Features
NEW DOORS OPENED IN LONDON – Part 41
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
Trust House Forte
I arrived in London during the summer of 1979 to undergo a special Management Observer/Trainee program with the largest hotel chain in the United Kingdom – Trust House Forte (THF). I had worked at their hotel in Sri Lanka, the Pegasus Reef Hotel, during my first year at the Ceylon Hotel School seven years before as a part-time bus boy. What I did not know about THF was that by 1979 it had emerged as the largest and the most profitable hotel and catering company in the world.

As required, I went to the THF Personnel Division on my first Monday in London. “I am Geoffrey Pye, the Director of Personnel for THF hotels in London. I will personally conduct your orientation to THF”, a well-dressed and kind gentleman informed me. “Meet Miss Linda Woodhouse, the new Training Officer of the Cumberland Hotel.” He introduced a young and friendly lady who was assigned to coordinate my management observation/training program.
Linda informed me that by staying at the Regent Palace Hotel I would be a guest observer there. My main assignment was at the Cumberland, a 900-room hotel located above the Marble Arch underground station. “Chandi, you are lucky to be able to understudy Mr. Bejaramo, our famous Catering Manager”, Linda told me. It was my first orientation program.
As a British-owned group, THF’s presence in the United Kingdom was clearly visible with massive contract catering operations, large restaurant chains and some of the most iconic hotels. In London, THF owned and managed some of the greatest hotels in the Commonwealth, such the Grosvenor House, Hyde Park Hotel, the Cumberland, the Strand Palace, the Browns, the Russell, and the Waldorf. THF also owned and managed the famous banquet venue – Café Royal situated very close to the Regent Palace Hotel and Piccadilly Circus.
Linda provided me with many interesting facts about THF’s history and current operations. Sir Charles Forte had become the CEO of THF in 1971. He was an Italian-born British caterer and hotelier who founded the leisure and hotel conglomerate that ultimately became known as the Forte Group in later years. When he was four years of age, Charles had migrated from Italy to Scotland with his family. After working in milk bars operated by his father in Scotland, at age 26 Charles moved to the capital city with £2,000 borrowed from his father to set up his own first milk bar in London in 1935. Having expanded his business into catering and hotel businesses, in 1970 he orchestrated a clever merger of the Forte Holdings with an older hotel and catering group, Trust Houses Ltd. That merger resulted in the formation of Trust House Forte or THF.
In Britain, THF continued its hotel expansion with various ambitious acquisitions including the 1976 purchase of the Lyons Hotel Group, a substantial assortment of first-class hotels including the Cumberland and the Regent Palace. For decades, Sir Charles attempted to take control of, arguably, the most famous hotel in the United Kingdom since 1889 – Savoy Hotel. The vision, hard work and business acumen of Sir Charles resulted in THF managing over 900 hotels in 44 countries by the year 1979.
Sir Charles’s only son, Rocco Forte, an Oxford‐educated linguist and a chartered accountant, was expected to eventually succeed his father to lead the THF empire. A subsequent acquisition of Le Meridien from Air France was a prestigious addition to the group. For decades the Forte family was successful in keeping hostile takeover bidders at bay, until 1996. I never had the opportunity of meeting Sir Charles, but in later years, as the general manager of two Forte hotels in South America, I had the opportunity of welcoming and hosting Sir Rocco Forte (he was knighted in 1995). Sir Rocco established his own company – Rocco Forte Hotels in the year 1996.

Building an International Career
In professional life, opportunities gained, contacts made and relationships nurtured can significantly and positively impact career progression. After 1979, I kept in touch with Linda Woodhouse, who helped me by arranging two more useful management observer assignments in London with THF. These were during the mid-1980s at the Grosvenor House Hotel and the Hyde Park Hotel. That exposure opened another door for me to secure a position as an internationally mobile expatriate hotel general manager of THF/Forte PLC in 1994, with special help from Mr. Bodhipala Wijesinghe, who worked at the TFH head office in London.
In that capacity I managed three of their hotels – Forte Crest/Guyana Pegasus Hotel, Timberhead Eco Resort in the Amazon Rainforest and Forte Grand/ Le Meridien/Jamaica Pegasus Hotel. In 1994, out of nearly 1,000 hotel general managers in the group, only four came from developing countries, and I was one of them. Sri Lankan accountant and hotelier, Ranjan Nadarajah (Nada) who passed away last week in UAE was another. In the year 1998, the two hotels managed by Nada and I became the first hotels to be awarded ISO 9002 certifications in our two regions (The Middle East and North America). Nada was a very nice colleague, and I did a short mystery shopper assignment for him at Le Meridien Dubai in the year 2000.
I also did the General Manager’s Foundation study program at the Forte Academy in the UK. I shadowed some of my peers, general managers of sister Forte Hotels in the UK, Barbados, the Bahamas, Bermuda, USA and Canada. In 1998, the group kindly arranged for me to have a two-year sabbatical leave in order to complete my doctoral studies in the UK. “This is a very unusual request! You are one of our best GMs, so why do you need a PhD?” a confused Human Resource Vice President of the corporate office of Forte PLC asked me, prior to approving my request for the sabbatical leave.
After successfully defending my doctoral thesis in London, in the early 2000s, I declined three lucrative offers from Forte PLC/Rocco Forte Hotels to work in Egypt, India and Russia. That was due to my family commitments in Canada and my new desire to pursue a second career in post-secondary education and management consulting. In 2002, I did a long mystery shopper assignment with my wife, at Le Royal Meridien King Edward Hotel in Toronto, Canada. Altogether I gained some type of work experience at 14 Forte hotels located in ten countries between 1971 and 2002. In the years 2003 and 2004, I also did a leadership development consulting assignment for Rocco Forte Hotels in England and Scotland. Thank you for all these amazing opportunities, THF/Forte PLC/Rocco Forte hotels!
A Guest at the Largest Hotel in the UK
In 1979, being the manager of the small 52-room Hotel Swanee in Sri Lanka, staying at THF as well as UK’s largest hotel (1,068 rooms), the Regent Palace was overwhelming for me. The hotel looked after me very well by providing full board accommodation on a complimentary basis for two months. Like most of the major hotels of THF chain at that time, the Regent Palace offered a carvery buffet every day. I was a frequent diner at that sumptuous carvery whenever I did not have my meals at the Cumberland Hotel where I worked.
Although it was the largest hotel in Europe when it was opened in 1915 by J. Lyons & Company, most of the rooms at the Regent Palace were very small, similar to hotels opened before or during World War I. I was surprised that some rooms did not have attached bathrooms, only wash basins. In spite of some shortcomings, I was very happy staying right in the heart of London. It was the most convenient location for me.
The Regent Palace was within close proximity to the Piccadilly Circus, Trafalgar Square, West End theatres, Leicester Square movie theatres, Regent Street shops as well as to many museums and art galleries. I was very happy to be there and walked all over London. If it was not raining, I walked to the Marble Arch to work. On rainy days I took the subway or a bus.
Some weekends I had many invitations from Sri Lankan friends, members of my family, a few former guests of Hotel Swanee, and the Swedish and Sri Lankan couple who worked at the Tjaereborg Tour Company’s office in London – Kurt Hansen and Bobby Jordan, who were my friends from Ceysands days. I had a busy social calendar during the evenings and free weekends. I also visited a few of my younger Sri Lankan friends who worked at Wimpy Bars in the West End.
Ranjith Dharmaratnam (Assistant Manager of the Village, Habarana), who travelled to London with me, was trained at the accounts department of another THF hotel – Grosvenor House. As he had family in London, he did not stay at the Regent Palace. One day I unexpectedly met a former work colleague of mine from Bentota Beach Hotel who had moved to the Pegasus Reef Hotel to be the Front Office Manager. Having noticed his potential, THF had sent Srilal Mendis (Menda) for training in London. A few years after his training Menda also became an international hotelier. Menda and I explored most of the tourist attractions in London and surrounding areas during weekends. I also travelled to Windsor, Winchester, Portsmouth and South Hampton.
The late 1970s were not always a peaceful era in the UK. I was shocked to see on TV, that the Irish Republican Army (IRA) claimed responsibility for the August 27, 1979 murder of Admiral Lord Louis Mountbatten. As the supreme allied commander for Southeast Asia, he had commanded the British troops from his base in Ceylon during the latter part of World War II. For a few days I was glued to the TV in my hotel room, watching news about that shocking assassination.

A Management Trainee of a 900-room Hotel
My work at the Cumberland Hotel was mainly in the Food and Beverage department. It was much grander than the Regent Palace and had a very busy catering and banqueting operation. The public rooms, restaurants, banquet hall and grill room were located centrally. I also spent some time observing and working in the catering department as well as the kitchens, purchasing, receiving, stores, payroll and accounts departments.
I was a regular at management meetings, simply to observe. The most useful meeting I attended was a top-level meeting among managers of 20 THF hotels in London, to coordinate their Christmas and New Year’s Eve events. This was one best practice I implemented soon after returning to Hotel Swanee. I loved to talk with all levels of employees and gathered interesting, historical information of this grand hotel.
Stemming from that interest, five years later in 1984, I wrote a 100,000-word (353 pages) master’s dissertation at the University of Surrey about British five-star hotels. I did my field research at all 16 five-star London hotels. Most parts of my master’s dissertation were later published as a text book for British universities, with my supervisor, Professor Richard Kotas of the University of Surrey, as the co-author. In the early 1990’s I succeeded him as the Director of the Hotel School at Schiller International University’s London Campus.
The island site bounded by Oxford Street, Old Quebec Street, Bryanston Street and Great Cumberland Place, had been acquired around 1925, by Lyons for building the Cumberland Hotel. It eventually opened in 1933. The hotel was a pioneer by including many luxurious features at that time, such as sound-proof, double glazed windows, air conditioning and 900 bedrooms with en-suite bathrooms.
The Cumberland had been acquired by THF, two years before I did my management training there. I found that some of the old-timers from Lyons had doubts about the changes implemented by THF. During some good weather days, I spent my lunch breaks seated at the nearby Hyde Park observing birds, playful pet dogs and at times listening to speakers on soap boxes attempting to attract larger audiences. I found every corner of this great city interesting.
With my invaluable experiences of luxury hotel operations at the Cumberland Hotel, I began dreaming of one day becoming the General Manager of a large international five-star hotel. As I looked around, I was disappointed that none of the General Managers, at that time, looked like me or came from developing countries. Most of those General Managers in the London five-star hotels had the British professional qualification – Member of the Hotel & Catering International Management Association (MHCIMA). As the HCIMA head office was in London, I decided to visit them to check on my chances of becoming an MHCIMA.

Door Closed at HCIMA
HCIMA had an impressive total of 23,000 members (21,000 British) professional members. It usually took four years of undergraduate degree level studies plus five more years of post-qualification management experience to obtain the professional title of MHCIMA. Then it was the highest qualification in the United Kingdom for hospitality managers. One day, a little bit nervously I visited the HCIMA head office in South London to check my chances of becoming an MHCIMA.
The HCIMA officer who interviewed me, rejected my application, as she did not recognize my three-year diploma from the Ceylon Hotel School, as compatible to a British HND or OND. She insisted that I complete four years of studies with HCIMA, before being considered for MHCIMA qualification. To me a rejection is always a great motivator, which inspires me to do better and at times, find practical short cuts. After that meeting, I decided that I will eventually earn this qualification, to lay a stronger foundation to become the General Manager of a five-star international hotel.
After a few years of further studies and numerous communications with HCIMA, finally I managed to become an MHCIMA in 1984, and a Fellow (FHCIMA) in 1992. In 2004, after serving HCIMA Board as an elected International Zone Representative for three years, I was elected as the worldwide President of HCIMA (now the Institute of Hospitality, UK), and appointed Chairman of HCIMA Ltd, UK, the commercial enterprise of the professional association.
In those two roles, I was fortunate to get a unique opportunity to lead the world’s largest professional body for hospitality managers in 104 countries with 25 international groups and 26 British chapters. For 84 years since the inception of this professional body in 1938, all Presidents were Europeans, except when a Sri Lankan was elected in 2004.
It was exactly 25 years after arriving in the UK as a first-time visitor and a nervous management trainee in 1979, that I was elected by my British hospitality management peers, as their President. The lesson here, for aspiring young hospitality managers, is that: “Treat the sky as the limit. As long as you have a vision for the future combined with hard work and passion, you can make things seem impossible to eventually happen”. At times the light may not be visible at the end of the tunnel, but that should not be an excuse not to dream big and work hard to achieve unprecedented goals. Go, open new doors!
Features
Eastern University and the making of a culture of peace
by Jehan Perera
There is an important change in the way peace is being understood in Sri Lanka. The notion that peacebuilding is not simply the responsibility of governments, politicians and peace organisations, but is also a responsibility of educational institutions, appears to be permeating the consciousness of at least a section of the academic community. This was visible on International Peace Day at an event held at Eastern University by the Faculty of Health-Care Sciences. The event was unusual not least because the medical and nursing faculty of the university had decided that peacebuilding was relevant to its academic and professional responsibilities.
Peacebuilding has too often been treated as something undertaken after conflict, when the fighting has stopped and the immediate task is to rebuild relationships between communities. But peace cannot be sustained by governments and peace organisations alone. If it is to become long lasting, the values and practices of peace have to become part of the institutions through which a society educates its younger generations. Universities and other educational institutions are therefore important to peacebuilding. They are among the places where the foundations of a culture of peace can either be built or neglected.
The experience of the Faculty of Health-Care Sciences at Eastern University provides a practical example of what this can mean. Led by its Dean, Prof Thillainathan Sathaananthan, the faculty organised an event which went beyond the ordinary academic scope of a medical faculty. University academics are experts in writing project proposals and applying for research grants. On this occasion, the members of the Faculty of Health-Care Sciences used those skills to apply for a UNESCO grant that they won to conduct an International Peace Day event. The significance lies less in the Rs 200,000 grant than in the decision to use the university’s institutional capacity and resources to invest in peacebuilding. The event at Eastern University needs to be understood as more than a successful university programme. It represents a possible paradigm shift in peace thinking.
Institutional Commitment
The Peace Day event obtained the support of the university administration, including Vice Chancellor Prof P Peratheepan, and reached out to secondary schools in the vicinity to mobilise their attendance. The event itself was meticulously organised. There were cultural items including traditional and modern dance and song in the three languages, performed by combinations of solo, duet and multiple singers, dancers and actors drawn in part from nearby secondary schools. There was a panel discussion by senior academics on the general theme of peacebuilding and how to prepare for it. A discussion among the students followed, where each student spoke on behalf of a religion that was not theirs. This is significant because peacebuilding cannot remain an idea discussed by specialists at conferences. It has to become part of the way institutions educate and prepare people for life in a plural society.
The Faculty of Health-Care Sciences at Eastern University has provided a model through its Peace Medicine course modules that were introduced to the curricular as a compulsory core course over 10 years ago. Two senior academics, Dr Kuveriel Eliyas Karunakaran and Dr Thillainathan Sathaananthan, have written a book on “Peace Medicine- A Health Care Concern” that was published five years ago. Its Peace Medicine Module integrates principles of medical ethics, compassion, equity, social justice and community engagement into health education and practice. In his introduction, former Vice Chancellor of Eastern University, Prof T Jayasingam noted “This book is an introduction to a theme which had already been operating in the Faculty of Health Care Sciences as a course.”
Doctors, nurses and health workers know better than anyone the harm that war and violence does. They are the people who treat the wounds and trauma that violence leaves behind. In a hospital, a patient is not asked what their religion or ethnicity is before they are treated. Health care is one of the places where peace is practised every day. The Faculty has therefore found a way of connecting its professional responsibilities with the wider social responsibility of peacebuilding. The question is whether this experience can be replicated throughout the country, at universities and at other educational institutions, so that peacebuilding becomes part of the consciousness of education itself. If that happens on a sufficient scale, it can begin to generate a culture of peace that becomes increasingly difficult to reverse.
Local Action
The Eastern University event corresponded closely to the United Nations theme for this year’s International Day of Peace, “Invest in Peace – For Everyone, Everywhere, Every Day”, which honours the “everyday architects of peace”, people driving local action, laying the groundwork for stability and building lasting peace from the ground up. The emphasis on investment is important. An investment means that something is put in: time, courage and resources. There is no more violent conflict in Sri Lanka today. But the absence of war does not automatically produce a culture of peace. The factors that fed the country’s conflict have not disappeared from the world. Racism, corruption and the violation of laws and human rights are the raw materials of conflict. So too are unresolved grievances, discrimination and the failure to recognise the suffering of others.
A country that does not deal with its past does not escape it. The past can return in the next generation. This is why the experience of Eastern University needs to be replicated countrywide, both at universities and at other educational institutions. The objective should not be to turn every academic discipline into peace studies. Rather, peacebuilding needs to become part of the consciousness of education itself. Eastern University shows that a medical faculty can develop Peace Medicine. A law faculty can examine the relationship between justice, rights and peace. Faculties of education can prepare teachers to work in diverse communities, while the humanities and social sciences can examine the different narratives through which communities understand their histories. Every institution can find its own way of making peacebuilding relevant to what it teaches.
Sri Lanka has had many declarations, pledges and programmes in the past. What matters is whether these produce changes in behaviour and institutional practice. Peacebuilding requires confronting difficult issues rather than avoiding them. It requires respect for different identities, but also engagement across those identities. It requires dealing with grievances in the present while also addressing unresolved issues from the past. It requires truth, accountability, reparations and guarantees of non-recurrence. It requires people to learn that the rights of another community do not diminish their own rights. The International Peace Day event at Eastern University was evidence of a change in the way at least some academics in a part of the country deeply affected by war are thinking about their responsibilities. Peace needs to be invested in and the most important investment will be in the minds of those who will inherit the future.
Features
Quality assured education commodities
by Ahilan Kadirgamar
I have always noticed the little paper tags that are inside the packaging of some products that say quality assured or quality control. I often wonder who might have checked the product and stamped that tag, but I also forget the tag soon enough. Decades later, when I entered academia, I was taken aback by the emphasis placed on quality assurance in our universities. It is not something that could be forgotten and done away with; the entire university system is obsessed with quality assurance.
Beginning with the staff induction programme, quality assurance is drilled into the newly recruited lecturers. It is the norm, not seen as doing any harm and only trying to improve quality. It is accepted as given, and not questioned. Quality Assurance Cells and Committees are omnipresent and hover above the Departments and, at times, even the Faculty Boards. Quality Assurance reviews are feared by the Deans and Vice Chancellors. University life itself seems secondary to the rule of quality assurance. What do we make of this system of quality assurance and what are its implications for our university system?
Corporate speak
Universities globally have been going through major changes with neoliberal education policies. In many countries, universities increasingly became corporatised to be run like businesses in the 1980s. As state support for universities declined, cost cutting became the norm. They started hiring adjunct or part-time staff. Many public non-fee levying universities around the world began to charge fees. Decade by decade, tuition fees became more and more exorbitant, forcing students to take student loans. The total student debt in the United States now stands at close to US$ 2 trillion; which is about 20 times the GDP of Sri Lanka. As the higher education landscape transformed in the West, university administrations began to recruit Presidents, Vice Chancellors and administrative officials with corporate backgrounds and experience.
Such corporatisation of universities in the West has since been imported into countries like Sri Lanka, introducing a new corporate vocabulary, including quality assurance, graduate competencies, programme outcomes, intended learning outcomes, etc. University teaching has become secondary to documenting so-called outcomes. The teacher-student relationship, the environment of the lecture hall and even administering the university have been over-determined by the processes of ensuring quality. How did such major changes come about in such a short time? Indeed, academics of just two generation ago, would never have heard of these terms and processes in the Sri Lankan university system.
World Bank Trojan horse
Since the early 2000s there have been a number of World Bank projects that have drastically changed the character of Sri Lankan universities. Quality assurance as a central agenda within universities, and many other changes to the working of our universities, came through these World Bank initiatives. The Improving Relevance and Quality of Undergraduate Education (IRQUE) project and Higher Education for the 21st Century (HETC) project were two such earlier projects that set up the Quality Assurance and Accreditation Unit (QAAU) under the University Grants Commission (UGC) and established systematic quality assurance reviews for state universities. The public often thinks these are grants from the World Bank to modernise our universities. However, they are not grants but loans.
The most recent such project, Accelerating Higher Education Expansion and Development (AHEAD) is a US$ 100 million loan from the World Bank implemented from 2018 to 2023, which consolidated the quality assurance structures from the earlier projects. Furthermore, these projects are implemented with tremendous arrogance, prioritising their implementation over all other concerns in the universities, when the project over six years for example accounts for just one fourth of our budget allocation for universities this year.
The AHEAD project drastically changed course curricula, sought to increase student enrolment in science, technology, engineering, mathematics (STEM) disciplines, commercialise the university research agenda and create university-business linkages. All of this was pushed to supposedly help us face development challenges. We have heard the ideological attack on our universities and even students claiming they are “unemployable graduates”. These changes to our higher education system were supposedly going to create jobs and increase employment.
The irony of the AHEAD project is that just as it was ending in 2023, apparently after having reached its targets, the Sri Lankan economy was collapsing. The World Bank often gets the direction of causality wrong. It is the economy that creates jobs for graduates, and not the training or kind of graduates that create jobs. It is decades of World Bank policies, and those of its ideological twin the IMF, that have led to such high youth unemployment, not only in Sri Lanka but also in many other countries in the global South.
Sri Lanka entered an IMF agreement in March 2023 and started a new Country Partnership Framework with the World Bank in June 2023. These programmes have little to say about, and actively discourage, government initiatives that aim to create an industrial policy or an employment creation policy. Instead, they push for austerity measures, which not only restrict the allocation for education among other sectors, but also end up contracting the economy to the detriment of increasing employment. Their goal is the commercialisation of higher education, to make universities into businesses and run them like factories.
In this context, the ideology of quality assurance is powerful. The International Organisation for Standardisation (ISO), whose different standards are necessary for marketing, is the institution that came up with the concept of “quality assurance”. It promoted quality assurance as a process of identifying defected products. Therefore, when the World Bank promotes this conceptual framing, our students are, in fact, seen as products on the assembly line, with quality assurance processes aiming to prevent the release of defected products from the university system. For the US$ 100 million we borrowed for the AHEAD project and the many more million dollars in similar World Bank projects, there is no evidence of increased employment of graduates.
Commodity fetishism
Over a century and a half ago, Karl Marx critiqued the economic analysis prevalent at that time that associated some inherent or monetary value for commodities without considering the social relations that underlie the production of those commodities. Marx called this commodity fetishism. Furthermore, he theorised that such commodity fetishism was also a reason for the alienation of human beings from the world. If our labour and what we produce is seen devoid of the social relations that underlie them, we lose our connection with the people and the world. In this process we become alienated from what we produce and the world.
We are now in a world where our students themselves are fetishised as commodities for the market. Universities are no longer communities concerned about knowledge and human growth, but mere factories producing commodities, which have to be produced without defects to be marketed. In this way, quality assurance has become the cause for the alienation of students, academics and our universities themselves, from the larger relationship with our economy and society.
Our university system does need reform. It is grossly underfunded and not providing the financial support and facilities for our students. Universities have become hierarchical spaces without the academic freedom and democratic ethos necessary for producing knowledge. Academics and students need to engage more with their communities to make their learning and research meaningful, not to mention their contribution to and integration with society. However, when it comes to even questions of governance and regulation of the universities, such concerns are merely reduced to improving quality. In our contemporary times, this singular focus on quality assurance, as opposed to addressing the larger structural issues, is crippling our universities. There may be no way out, but to put back quality assurance where it started, those little tags on goods, to perhaps be noticed but quickly forgotten.
Ahilan Kadirgamar is a political economist and Senior Lecturer, University of Jaffna.
(Kuppi is a politics and pedagogy happening on the margins of the lecture hall that parodies, subverts, and simultaneously reaffirms social hierarchies)
Features
Thailand’s biggest new global star …
The entertainment scene, globally, is agog with excitement, and, why not!
Yes, a new global star has emerged … from Thailand, and she hit the headlines by winning America’s Got Talent.
Rattikarn Amloy, known to millions by her stage name Nene Royal, was crowned the winner of America’s Got Talent (AGT) Season 21 at the live finale at Pasadena Civic Auditorium, California, taking home the USD 1 million grand prize.
The 16-year-old rocker, from the holiday island of Phuket (I’ve been to Phuket, courtesy Tourism Authority of Thailand), has struck a power chord around the world, and is the first Thai national ever to win the hit NBC show.
She beat nine other finalists, including runner-up magician Geno Ploeger, after a blistering final performance.
Nene’s story is pure rock and roll fairy-tale. She says she picked up a guitar at age seven, fell in love at the first chord, and taught herself mostly by watching videos online. That dedication earned her a music scholarship to Kajonkiet International School Phuket.
Her audition at America’s Got Talent — a swaggering, shredding rendition of The Cranberries’ classic ‘Zombie’ — exploded online, amassing over 200 million views across AGT’s platforms, more than any act this season.
She kept wowing: ‘Hysteria’ by Muse, then ‘Black Hole Sun’ by Soundgarden which earned her Spice Girl Mel B’s Golden Buzzer, sending her straight to the live shows.
For the final, she unleashed ‘Seven Nation Army’ by The White Stripes. Judge Howie Mandel shouted: “You should win. Give her the million, America.” Mel B praised her “mysterious, mystical stage presence”.
And for the grand finale, she lived every teen rocker’s dream — performing on stage, alongside US rock giants Linkin Park.
When host Terry Crews announced her as winner, the teenager collapsed to the stage floor in tears. “I’m very happy and you know I’m emotional right now,” she said.
And Thailand erupted. Her school held watch parties, posting: “You did it, congratulations, champion. We are so proud of you.”
Even Prime Minister Anutin Charnvirakul sent a personal congratulation. He had earlier hosted Nene at Government House in July, where she played guitar while he sang a Thai rock song. His office said her talent “brought pride to Thai people.”
Corporate Thailand also rallied behind her — Charoen Pokphand Foods, owned by billionaire Dhanin Chearavanont, even rented a giant billboard in Times Square, New York, to cheer her on.
With her blistering guitar solos, rock-ballad shrieks and fearless spirit, little Nene Royal has just become Thailand’s biggest new global star.
What’s more, this amazing teenager will be bringing her powerful vocals, guitar skills and signature rock-metal style to the stage, as opening act, before one of the world’s biggest rock bands, America’s Avenged Sevenfold, in Singapore, on 13 October.
Unfortunately, we are still to see a local artiste, grab the spotlight, on a global scale … like Thailand’s Nene.
Yes, they do shine, but mostly on social media, and that, too, with the aid of AI (Artificial Intellegence).
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