1. You’re at the helm of one of Sri Lanka’s most iconic FMCG companies. How has being a woman shaped your leadership style, and what unique perspectives do you bring to leading high-performance teams?

Being a woman leading one of Sri Lanka’s most iconic FMCG companies, I have developed a leadership style shaped by empathy, resilience, and a deep commitment to purpose‑led performance. These qualities have guided me throughout my 30+ year career with Unilever, Upfield (Flora Food Group) and now Ceylon Tobacco Company PLC (‘CTC’). I have worked across diverse cultures such as Pakistan, Sri Lanka and Thailand which taught me the value of nurturing diversity, high‑performing teams and creating an equitable environment where people feel heard and empowered to innovate and challenge norms.

With a strong marketing and business transformation background, I endeavor to bring focus in the organization on consumer understanding, innovation and transformation to build a sustainable growth pathway for not only the company but also for our people. My experiences shape my belief that having a clear and inspiring vision with a purpose, combined with inclusive and empathetic leadership are essential for unlocking performance. I also recognize the importance of emotional intelligence and collaborative problem‑solving, strengths that help teams stay agile, connected, and motivated in the fast‑paced FMCG landscape.

2. The journey to CEO and Managing Director is never without challenges. What were some of the key obstacles you encountered along the way, and how do you now mentor and inspire the next generation of leaders?

Throughout my career journey, I’ve navigated challenges ranging from proving myself in senior roles across diverse markets to leading major business transformations and even setting up new operations across Pakistan and Sri Lanka. These experiences demanded resilience, adaptability, and strong strategic clarity. The obstacles I’ve faced shaped my belief in purpose‑led, people‑centric leadership. Today these value guide how I mentor emerging leaders: by empowering them to think boldly, embrace challenges as growth opportunities, stay close to consumers, lead with integrity, confidence and responsibility. Most important of all, never give up! If you can dream it, you can do it! These are the essentials for building the next generation of impactful leaders.

3. You’re known for driving purpose-led performance and championing ESG initiatives. How do you ensure that inclusion, diversity, and women’s leadership are embedded in your organization’s purpose and long-term strategy?

Firstly, I am deeply committed to building a diverse, inclusive and a purposeful workplace.  At CTC, strengthening diversity and inclusion, supporting career growth, and nurturing inclusive leadership are central to our long‑term people strategy. Diversity for us is not just a concept, it is a lived commitment supported by a workplace culture that listens to our employees. Through timely and continuous employee listening, we strive to understand what our diverse teams need from us and ensure they feel valued, supported, and empowered to thrive. At CTC, this means creating a mindset and a culture that enable equal opportunity, encouraging women to step into leadership roles and cultivating an environment where different perspectives are not just welcomed but actively sought in line with the values of our Group entity,  British American Tobacco (‘BAT’) such as  “Truly Inclusive”, “Empowered Through Trust” and “Stronger Together”. Secondly, I believe diversity drives better decision‑making and stronger business outcomes via diversity of thought whilst creating a dynamic and inspiring workplace with a strong sense of belonging, so I invest heavily in talent development, mentorship, and inclusive policies that ensure everyone has the platform to thrive. For me, embedding inclusion is not a standalone initiative, it is a core part of how we build a resilient, future‑ready organisation that lives its purpose every day.

Throughout my career in various roles ESG has been in the forefront of how businesses operate responsibly, giving back to society and maintaining zero tolerance on governance breaches or unethical conduct. At CTC, I apply this same commitment when fostering an inclusive, people‑centric culture and embedding ESG across the organisation. For us at CTC, ESG is not just a reporting requirement, it shapes how we operate and represents the organization we want to be. Our environmental focus spans climate‑resilient practices, energy and water efficiency, circular‑economy initiatives, and sustainable agriculture, all aligned with our global sustainability agenda. Equally, our social responsibility extends far beyond our employees: we support farming communities and strengthen wellbeing through open communication channels and structured programmes. Additionally, I would underscore our strong governance and control structures where we marry innovation by leveraging AI with strong compliance practices. We are proud of our best in class compliance and corporate governance framework that empowers our employees to engage in responsible decision making every day.

4. From entering new markets to introducing innovations, growth requires bold and strategic decisions. How do you identify and prioritize opportunities while maintaining brand integrity and driving long-term performance?

In my experience strong brands and long-term business performance go hand in hand. Deep understanding of consumer habits, market, sources of growth, country economics and your own strengths and weaknesses is required, which should include understanding of your brand equity. With that foundation, you then need to form an inspiring and purposeful growth vision of the future, which will drive strategic priorities. Strategy is essential as it helps to prioritize where you will invest your limited resources to deliver on the vision. And above all, don’t underestimate the power of self‑belief, it’s often what turns possibility into progress. Different businesses can have different priorities for instance: drive consolidation and profitability, growing the core and innovate. Through my career from brand manager to a business leader, what has been a common thread is early clarity and alignment on where we are trying to get to and prioritizing the key drivers. Another essential for driving long-term performance is that none of the above is possible without building a world class team, values and systems & policies that ensure operational discipline and sustainable practice.  Therefore, driven by a vision with a clear purpose, strategic priorities and a strong and motivated team, growth with not just be rapid but also sustainable.

5. Leadership today requires resilience and adaptability in a constantly evolving business landscape. How do you continue to evolve as a leader while guiding your teams through change and uncertainty?

The one thing that remains constant in the corporate world is change. My evolution as a leader has been driven by my agility, staying adaptable, continuously learning and staying abreast with the progression in the world around me. The right mindset always ensures that talent progresses in the right direction and is able to access the information and learning they need to be able to continue to develop and evolve.

My experience leading diverse teams across markets has taught me the value of clear direction, open communication, and purpose‑driven performance. Its also crucial that the team feels empowered to make decisions, experiment and draw from their own experiences to contribute meaningfully to the wider commercial agenda. During my career, I have been privileged to not only learn from my bosses but also to learn from my reportees. Learning from my teams has ensured that I keep evolving as a leader. In times of change, I focus on creating stability, fostering trust, and encouraging innovation so teams feel supported and capable of delivering sustainable growth. People look to their leaders not just for guidance, but also to draw strength and comfort. Changes bring with it, its own set of challenges and my role as a leader has always been to make sure that my team knows that I remain available to support and guide them throughout the change. I have found that transformation and change bring out the best in teams and we always come out of it more positive and geared for the future.