Features
A MAJOR CONFLICT – Part 30
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
Dual Roles
Returning to the Coral Gardens after being away for a month, I quickly settled in to do my dual roles, without any other executive at the hotel. I was working long hours as the Acting Manager in addition to my other roles which included Executive Chef. The Financial Controller and the Maintenance Engineer of Bentota Beach Hotel spent extra time in Hikkaduwa to help me.
The day-to-day operations continued as usual, although I missed the support from Muna, the previous Hotel Manager. He had left in the middle of the season due to pressures from a few local residents. After my return, I felt more support for my efforts from different people. This included the European Tour Leaders, repeat guests, supervisors, union leaders and locals.
A rumour that the head office may appoint a former military officer to manage the Coral Gardens did not surprise me. By then, there were about a dozen hotel managers without any training in hotel operations managing well-known resort hotels in Sri Lanka. They all had good administrative experiences gained in the Army, Navy, Air Force or Police. There were also a few ex-planters with experience in managing large estates, who had become hotel managers. These mature managers who had migrated to the hotel industry for a second career, often depended on their deputies with qualifications and experience in hotel operations. In return, these mature persons parachuting to hotel manager posts helped young hotelier to improve their administrative skills.
A Terrifying Breakfast
One morning I went to our sister hotel, Bentota Beach for an important meeting. As I had over an hour to spare before the meeting, I joined the Executive Housekeeper, Mrs. Joyce De Silva for breakfast at the main restaurant. Joyce was curious to know details about my accident and the month recovering at a nursing home in Colombo. While we were chatting, the new Assistant Manager of Bentota Beach Hotel joined us at our table.
Although I had met Major Siri Samarakoon a couple of times before, I did not know much about him. Over the breakfast I learned that he preferred to be referred to as ‘Major’, and had earned a law degree prior to joining the army as a Lieutenant, 12 years prior. Unlike most of the other officers finding the hotel industry a lucrative second career after retirement from military service of a minimum 22 years, Major was still in his mid-thirties. He boasted how he trained the hotel company Director, Gilbert Paranagama, who had recently joined the army as a volunteer officer. “Gilbert was so impressed with me, he immediately wanted me to join the Bentota Beach Hotel as the Assistant Manager for a short period before the company promotes me to a higher position”, Major announced confidently.
At that point, the Head Room Boy of the hotel, who was also the new President of the Bentota Beach Union, approached our table and rudely spoke to his superior, Joyce, “There is a delay at the laundry in getting bed linen today. Instead of having your big breakfast, can you resolve that issue, immediately?” I felt that his rudeness was mainly to show that he did not care that the Assistant Manager was present. We were surprised and Joyce appeared to be embarrassed but did not say anything.
Major got up, placed his left arm around the Head Room Boy’s shoulder and started walking with him towards the front desk which appeared to be a bit crowded. Major spoke very gently, “Abeywickrama, instead of shouting at your boss, let me show you something very interesting.” Major directed the Head Room Boy to the guest telephone booth near the entrance to the restaurant. This telephone booth had no windows, but just one door, which the Major opened. Joyce and I were able to see them from the corner table where we were seated. “Now look at those cob webs in this telephone booth, Abeywickrama”, Major continued to speak very softly. Once both got into the telephone booth, the door closed and we did not see or hear anything for the next five minutes.
Eventually when they both came out of the telephone booth, Major asked the Head Room Boy if he understood everything clearly now. Abeywickrama was very calm now and nodded his head in full agreement, while staring at the floor. When Major returned to the table, I wanted to know what happened in the telephone booth. Major said, “Nothing much, I strangled the bastard until his tongue came out and then knocked his head on the wall a couple of times as a warning!” Joyce and I were shocked. “I don’t think that he will behave in such a disrespectful manner to his superiors, ever again”, Major said with a grin. I quickly asked Major, “what if he complains to the union?” “Complain about what? He has no evidence of anything,” Major said. I thought to myself that Major took some pride and pleasure in being a sadist. Well, not all officers are gentlemen.
We then attended the special management meeting. I was thinking that it was good that I wouldn’t be meeting Major regularly. Key agenda items were management changes. I was asked to organize a good ‘hand over’ to the new Manager. It was then announced that the new Manager of Coral Gardens Hotel is Major Siri Samarakoon. He shook my hand and said, “Chandana, see you tomorrow sharp at 1400 hours in Hikkaduwa.” I confirmed, “Yes, Major!”
The First Impressions
Major arrived next day precisely at 2:00 pm to take over the management of Coral Gardens Hotel. After introducing him to the key supervisors of the hotel, I showed him the office which was shared by the Manager, the Assistant Manager and the Secretary. After that I ushered him to his apartment. On our way to settle him in his apartment he wanted to see the large changing rooms just used by over 100 excursionists who had visited the underwater Coral Gardens.
The changing rooms appeared to be wet with a lot of water on the floor. He asked who was in charge. “I am,” said the Changing Room Supervisor, Van Dort, seated comfortably on a chair. The Major shouted at him and ordered him to get the floor cleaned immediately. “I don’t like the manner in which you speak to me. I will report this to the union,” Van Dort, warned. “You can tell any mother’s son! I don’t care! I will be back here in 30 minutes. If the floors are not fully cleaned by then, you will be in deep trouble,” the Major yelled and left before Van Dort could speak again. When we returned, I was surprised to see the floor fully cleaned and Van Dort on his knees, finishing the task. He probably consulted the union, and was advised to do his job properly, before the union reacts to the new manager.

Around 3:30 pm we were back in the office. While I was writing the next day’s stores requisitions, Butler Raman came with my standard order, lime tea in a cup covered with a saucer on a tray. The Major was disappointed. He told me that, “from tomorrow I would like to see your tea served properly from a pot.” When I told him that I prefer to have my tea quickly while working, he said that Managers must get the same service as tourists and that is essential for the staff to know that.
Then he told me how a Sergeant had to walk a foot behind him with a tray and his beer every evening during his inspection time at the last army camp he commanded. “Officers and managers must demand their due respect!” he continued his lecture. I always believed that managers should earn the respect of subordinates. However, based on the wishes of my new superior I stopped being served tea in a cup for the rest of my time at the Coral Gardens Hotel.
Comparing and contrasting the management styles of the previous Manager, Muna, with the current manager, Major, was beneficial for me. Muna was a very participative type of manager and the Major was a very directive type of manager. I felt that a style in the middle would be ideal for the Coral Gardens.
The bullying and abusive terror tactics of Major continued from the start. He loved challenges, confrontations and conflicts. I knew that it was a matter of time before the union reacted. It was like experiencing total calm before a major cyclone hit the land.
Office Stormed by the Union
The union culture at the Coral Gardens Hotel was unique. In many ways it was a mature union with clear strategies. They had a good system of union leadership development. Most senior members of the union such as Butler Edmond and Barman Kalansooriya served on the committee but had stepped down from roles such as President and Secretary. They were grooming junior members to take leadership positions, but remained strategists and advisors to the younger committee members. Surprisingly, Major already knew all these details.
Within a week of the arrival of Major, the union appeared to be ready for a big fight. Five committee members of the union showed up at the entrance to our office. “Who the hell are you and what do you want?” Major barked at them. “We represent the hotel union and we want to discuss a few urgent and important issues with you.” “When?” Major asked. “Immediately!” Kalansooriya said.
Major was annoyed and checked with our secretary if the union had made an appointment to meet him. When he heard that there was no request for an appointment, Major said, “OK, come in two hours’ time.” When the union expressed their dissatisfaction of such a delay, the Major yelled, “You are making a living by working here. You don’t own this hotel to drop in when you feel like! With immediate effect, no one gets to meet with me without an appointment.”
Two hours later the five union representatives returned. This time Major spoke softly. To him it was like a game of chess. “Come in all, welcome to my office,” he said with his usual grin and a sarcastic tone. Then he asked each one to do a self-introduction with the name and the position in the union. A Pantryman in the kitchen, Chandrapala was the newly elected President of the hotel union, and he was being coached and groomed by the senior union committee members. Soon after his introduction, Major said, “Oh! The President, such an important position. I am honoured to meet you, your excellency! What is the level of education you have earned, to qualify for such a position?”
After that, the Secretary and the Treasurer introduced themselves. Then the two veteran leaders, Edmon and Kalansooriya introduced themselves as Committee Members. The major stopped grinning and stared at all five while increasing the volume of his voice. “I am Major Sir Samarakoon LLB, Manager of the Coral Gardens Hotel. I have no time to waste with union secretaries, treasurers and committee members. Get out of my office, now!” When all five were leaving, Major said, “I deal only with the President. Chandrapala, you stay, and that’s an order!” Then he told our secretary, “Ganeshalingam, close the bloody door!”
Without the presence and support of his mentors, in a closed-door office with a lawyer-tuned army officer with a reputation of a strange personality, Chandrapala appeared to be like a fish out of water. He was nervous, sweating and shivering while Major stared at him from head to toe to look for an error. And he found one. The top button of Chandrapala’s uniform was open. Major shouted, “You are the President who does not even know how to wear a uniform properly. Put that bloody button on, immediately!” Then he continued the verbal abuse, “OK, what are the union issues you want to discuss?” Chandrapala was harassed so much, he did not remember a single issue to discuss, apart from nervously stammering. “I say, I have no time to waste with idiots like you. Get out of my office and stop wasting any more of my valuable time,” the Major ordered. That was the end of the meeting.
New Strategy of the Union
I heard that the very next day the hotel union had an emergency meeting when Chandrapala abruptly resigned from the post of the President. They re-elected the two trade union veterans, Edmond and Kalansooriya as the President and Secretary of the hotel union. They also had consulted one of most legendary trade unionists, lawyers and socialist political leaders of Sri Lanka, Bala Tampoe, who was affectionately addressed by fellow socialists as Comrade Bala.

As a ‘show of strength’ strategy, the hotel union organized their 1977 annual general meeting (AGM) with Comrade Bala as the chief guest. He was General Secretary of the 200,000-member-strong Ceylon Mercantile, Industrial and General Workers Union (CMU). He had joined the Trotskyist faction of the Leftist and then underground Lanka Sama Samaja Party (LSSP) in 1941. He came into the limelight after his dismissal from public service, for participating in the strike of public servants in 1947. He joined the CMU in 1948 as its general secretary and remained in that position for 66 years, until his death when he was 92 years old.
Comrade Bala was known for his militant challenges to the political decisions of the government of the day. One of the major strikes he led in the Colombo Port escalated into an all-island general strike and defied the government when it invoked its emergency powers. He was the architect of the concept of nation-wide monthly token strikes, which I disliked. Although I was not a fan of Comrade Bala I was excited to meet with this charismatic legendary union leader and U exceptional orator. Major was very pleased to have the opportunity to directly confront with this worthy opponent. Bala Tampoe was arguably the greatest union leader of Sri Lanka for all time.
Features
Why ‘Southasianness’ should continue to matter for the ‘SAARC Eight’
At a time when Sri Lanka’s foreign policy is coming under intense scrutiny by some local sections it is only right that impartial and independent commentators shed some clarity on what fundamental foreign policy directions Sri Lanka ought to take. The extremely fluid and complex nature of current international politics renders such an understanding crucially important.
Given its vulnerabilities in a number of spheres Sri Lanka has no choice but to persist in broadly following the path of Non-alignment. That is, it should be ‘a friend of all and an enemy of none’, to the extent possible. However, it does not follow that in the process it could compromise what is seen as its national interest.
The latter point needs stressing against the backdrop of the criticisms the Sri Lankan government has been attracting from some quarters over what is made out to be some opaqueness in security and defence cooperation agreements it has entered into with India. It remains advisable for the Sri Lankan government to enter into pacts of this nature with India, but the government is obliged to disclose the contents of these agreements to the Sri Lankan people without undue delay in consideration of the uncompromisable sovereign rights of a people in a democracy.
However, there is no denying that the government should make it a central foreign policy premise to always work in cooperation with India. A consideration of what it cost Sri Lanka in the past to be in a disharmonious relationship with India and how such policy missteps worked against Sri Lanka’s best interests ought to dictate to Sri Lanka the advisability of maintaining uninterrupted cordial ties with India. Moreover, common sense ought to drive home to a country the costs of being at loggerheads with one’s closest neighbour who has also proved a ‘ready friend in deed.’
That said, it is the bounden duty of Sri Lanka’s diplomatic community or establishment to ensure that such cooperation does not degenerate into a policy of subservience towards India. That is, finesse and farsightedness in local diplomacy become prime requirements.
While India’s geographical location and physical size, besides her other strengths, contribute towards her centrality in regional and world affairs, her neighbours would be thinking and acting far-sightedly if they not only focus on India and her legitimate interests but also ensure continuous friction-free intra-South Asian relations. That is, for them collective South Asian well being should be of fundamental importance.
Much more than for India perhaps, such harmonious ties are of inestimable importance to India’s neigbours who are up against multiple vulnerabilities which are to a great extent regionally rooted. The latter could never, that is, afford to take their minds off the region’s collective development prospects.
The above are some of the reasons why it could prove highly counter-productive and self-defeating for the ‘South Asian Eight’ to render dormant and ineffective the historic SAARC organization. Rather than ‘dead’ SAARC has been allowed to drift into the ‘Limbo of Forgotten Things.’
The growing inter-dependence of the ‘SAARC Eight’ ought to impress on the collectivity the need to step-up regional cooperation in multiple areas which impinge on its members’ legitimate interests. For instance, the youth-led ‘Cockroach’ revolts, first in India and subsequently outside, should convince South Asia that it is continuing to be plagued in a major way by poverty and equity-linked issues. That is, West-inspired, largely market economics-dictated ways to see an end to poverty are simply not working completely.
Likewise climate-related questions are ravaging South Asia in unimaginable ways; Nepal being just one case in point. The rationale for regional cooperation remains valid and undefeated. It is time for revived and stepped-up SAARC cooperation. That is, the solutions to the region’s development dilemmas need to be found in mainly the region.
This amounts to making a case for a continued sense of ‘Southasianness’ among the SAARC countries. That is the conviction should be firm that they know their developmental challenges best and that answers to these issues must be primarily evolved by the grouping itself in cooperation with concerned sections.
From the above viewpoints the Regional Centre for Strategic Studies (RCSS), Colombo did very well to tie-up with the South Asian University (SAU), India, to increase public awareness on the developmental problems affecting South Asia and for initiating a number collaborative measures that aim at ameliorating them. The relevant agreement was formalized in early September at the RCSS. The sealing of the pact took place under the aegis of SAU President Prof. K.K. Aggarwal and RCSS Executive Director Ambassador Ravinatha Aryasinha.
A press release issued by the organizations said the collaboration aims ‘to foster research networks, partnerships and collaborations for transformative change across South Asia.’ It also mentioned that the partnership marked the first agreement to be signed by SAU with an independent think tank in Sri Lanka.
Among other things, pacts such as the above are bold moves in the direction of fostering a spirit of intellectual independence in those areas of the South facing some of the stiffest developmental challenges. Rather than ‘import’ solutions to these challenges from outside the region, the SAU-RCSS initiative aims at fostering fresh approaches to evolving solutions to problems that are uniquely South Asian.
It is hoped that the SAU and RCSS initiative while leading a to a greater degree of Southern intellectual independence in the area of development thinking would also help in kick-starting the SAARC process all over again in a major way.
What ought to lend fresh urgency to the latter undertakings are fast-breaking current developments in international politics. It ought to be perceived by the most underdeveloped regions of the South that going forward their well being would matter least or not at all to the major powers of both East and West.
For example at the time of writing the foremost among US and Chinese political leaders are meeting in the US in what is made out to be a historic coming together of sorts to address issues of common concern. It is highly unlikely that the parties would be addressing the economic preoccupations of the least developed countries. The same goes for other states that matter from the East and West.
Essentially, the US and China would be looking at ways of strengthening business ties that matter majorly for them. The South and its issues would prove to be of peripheral interest, if at all they happen to matter to the protagonists. Such developments ought to be fresh reminders to the South and their collaborative organizations that there is no escaping self-help and joint solidarity.
Features
Is Sri Lanka prepared for global literacy crisis?
by Prof. M.W. Amarasiri de Silva
Adult literacy has for a long time been one of Sri Lanka’s greatest sources of pride, serving as a social indicator that has set the country apart from several of its neighbours in the region. For many years Sri Lanka has been recognised for keeping its literacy rates at a level like those of middle-income countries and even some high-income ones, even though it has faced economic difficulties and political instability. However, since new global research has now shown an unexpected and concerning decline in adult literacy in several high-income countries, it is important to consider what this means for Sri Lanka.
The phenomenon described by Jishnu Das, Yash Dhuldhoya and Ethan Sager, the unexplained fall in functional literacy among adults in wealthy nations. calls for a more thorough examination of the nature of literacy, the pressures exerted by the modern information environment, and the vulnerabilities that Sri Lanka might encounter as it moves towards a more digital, ageing and complex society. Even though Sri Lanka’s basic literacy rates remain high and steady, the global trend acts as a warning that literacy is not a fixed accomplishment but a dynamic capability which must be continually fostered, safeguarded and adapted to changing circumstances.
Decline in functional literacy
The drop in literacy rate in high-income countries is not due to people losing the ability to read or write in the ordinary way. On the contrary, it reflects a decline in functional literacy, which is the capacity to deal with, understand, and apply information in real-life situations. This kind of literacy involves following instructions, comprehending official documents, using digital interfaces, interpreting medical information, and making sense of complicated texts that demand continuous attention.
Researchers stress that the decline cannot be attributed merely to disruptions caused by COVID-19 or the increasing use of smartphones; instead, there is going on something more fundamental: a weakening of the cognitive and informational bases that adults need to function properly in modern society. In countries such as the United States, the percentage of adults regarded as functionally illiterate has increased significantly, indicating that even highly educated societies are having difficulty in keeping up the skills required to handle ever more complex streams of information.
Sri Lanka immune?
At first sight, Sri Lanka seems to be immune from this trend. The country’s adult literacy rate is still above 92 per cent and youth literacy is even higher. According to the 2024 Census, literacy rates exceed 97 per cent among people aged ten and over, with nearly equal levels between the sexes. These figures show the continued strength of Sri Lanka’s system of free education, a system which in the past has guaranteed widespread access to school and has produced generation after generation of citizens who could read and write at a basic level.
There has also been a steady improvement in educational attainment, with an increasing number of adults finishing secondary education and a larger proportion going on to tertiary institutions. Unlike the mysterious drops observed in rich countries, Sri Lanka’s literacy figures demonstrate stability and even a slight improvement.
However, although the surface appearance is reassuring, an even more complicated reality exists. The literacy figures for Sri Lanka only record basic literacy, that is, the ability to read and write simple sentences, and they do not include measures of functional literacy. It is impossible to tell from these statistics whether adults can interpret a bank statement, understand a medical prescription, use an online government portal, or critically assess information that is spreading on social media. As is shown by the global trend, having a high level of basic literacy does not ensure a strong degree of functional literacy. On the contrary, functional literacy can fall even if basic literacy stays the same. This difference is important for Sri Lanka, particularly since the country is currently experiencing rapid digitalization, demographic ageing, and social change.
Major risk factor
A major risk factor is the move towards digital information environments. In high-income countries, researchers believe that the prevalence of smartphones and short-form digital content may be diminishing people’s ability to engage in deep reading. Nowadays, individuals take in information in short, rapid segments by scrolling through social media feeds, quickly reading headlines, and viewing short videos. Such behaviour decreases the opportunity for sustained reading, which is necessary for keeping comprehension, critical thinking, and the capacity to deal with complex information intact.
Sri Lanka is going through a comparable change. There has been a sharp increase in the number of people using smartphones, and social media sites have become the main sources of news, leisure, and communication. Although there are many advantages to having digital access, it also results in a situation where superficial reading becomes the standard approach and could therefore lead to a decline in functional literacy over time.
Demographic ageing as challenge
A further challenge that is coming up is demographic ageing. Sri Lanka is rapidly moving towards becoming an ageing society, with an increasing number of older people who might experience cognitive decline, have less exposure to new information, and enjoy few opportunities for further learning. In high-income countries, ageing populations have led to a fall in functional literacy since older individuals have had difficulty adapting to digital systems and complicated bureaucratic procedures.
The older generation in Sri Lanka, many whom were educated many decades ago under different curriculum standards, could end up becoming increasingly vulnerable in a world in which essential services, such as banking and healthcare, are being moved online. If appropriate support is not provided, the country may witness a growing gap between basic literacy and functional literacy among older adults.
In Sri Lanka, the way in which administration and the workplace are organised has in the past placed greater trust in personal communication and on basic forms of documentation. What in high-income countries would require complex reading is instead carried out through face-to-face contact in Sri Lanka. Nevertheless, this situation is now changing. Government services are becoming available online, banks are introducing digital systems, and in workplaces there is an increasing need for employees to use electronic systems. Since these changes are happening at a faster rate, the demand for functional literacy will increase. Should adults not be able to meet these new demands, Sri Lanka might start to see the kind of decline in literacy that has been seen in other places.
Misinformation and disinformation
Another worry is the spread of misinformation and disinformation. In Sri Lanka, there has already been the quick dissemination of false information via social media, with this having an impact on public health, politics, and social cohesion. Since functional literacy is essential for allowing people to assess sources, doubt the claims made, and tell the difference between reliable information and falsehoods, a lack of functional literacy causes societies to be more open to manipulation, polarisation, and confusion.
The fact that there has been a global drop in functional literacy at the same time as misinformation has increased points to a dangerous feedback cycle: when literacy is low people become more prone to misinformation, and the misinformation in turn damages their ability to think critically about information. Given that the country has a high level of social media use and a lack of digital literacy training, Sri Lanka should take this risk seriously.
Even though there are these risks, Sri Lanka has several advantages which can assist in avoiding a drop in functional literacy. The country’s system of basic education is still strong, showing high enrolment figures and good results in basic literacy.
Families in Sri Lanka still place a great deal of importance on education and reading is still a respected cultural activity. Furthermore, because of its relatively small size and the fact that it has a centralized form of government, it is more efficient than in bigger countries to carry out nationwide literacy campaigns. These strengths offer a firm basis for developing new strategies for protecting and improving functional literacy.
Literacy a process
It should be realised by Sri Lanka that attaining literacy is not a single accomplishment achieved in childhood. In the modern world, literacy must be a skill that is constantly put into practice, kept up to date and adapted to changing circumstances. The fact that adult literacy is declining worldwide shows that even in wealthy countries with well-developed education systems deterioration can occur if adults are not supported in keeping their cognitive and informational abilities. Sri Lanka cannot afford to be careless.
It is necessary for the country to invest in adult education, in programmes concerning digital literacy and in the development of cognitive skills for all age groups. It also needs to establish ways of measuring functional literacy rather than just basic literacy so that policymakers can detect emerging weaknesses and act in advance.
A vital measure is to increase the opportunities for adult learning. Although Sri Lanka has effective literacy programmes based in schools, the country’s infrastructure for adult education is limited. Community centres, libraries, universities, and vocational institutes should take on a more significant role by providing courses, workshops, and reading programmes which are tailored for adults. The programmes should place an emphasis not just on reading and writing but also on digital navigation, critical thinking, and information processing. Adults should be given the chance to practise the skills that are necessary for them to function effectively in a rapidly changing world.
Importance of digital literacy programmes
It is just as important to have digital literacy programmes. Since an increasing number of services are being offered online, adults need to learn how to use digital tools with confidence and in a safe manner. This involves knowing how to fill out online forms, moving around on government websites, using banking apps, and being able to spot misinformation. The digital literacy courses available should be accessible, affordable, and adapted to different age groups, especially older adults who might feel put off by technology. Schools can also contribute by incorporating digital literacy into their curriculum so that future generations acquire good functional literacy skills from an early age.
Sri Lanka should also investigate introducing policies which promote cognitive health among older people. Since cognitive decline can lead to a deterioration of functional literacy, it becomes more difficult for older individuals to deal with information. It is possible to help keep cognitive function by setting up programmes that promote reading, social interaction, physical activity, and continued learning. During regular medical visits, healthcare professionals should include cognitive assessments so that any problems affecting literacy-related skills can be picked up early.
Sri Lanka needs to create tools for measuring functional literacy, since the figures available on basic literacy give an incomplete account of the country’s capabilities. By using assessments of functional literacy like those employed in high-income countries, Sri Lanka would be able to monitor how well its adults can apply their literacy skills in real-life situations.
Features
From Colombo to Vegas: Sri Lankan talent shines at WCOPA
The World Championships of Performing Arts (WCOPA) is known globally as the Olympics of performing arts, but Sri Lankans came to know of it more closely when Natharie Wickramasinghe, representing Team Sri Lanka at WCOPA 2026, in Las Vegas, earned a Bronze Medal in the Ethnic/Folklore Dance category.
Behind Sri Lanka’s WCOPA journey is Sri Lanka-born Chris Rajendra, who migrated to the United States in 2007, and deserves special congratulations.
Passionate about discovering and promoting talent, Chris has been actively involved in the pageant and performing arts, industry since 2002.
A major milestone came in 2015, when he introduced WCOPA, to Sri Lanka, for the first time, creating an international platform for Sri Lankan performers.
Sachini Ayendra became the very first candidate to represent Sri Lanka at WCOPA, in 2015, marking the beginning of Team Sri Lanka’s journey.
Chris served as National Director for Team Sri Lanka from 2015 to 2018, and has returned to the role for the 2026–2027 term, continuing his commitment to identifying, developing and promoting Sri Lankan talent internationally.
His involvement in pageantry and performing arts includes:
Recruiter, Miss Nevada United States – 2014

Chris Rajendra: National Director – WCOPA Team Sri Lanka
Manager, Miss Colombia Las Vegas – 2013 to 2017
Director for the West Coast and International Divisions of Ms. Latina International and Ms. International World – 2017
National Director for Team Sri Lanka – WCOPA, 2015–2018 and 2026–2027
Co-National Director for Team USA – WCOPA 2026
In the USA, Chris began his career in retail before transitioning into insurance and financial services, where he built extensive experience in sales, marketing, leadership and business development.
He owned and operated a brokerage, affiliated with multiple insurance companies, and later served as Marketing Director with Transamerica and World Financial Group.
As his business expanded across Las Vegas and California, he continued to hone his expertise in sales, marketing and client relations. He now works as a Sales Executive at Hilton Grand Vacations.
Looking ahead, Chris will shortly launch the application process for Team Sri Lanka 2027, giving talented Sri Lankan performers another opportunity to represent the country on the world stage.
The 2027 World Championships of Performing Arts will take place in Las Vegas, USA, in July or August 2027.
Through his work in both the corporate and performing arts worlds, Chris Rajendra continues to combine leadership, networking and talent development — creating opportunities for Sri Lankan performers to showcase their abilities on a global platform.
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