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Six Job Offers Within Two Weeks

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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

Job Hunting in Sri Lanka

At the beginning of 1985 spring season, I moved from the United Kingdom to Sri Lanka to launch the second stage of my career in hospitality management. I was 31-years old and had gained versatile experiences over 14 years. Also, a variety of qualifications, including a master’s degree in International Hotel Management from the University of Surrey. I was ambitious and optimistic.

However, I was somewhat disappointed that I could not find a suitable management position with an international hotel chain in another country. Having worked and researched in over 16 five-star British hotels focusing on food and beverage management and operations for my master’s dissertation, I decided that my ideal next job should be as the Food & Beverage Manager of a large, five-star international hotel. I also dreamt of becoming the General Manager of such a hotel by the age 34.

Having considered the advice by a senior hotelier who interviewed me in London, I decided to go back to Sri Lanka and attempt to join a five-star international hotel in my own contry prior to launching my international hotel management career. My previous job positions in Sri Lanka were as a part-time trainee in 10 organizations during my college years, then as an Executive Chef of two well-known resorts, as the Manager of a couple of small hotels, as the Manager-Operations of John Keells/Walker Tours hotels, as well as a Senior Lecturer of the Ceylon Hotel School.

In addition, I had gained short work and training experiences in England, Scotland, Italy, Switzerland, Hong Kong and Singapore. In terms of international hotel chains, I was briefly exposed to hotels managed by Trust House Forte, Hyatt, InterContinential, Holiday Inn, Taj, Hilton, Savoy Group, etc. I assumed that my efforts to build an interesting resume would impress my prospective employers.

On my first morning in Sri Lanka after two years, I embarked on an early morning two-hour walk in Colombo. That was nostalgic as well as energizing. While walking, I was thinking of my next steps in finding a suitable management position. I decided to write to all five internationally branded five-star hotels in Colombo (Le Meridien, Ramada Renaissance, InterContinental, Oberoi and Taj) that afternoon and then follow up with telephone calls.

As I returned home in time for breakfast with the family, my father-in-law, Captain Wicks told me, “Good news, Chandi. Some people have already heard that you are back in Sri Lanka. Three of the best known Sri Lankan hoteliers called and wanted to meet you as soon as possible to discuss job opportunities.” Two of them – Malin Hapugoda (Hapu) and Bobby Adams were my former bosses and the third, Prasanna Jayawardene (PJ) was equally respected in Sri Lanka as an innovative hotelier. I was naturally impressed and proud to feel that I was already in demand. Before calling three of them, I sent my resume to the five five-star hotels in Colombo.

Vice Principal – Ceylon Hotel School

I was then saddened to hear that my last boss in Sri Lanka, before leaving for England, Pearl Heenatigala, was seriously ill and in hospital. She was the Director/Principal of the Ceylon Hotel School (CHS) and always treated me like the son she never had. She was my favourite boss. I rushed to the hospital and quickly realized that Mrs. Heenatigala was terminally ill.

Seated by her bedside, I was surprised that the focus of her conersation was not about her condition, but about my future career. While I was struggling to hold my tears, she said with some difficulty, “Dear Chandi, as you know, I identified you as a potential Vice Principal for CHS after your Master’s. That position is yours if you are still interested. However, consider all other offers first. I personally think that you would do well in a dynamic international hotel chain.” That was our last meeting.

Food & Beverage Analyst – Galadari Meridien

Stefan Pfeiffer, the German national who was the first General Manager of the Galadari Meridien Hotel contacted me, before my departure from Sri Lanka in 1983. I knew him when he was the General Manager of Hotel Lanka Oberoi in the late 1970s. He returned to Sri Lanka during the pre-opening year of the Galadari, the only hotel in Sri Lanka to open with 500 five-star rooms. Although I never worked with him, he was keen that after my studies in England I join the Galadari.

As we agreed to keep in touch, I called him. He immediately offered me a middle management position as the Food & Beverage Analyst at the Galadari which I did not accept. I told him that my aim was to become the Food & Beverage Manager of a five-star internationally branded hotel. This was a position held only by Europeans in such hotels in Sri Lanka, up to that point.

Mr. Pfeiffer said, “Chandi, my Executive Assistant Manager (deputy to the General Manager), Mr. Garoute also works as the Food & Beverage Manager. When he finishes his three-year contract next year, he may return to France. After that, let’s talk again and look at possibilities. As the Meridien hotel chain is owned by Air France, they prefer a Frenchman for this top post.” We decided to keep the options open. In later years I joined Le Meridien twice, in Sri Lanka as the Food & Beverage Manager/Director and in Jamaica as the General Manager. If there is a will, the way can be found.

Training Manager / Operations Analyst – Hotel Lanka Oberoi

The new Indian General Manager of Lanka Oberoi was impressed with my resume. “Our Training Manager, is about to go on 12 months special leave to work at Dubai International Hotel. You will be ideal for that post” he said. When I asked him what would happen if their training manager returns in 12 months, he said that, “at that point we may consider you for a new senior management position we are planning to create – Operations Analyst.” I did not like the uncertainty of that offer, and did not accept it in 1985. Four years later, Oberoi hired me as an expatriate Food and Beverage Manager in Iraq.

Hotel Opening Manager – Coral Gardens Hotel

When I returned the call of Malin Hapugoda (Hapu), then the General Manager/Director for Ceylon Holiday Resorts Limited, and a former boss of mine, he reminded me of an offer he made to me the day before I left Sri Lanka two years ago. “The new Coral Gardens Hotel will be opened in a few months with 156 rooms. I would like you to open this four-star hotel as the Manager. The job is yours.”

I was most grateful to Hapu for such an offer, and told him that I will get back to him with a final decision in a week. Eventually, while considering another offer with a better designation and salary and benefit package, I reluctantly decided not to accept this offer. Hapu kept in touch with me, and 21 years later offered me the post of Chief Executive Officer of Aitken Spence Hotels in Oman. He was the Managing Director of that company then. I eventually did a short consulting assignment for that great company.

Deputy General Manager – Mount Lavinia Hotel

When I called Prasanna Jayawardena (PJ) then General Manager of Mount Lavinia Hotel (MLH), he was very convincing. “Chandana, I want you as my deputy. The sky is the limit for you at MLH. Can you come to meet the owner tomorrow?” he said and confirmed an appointment, with the Chairman of the company – Mr. U. K. Edmond and his second son, Sanath Ukwatte who was understudying his legendary father.

Built in 1806 initially as the British Governor’s residence, Mount Lavinia Hotel is the most historic and significant resort hotel in Sri Lanka. From the time I as a small kid attended a wedding there, I fell in love with this iconic hotel. My third trainee job and the first internship in the hospitality industry was there during the 1972/1973 tourist season. I was a trainee waiter there when It was Mount Lavinia Hyatt.

Mr. U. K. Edmond was one of those humble Southerners who came to Colombo and built significant businesses in the mid-20th century Ceylon. He was a great visionary business icon who ventured into railway catering, brewing and then the hotel business. Meeting him was a great pleasure. He was very observant and a good listener, but did not ask any questions from me during the interview. His son, Sanath, who had just returned after his business education in USA, asked me a few questions.

PJ then gave a glowing recommendation about me in Sinhala. PJ said, “This is the Sri Lankan with the highest academic qualification in hotel management. He is also a hands-on practical person. Chandana will be undoubtedly a big asset to our hotel.” That was enough for Mr. Edmond, who then asked his first question, “When can you begin work at my hotel?”

At that point, I told him that I have a few offers and a few more interviews. His response was decisive and quick, “No problem. Go to all those interviews and check the best offers they make. We will pay you more.” With that open offer, the interview ended. I did not accept their offer in 1985, but after considering two more offers, I eventually joined MLH to succeed PJ as the General Manager five years later.

General Manager – The Lodge and The Village

When I called my former boss at the John Keells corporate office, Bobby Adams told me of a position the largest group of companies in Sri Lanka had created six months previously. Bobby was the Director, Operations of this largest hotel chain in Sri Lanka. They were looking for a General Manager to manage their two largest hotels – The Lodge and the Village in Habarana in North Central Sri Lanka. Although he did not serve on the selection committee, I suspected that the Group Chairman, Mark Bostock, had strongly favoured my appointment. He was very fond of me and had arranged my first overseas training in England, his homeland, when I was a young 25-year old hotel manager in 1979.

I was determined to earn a five-figure monthly salary which was very high in Sri Lanka in the mid-1980s. After the final interview, I had to meet a main board member and the group’s Head of Finance, Mr. V. Kailasapillai. In an annoyed voice he asked me, “Chandana, why do you ask for such a high salary? What you are demanding is three times more than what we paid you in 1981.” After a little negotiation, he laughed and said, “OK, Chandana, let’s settle for Rs. 10,000 a month. Final offer”. We shook hands. Next day, I packed my bags and was chauffeur-driven 111 miles from Colombo to reach my new home in Habarana.

Habarana Resort Complex

The Lodge (now branded five-star Cinnamon Lodge Habarana) and The Village (now branded four-star Habarana Village by Cinnamon), are two of the best hotels in Sri Lanka. The 40-acre landscaped resort complex is surrounded by nature, water, forest, and wild life (with elephants, serpent eagles, kingfishers and monkeys etc.). Over 2,000 trees, the lake front and a fully-operational farm enhance a totally unique guest experience.

On a day when all 260 rooms in both hotels were full, my team provided hospitality and meals to 1,000 people – 520 guests, 120 tourist drivers, 360 employees and the family members of senior managers, who also lived in the resort complex. We worked hard, played hard, and looked after our guests, always aiming to exceed their expectations. We had very happy domestic customers as well – free accommodation and free meals to 90% of the employees, and lots of sports and recreational facilities for employees (football, volleyball, cricket, indoor games etc.). In Habarana, I felt like a mayor of a small town.

Having worked at the John Keells corporate office for a year in the early 1980s I was familiar with the Habarana Resort Complex. As the General Manager, I did a lot of public relations — with guests, tour leaders, drivers, associates and local communities. On my first day in the new job, I hosted a group of 12 British travel agents who were on a seven-day familiarisation tour of Sri Lanka.Over dinner, we became very friendly. One of them said, “You seem to know a lot about Habarana. How long have you lived in this beautiful place?” When I answered accurately as “One day” they refused to believe me.

After some laughter and wine, a female tour leader challenged me: “OK, if you started this job just today, what was your last job?” She was winking at her colleagues and giggling. I thought for a few seconds, and said truthfully, “my previous job was a part-time banquet waiter at the Dorchester in London.” The whole group laughed loud and shouted in unison, “Chandi, you are a bloody liar!”



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Combining local resources,traditional knowledge and science to build a food-secure Sri Lanka

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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

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20th Anniversary of Digampathana blast – the day Sri Lanka Navy cried

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Aftermath of the terror attack

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.

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‘Murder at Whitby Abbey’

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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.

Clark

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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