Features
HOTEL MANAGER AT AGE 25 – Part 38
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
Preparations to Hand Over
Towards the end of 1978, my employer, Walkers Tours/John Keells Holdings Group confirmed that I would be promoted to the Manager of their Hotel Swanee, Moragalla, Beruwala on February 1, 1979. They further confirmed that as soon as I moved to Hotel Swanee (which was a short drive from Hotel Ceysands), I would continue to manage the Food and Beverage operations and kitchens of Ceysands until the tourist season ended around early April, 1979.
I was happy to do both jobs for a short period of time. However, I was hopeful that my successor, particularly a new Executive Chef, would be appointed for Ceysands sooner than later. I was keen to do a professional hand over and help with an orientation for my successor.
During my last couple of months at Ceysands I focused mainly on training and developing the kitchen, restaurant and bar teams. For the 1978/1979 tourist season, the hotel needed around 12 new food and beverage servers. I recruited 24 young persons without any experience in the hotel industry mainly from nearby towns and villages. I used the current employees to spread the word around to their friends that Ceysands was a great employer. They were recruited as temporary trainees for a period of one month. They were paid minimum wages and provided with meals. All that was required of them was to attend the practical training that I conducted with the restaurant supervisors as my co-trainers.
On the first day, the trainees were informed that there would be practical tests held during the last week of their training period and only the top 12 trainees would be offered jobs. That competitive incentive made the initiative extremely successful. Basic English, German and French terms that were used in hotels were also included as a part of the curriculum. We arranged for continuous on the job training to the successful 12 trainees.
The most effective elements in this training and development program were the opportunities we provided for the new trainees to shadow more experienced servers. Learning through peers was powerful as long as the peers had learned the right skills and had some on the job training skills. To my great delight, some of the new trainees progressed well in the hotel industry. They developed quickly and became operational supervisors and managers within a few years. In the hospitality industry, employees with the right attitude and the basic skills training could progress rapidly without any formal certifications.
Preparations to Take Over
Well before starting the new job I focused on getting a better understanding of the culture, ownership, structure, concept, strengths, weaknesses, challenges and opportunities of Hotel Swanee. When I was a student of the Ceylon Hotel School four and half years ago in 1974, I was actually present at the opening ceremony of Hotel Swanee. It was an advantage that I knew the colleague who took over the management of the hotel on behalf of Walkers Tours in 1975, Jayantha Silva and the outgoing manager, Ratana Lawrence.
Hotel Swanee wasn’t a well-planned and developed hotel. However, when Walkers Tours took over the hotel, they wisely invested in major upgrades for the hotel soon after the opening. They hired respected professionals such as Major Bevis Bawa, arguably the best landscape architect of Sri Lanka, to upgrade and maintain the landscaping. As the first hotel to be managed by Walkers Tours/JKH, it was also an important learning journey for the group who eventually became the largest hotel operator in Sri Lanka. At the age of 25, I was proud to be identified as the new Manager. I was determined to raise the hotel’s standards, reputation and increase profits to a new level.

The majority of the rooms of Hotel Swanee were on the ground floor, except for ten rooms that were on the second floor of a new wing completed just before I was transferred. The open concept with a large seafront garden in the middle of the room wings and the front garden were beautiful. The key challenge was that the hotel was right in the middle of a small but a notorious village called Moragalla. The managers before me had a series of major problems with a few toughs from the village.
Prior to leaving for my new job at Hotel Swanee, Captain D. A. Wickramasinghe (Wicks), the General Manager of Hotel Ceysands gave me some useful advice. I felt that he did so not only as my previous boss, but also as my intended father-in-law. I was treated like the son he never had. He even started calling me by my nickname, given to me by his teenage daughter. “Chandi, you have done wonders at Ceysands, but one area you must improve in is public speaking and public relations (PR). Try to develop these skills to build up your confidence.”
I took that advice very seriously and made a big effort to improve my public speaking, PR and understanding of marketing. In later years, I became a graduate of the Chartered Institute of Marketing (CIM) in the UK, read for an MPhil/PhD in International Hotel Marketing at the University of Surrey, UK, and then became a university professor and a popular keynote speaker. Those made Captain Wicks very proud. He used to say jokingly, “Chandi learnt all this PR from me!” with a big smile. Captain Wicks was a good man.
Understanding a Violent Culture
I learnt more about the Moragalla village culture and its high crime rate from my peer, the new Assistant Manager of Hotel Ceysands, Sanath Kumarasinghe. He had previously worked as the Assistant Manager of one of the Aitken Spence hotels, Pearl Beach, which adjoined Hotel Swanee. Sanath and the manager of that hotel, veteran hotelier Stylo Aha, were exposed to some unpleasant incidents caused by the village thugs. I introduced myself to Stylo and sought his advice.
Morogalla and the rest of Beruwala area had a strange relationship with hotels since the early 1970s. There were a dozen competing local thugs who claimed one hotel per thug as territory. It was like territories controlled by the five Mafia families in New York during the heyday of organized crime. For example, Rathu Aiyya was the thug in charge of Palm Gardens Hotel, the area of Confifi Hotel was controlled by Rathu Peter and Nimal was the thug in charge of the area of Hotel Neptune. Basically, these thugs believed that the management, employees, security guards and suppliers were under obligation to show them respect, do favours and sometimes pay protection money.
Other thugs Abey, Goulding alias King and Newton controlled sections of the beach. They had a system to book the tourists as they walk towards the beach. It was done in a very organized manner. Once one beach boy booked a tourist no other beach boy could approach that tourist. Beach boys paid a percentage of their earnings to the thugs as protection money. Gradually as more hotels were built in Beruwala area the number of beach boys neared 1,000. This beach boy “tout menace” was a major problem for tourism in Sri Lanka.

The toughest thug, Solomon Mudalali was in charge of the area surrounding Hotel Swanee and Solomon’s elder son, Shantha, an army deserter, was like the Mafia underboss. I had heard that Solomon and Shantha had some major conflicts with the previous manager of Hotel Swane resulting in Solomon, Shantha and their tourist van to be prohibited from entering Hotel Swanee property. They were targeting attacking the Manager if and when he stepped outside the hotel gate.
These thugs controlled the areas where the hotels were built and the access to the hotels from Galle Road. Generally, they were not that violent during daytime, unless someone challenged their authority or disrespected them. Evenings were a different story, as hotels generally prohibited the locals access to hotel bars after sunset. Some of these thugs in the evenings acted like lions. Their Dutch courage resulted from consuming kassipu locally distilled under the protection of the thugs.
Over the years some thugs were eliminated by rival gangs and new leaders emerged. In later years, a new generation of leaders bearing some “funny” nicknames such as Kakka, Raththaran, Ibba, Sudu malli, and Mutgumuni were crowned as the new territorial bosses. Some who were able to survive the rivalry and sustain their power for a long period of time and even became rich businessmen and politicians.
I was happy to note that there was an up-and-coming thug aiming to take control of the Hotel Swanee area. His nickname was Milk Board Mudalai as he operated a tourist taxi from a nearby milk board outlet. He had the reputation of being unpredictable when angry. He was a rival to Solomon’s authority. They were both scared of each other. I was thinking of the good old strategy that worked well for the colonial invaders, “divide and rule!”
When Captain Wicks heard of my creative ideas of dealing with the village problems in my new workplace and residence, he wasn’t happy. Just before I left Hotel Ceysands on February 1, 1979, he gave me one more piece of advice. “Chandi, in dealing with these thugs, show that you are tough, but never practice your toughness. For heaven’s sake, no Judo fight challenges! They will shoot and kill you.” I detected the nervousness in his voice. I smiled but made a mental note to take his advice seriously.
Action on My First Day
Owing to threats and challenges from Solomon, my predecessor had already left the hotel discreetly. Therefore, one of the senior Directors of Walkers Tours, Mr. Norman Impett, accompanied me to Hotel Swanee. After showing me to my office and the manager’s apartment by the swimming pool and seaside, he introduced me to the management team of five and the manager’s personal secretary.
He then said, “Chandana, take care. This is a tough hotel to manage, but I think that you will do well here. All the best!” He hurried away and I was left in charge. I was thinking of what action I should focus on first on my first day. I decided to take the bull by the horns in dealing with the main problem of the hotel.
I called Gamini Soyza, the Restaurant & Bar Manager to my office. Based on my earlier research, I knew that Gamini was a nephew of the medical doctor turned businessman and politician, Dr. Neville Fernando, who had built the hotel. Having worked at the hotel from its inception, Gamini knew the area well. “Do you know where Solomon Silva lives?” I asked Gamini. When he nervously said that he did, I told him, “Please go tell him that the new hotel manager would like to have a chat with him as soon as possible, ideally this morning”. Within 10 minutes Solomon showed up at my office with a loud bang on the door.
I welcomed him in Sinhala, “Āyubūvan Mudalali, thank you for coming to see me at such short notice. Please take a seat”. I pointed to a chair in front of my desk and closed the door. Instead of sitting behind my desk, I sat next to Solomon. Then there was a short period of silence while we looked at each other trying to get the hang of each other as we had never met before. Solomon was about twice my age and I guessed that he was around 50. He was dressed in a white shirt and a white sarong. He had a slight stammer and was curious about my intentions.
I told him that I knew of the past conflicts he had with my predecessors, but indicated that I wished to have a good rapport with important leaders of the village like him. I encouraged him to talk about his family and business interests. Within 30 minutes I learnt a lot about Solomon. His late father had been a well to do person owning a few fishing boats and a toddy tapping business. Due to a drinking and gambling addiction, his father had sold some of his seafront land at a low price to the developer of Hotel Swanee.
“You mean, this land would have been yours?” I inquired. He said, “Yes” and became a little emotional. He explained how he felt deeply insulted when he, the son of the previous owner of the property, and his van were barred from entering the land now owned and developed by rich outsiders. “I hated it when my fellow villagers laughed at me behind my back. Respect is very important to me” he confessed.

A Negotiated Settlement
When I asked Solomon what is his main business was, he said, “Tourism.” He told me that he made a living mainly by arranging tours around Sri Lanka for the guests of Hotel Swanee. Then I asked him to bring his tour van and show it to me. It was a reconditioned Toyota HiAce, but kept clean and tidy. At the end of our discussion, I gave him permission to park his van in the car park inside the hotel premises.
I called the hotel Maintenance Engineer who looked baffled and uncomfortable, when I instructed him to immediately get a prominent sign board painted and have it hung near the front office. It displayed the registration number of the van and confirmed that “Mr. K. Solomon Silva was the owner and driver of the vehicle. It was authorized by the Management of Hotel Swanee for tours of our guests.”
With that single gesture, Solomon became my biggest fan in Moragalla. He was very happy that the new manager had shown him respect and helped his reputation and business, all in one day. At that point I told him, “Solomon Mudalai, this is not free. You need to pay the hotel a monthly fee.” He looked somewhat surprised. I wanted to signal that the arrangement was not for protection’s sake but a business deal. We negotiated immediately and agreed on a reasonable fee. I then called the hotel’s Chief Accountant and asked him to draw up a contract and ensure that the money was collected on the first of each month.
After Solomon and I signed the contract, I told him that now he needed to do me a favour. I sought his help in getting the locals to leave the bars by 7:00 pm every day. We agreed and during my term as the Manager of Hotel Swanee, all villagers left the bar and hotel premises obediently and promptly on or before 7:00 pm, with one exception. Solomon usually overstayed by about 30 minutes to show all the other villagers that he was special. I turned a blind eye to that. I clearly understood his action and decided “not to sweat over the small stuff.”
Before Solomon left, I took a quick walk with him through the hotel garden and walked on the beach. Hotel employees as well as the beach boys/touts were surprised to see us together. After that we shook hands and agreed to keep in touch if the hotel ever had any village problems. My success on day one built up my confidence.
Getting Ready for the Next Steps…
Often newly promoted unit managers in any business tend to learn from previous best practices and follow the norms. Going with the flow is the safest and easiest. In my case I decided to be different instead of copying others. I needed a free hand to build an innovative management team aligned with my vision.
The next step was to focus on preparing for my first-ever public speech. I fixed a day to address the 100-member employee team within my first week at Hotel Swanee. Before that I got to get to know the five managers and senior supervisors in one-to-one meetings. I also wanted to meet the union leaders, West German tour leaders, all the repeat and long stay guests. More fun next week…
Features
Combining local resources,traditional knowledge and science to build a food-secure Sri Lanka
World Food Day 2026: Innovating today for a better food future
by Dr. Kaushalya Wijayasekara
What will be on the Sri Lankan dinner table ten years from now? Will our children be able to get nutritious food at a price their families can afford? Will farmers be able to grow enough despite changing weather and rising costs? And how much of the food we produce will actually reach the consumer, instead of being lost or wasted along the way?
These questions can’t wait. A farmer faces unpredictable weather. A family faces rising food costs. Fruit goes unsold after a good harvest. Some children do not get enough nutrition. The future of food is tied to the future of Sri Lanka itself.
World Food Day 2026 is a chance to look beyond the immediate problems and ask whether we can build a food system that feeds our people well, gives farmers better opportunities, protects the environment and makes better use of what we already have. The answer can be yes, but we will have to think differently.
We are not starting from zero. Sri Lanka has diverse crops, fisheries, traditional food knowledge, indigenous varieties, research institutions, universities and a young generation able to create new solutions. What we need is to bring these together and act. Producing more will not secure our food future on its own. It will depend on how intelligently we produce, process, preserve, distribute and consume food.
Making more of what we already have
Innovation does not always mean inventing something new. Often it means finding better uses for the resources we have.
Sri Lanka grows traditional rice varieties, kurakkan, green gram, cowpea, jackfruit, breadfruit, cassava, sweet potato, coconut and palmyrah. All of them have great potential for modern, nutritious, value-added foods. Jackfruit and breadfruit can be made into flour and other convenient products. Traditional rice varieties can go into new foods that suit changing consumer needs. Palmyrah, with its strong cultural heritage, can create new income through better processing, packaging, quality assurance and market development.
The aim is to connect our traditional food knowledge with modern consumer needs and technology, while keeping our food heritage.
Stop wasting the food we produce
Reducing food loss and waste should be a major priority. Seasonal fruits such as mango, banana, papaya and pineapple can be lost in large quantities when production exceeds demand or when storage, transport and processing facilities are inadequate. With suitable technology, these fruits can become dried products, pulps, powders, beverages and other shelf-stable foods.
Agricultural and fisheries by-products are resources too. They could be turned into food ingredients, animal feed, bio-based products and other useful materials, which would move us toward a more circular food economy.
Technology alone is not enough. We need stronger local processing facilities, cold storage, efficient transport, collection centres and market information systems, especially close to where food is produced. Cutting food loss raises the value of what our farmers and fishers already produce.
Nutrition and food safety come first
Food security means more than having enough food. People also need food that is safe and nutritious.
Sri Lanka can develop affordable, nutritious foods from local pulses, grains, vegetables, fruits and fish. Children and other vulnerable groups should get particular attention. Schoolchildren in particular deserve a focus: safe, nutritious, locally sourced products for school feeding programs would support child nutrition, local farmers and domestic food industries at the same time.
Food safety must stay at the centre of food innovation. Good hygiene, quality control, laboratory testing, traceability and appropriate food safety systems are what make new products safe as well as attractive and nutritious.
A food system that can cope with climate change
Climate change is already affecting agricultural production, water availability, crop yields and food prices. We need food systems that can handle changing conditions. That means climate-resilient crops, efficient water use, soil and water conservation, better storage and resource-efficient food processing.
Traditional knowledge matters here. Generations of Sri Lankan farmers have developed practices suited to local climates and ecosystems. Combining that experience with modern science can give us solutions that fit local conditions and are sustainable. Technology alone will not build the future of food. Science, experience and local knowledge together can.
Give young people a bigger role
Sri Lanka’s universities have an important part to play in shaping our food future. Young people should be encouraged to identify real problems in the food system and work on practical solutions in areas such as food waste, sustainable packaging, nutrition, food safety, modernising traditional foods and digital technologies.
A good research project should not always end as a research paper. Where appropriate, research should be supported to move on to products, technologies, enterprises and community solutions. That needs stronger partnerships between universities and industry, along with mentoring, research funding, business support and market connections. If young researchers and entrepreneurs can turn their ideas into viable food innovations, both consumers and producers will benefit.
A pathway designed for Sri Lanka
We do not need to copy food-system models from other countries. We can build a pathway that suits our own resources, culture and needs. It would bring together local resources, traditional knowledge, scientific research, appropriate technology and entrepreneurship, with farmers, fishers, universities, research institutions, food industries, entrepreneurs and policymakers working side by side.
The goal goes beyond selling raw materials. We need to create more value, reduce waste, improve nutrition, generate jobs and strengthen rural livelihoods. This matters especially for small and medium-scale food enterprises, which can drive local economic development when they get the right technical, financial and market support.
The choices we make today
The food future will not create itself. It will be shaped by what we grow, what we research, what we process, what we consume and what we choose not to waste.
So, the question for World Food Day 2026 is this: what can we do today so that every Sri Lankan has safe, nutritious, affordable and sustainable food tomorrow?
The answers are already around us, in our farms, fisheries, food businesses, universities, laboratories and communities. We have the resources, the traditional knowledge, the scientific expertise and talented young people. What we need now is to connect them and act.
A better food future begins with the choices we make today.
Dr. Kaushalya Wijayasekara
Senior Lecturer, Department of Biosystems Technology, Faculty of Technology, University of Ruhuna
Features
20th Anniversary of Digampathana blast – the day Sri Lanka Navy cried
By Admiral Ravindra C Wijegunaratne
WV, RWP and Bar, RSP, VSV, USP, NI (M) (Pakistan), ndc, psn, Bsc
(Hons) (War Studies) (Karachi) MPhil (Madras)
Former Navy Commander and Former Chief of Defence Staff
Former Chairman, Trincomalee Petroleum Terminals Ltd
Former Managing Director Ceylon Petroleum Corporation
Former High Commissioner to Pakistan
The Digampathana suicide truck attack on 16th October 2006 remains the deadliest single strike in Sri Lanka Navy history, leaving scars that time cannot erase.
It was a seemingly ordinary Monday morning on 16 October 2006, but the calm of that day would soon be shattered in a way none of us could have imagined. As the Commandant of the Naval and Maritime Academy and Flag Officer Commanding Naval Fleet at Trincomalee, I was aware that a number of my cadets were travelling that morning, part of a convoy of fifteen buses carrying naval personnel from Trincomalee, Colombo, and other bases, heading toward Dambulla to rendezvous with another group. The convoy also included trucks and escort vehicles, a routine movement planned and coordinated with the army to ensure the roads were clear. The morning started quietly. Some personnel greeted friends, handed over their weapons, or strolled to a nearby tea shop. It all seemed so ordinary—too ordinary for what would come next.

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