Leading Change in Investment Banking

How did you navigate the journey from software engineer to CEO?

My journey from software engineering to becoming the CEO of a capital investment bank has been far from linear. It was a major transformation of skills, interests, and direction. I started with a degree in computer engineering, and during my university years, I developed a growing curiosity about the world of business ― even though technology remained my strongest foundation.

After two years as a software engineer, I came across an unexpected opportunity at a leading bank that completely changed my career path. Over the next two decades, I experienced multiple economic cycles and gradually rose to lead a diverse portfolio at NDB Capital Holdings ― spanning investment banking, asset management, private equity, and cross-border operations.

What leadership techniques have you found most effective across different economic cycles?

Leading a large financial group like NDB Capital Holdings has meant constantly adapting to changing economic realities. Since 2019, Sri Lanka has faced several major challenges ― from the Easter attacks and the COVID-19 pandemic to ongoing economic instability. Each part of our business responded differently: wealth management performed strongly during periods of high interest rates, while capital market activities slowed due to volatility and uncertainty.

From these experiences, I’ve learned a few vital lessons:

• Keep a long-term focus. A three- to five-year strategic vision helps steer the organization through short-term disruptions while keeping innovation and growth in sight.

• Empower your people. In a service-driven industry, success depends on human talent. Investing in recruitment, skill development, and motivation during difficult times builds future strength.

• Be transparent. Open and honest communication with employees, boards, and shareholders builds the trust and unity needed to navigate uncertainty.

How do you integrate technology into leadership and business success?

My background in information technology has been a key strength throughout my career. I see technology not just as a technical tool, but as a catalyst for transformation. In today’s world, digital systems are vital for efficiency, data-driven decision-making, and an enhanced customer experience.

Under my leadership, we developed our own wealth management applications, digitized IPO processes, and implemented real-time decision-making systems ― all of which became crucial during the pandemic. We also formed a digital committee with strong board oversight to ensure continuous innovation and technological progress.

How do private equity and technology drive market expansion in your view?

I believe private equity and technology now work hand in hand to drive business growth, especially in Sri Lanka. Private equity thrives on scalability ― finding companies with the potential to grow beyond our relatively small domestic market.

Technology plays a dual role: it improves operational efficiency and opens up new markets through digital channels. This proved especially critical during the pandemic, when businesses needed to adapt rapidly.

In recent years, I’ve seen a strong rise in Sri Lankan startups, fintech and AI summits, and international investor interest. Venture capital and institutional investors are increasingly drawn to local fintech, insurtech, and digital ventures because of their potential for rapid expansion and innovation.

How do you see Gen Zs driving new business frontiers through fintech and analytics?

I’m deeply inspired by how Sri Lanka’s Gen Z is reshaping the business environment. Their energy and enthusiasm for fintech, analytics, and digital entrepreneurship are remarkable. Unlike traditional businesses that relied heavily on physical assets, today’s ventures use the internet and AI to build new industries that emphasize creativity and adaptability.

Of course, access to capital is still a challenge when compared to larger regional economies. However, I’ve noticed significant progress. The startup ecosystem is expanding, and universities are quickly introducing programs in fintech and analytics. These developments are preparing the next generation to challenge conventional business models and create new economic value.

What role do scalability and entrepreneurial fit play in your private equity decisions?

When managing investment funds such as the Emerald Sri Lanka Fund, I focus on two key factors when selecting companies to invest in.

• Scalability: I look for export-oriented businesses that can grow beyond the limited domestic market, which tends to saturate quickly.

• Entrepreneurial strength: I prioritize working with visionary, transparent, and resilient founders. The right entrepreneur can transform a small venture into a market leader capable of surviving economic cycles and thriving long-term.

What opportunities and challenges do you see in foreign investment within banking and finance?

I’ve seen renewed interest from global investors in Sri Lanka, driven by improving stability, economic reforms, and stronger anti-corruption measures. Still, the financial sector faces challenges ― it remains fragmented, competitive, and limited by its market size.

At present, most foreign capital enters through debt instruments, reflecting a preference for security over rapid expansion. I believe that with further consolidation and regulatory reform, more long-term equity investments will follow.

Why do you believe compliance has become a prerequisite in corporate governance?

For Sri Lankan companies seeking capital, strong corporate governance is now essential. Regulatory expectations have risen sharply in areas such as taxation, anti-money laundering, cybersecurity, and industry-specific compliance.

Today, due diligence is a critical part of any capital-raising effort, public offering, or merger. These changes are part of a broader global trend that is shaping the way local companies operate and present themselves to investors.

How do you balance compliance and innovation as parallel priorities?

I don’t see compliance and innovation as opposites ― they complement each other. While compliance ensures stability and credibility, innovation drives competitiveness and relevance.

With Gen Z customers increasingly engaging through digital and social platforms, businesses must innovate in how they communicate and deliver services while still maintaining strict regulatory standards. For me, both elements are equally important to build a sustainable and future-ready organization.

How do you view the importance of building networks and trust in cross-border investment?

In my experience, cross-border expansion isn’t just about establishing a presence in another country ― it’s about building meaningful relationships. Partnerships with international banks, advisors, and specialized institutions are essential to accessing markets in regions like Indonesia, Malaysia, Vietnam, and Bangladesh.

We maintain visibility through active participation in global conferences, digital marketing, and virtual networking events. In an increasingly digital world, these connections are vital for building trust and unlocking new opportunities.

How do you approach strategic decision-making amid global shifts?

In investment banking, every strategic decision must consider global factors ― from inflation and currency changes to trade tariffs and shifting market trends. I rely heavily on forward-focused research and close collaboration with our board and senior leadership to make informed, risk-aware decisions.

For instance, when the United States adjusts tariffs, it has a direct impact on Sri Lanka’s apparel exports. These changes influence demand, production, and investment cycles, requiring us to adapt quickly. I believe that the organizations that anticipate such changes and act decisively are the ones that endure.

How do you balance passion, leadership, and education?

Balancing executive responsibilities with education and personal growth has always been important to me. I enjoy giving guest lectures and speaking at public events ― it keeps me intellectually engaged and connected with new ideas. This ongoing learning not only sharpens my leadership but also fuels my passion for the work I do every day.