarde found that two of them were in possession of the relic, for which they seem to have paid well. Hildegarde herself had made a derisory offer, but before she leaves the abbot gives her the relic, perhaps in gratitude for what she and her fellow Cistercians had discovered, the abbey having made as much money as it needed and more from the gullible other buyers.
Mark’s inamorata is saved from the stews because she moves in with Edred’s widow whom the bursar had thrown out of the rooms he occupied when her husband was found dead. Hildegarde had paid for lodgings, in a house run by the man who ran the brothels, but he had a kindly side and was going to finance them to make nets for the fishermen.
So, the Cistercians set off for their home as swiftly as they can to get there on the day of the Epiphany, having stopped en route to pray for King Richard whose birthday it was.
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