What gave you the conviction to carry B.P. de Silva forward during one of its most difficult periods?
When my father became ill, the company was heavily in debt and there was a feeling that we should leave Singapore and return to Sri Lanka. But B.P. de Silva had already endured for more than a century. I felt that walking away would not only mean losing the business, but also letting down the people and institutions that had placed their trust in us.
We made considerable personal sacrifices to recapitalise the company and chose to stay. It was an extremely difficult period, but protecting the company’s reputation mattered deeply to me. We persevered and, over time, rebuilt the business. That experience taught me that heritage is not simply something inherited. It is something each generation of people must be willing to protect.
What does reinvention look like in a family business without losing its soul?
For a family business to endure for more than 150 years, there must be something of value at its heart. Generations of shareholders, employees and partners have supported the company and the philosophy behind it, sometimes through very difficult periods.
Reinvention is necessary, but it must be guided by a long-term view, transparency and trust. The business can evolve in what it does and how it operates, but the values at its centre should remain recognisable. That is what allows a company to move forward without losing its soul.
How would you describe your philosophy of leadership?
Leadership begins with integrity. Early in my career, I faced situations in which the easiest option might have benefited me personally, but not the people who had placed their trust in me. I chose transparency, even when it made the process slower or more difficult. The trust created by those decisions lasted far longer than any individual transaction.
Trust cannot be claimed; it must be earned through consistent action, particularly when decisions are uncomfortable. I try to listen carefully, respect different perspectives and decide firmly once the principles are clear. Ultimately, I see leadership as stewardship: leaving the people, institution and reputation stronger and more trusted than I found them.
What is non-negotiable in the culture of B.P. de Silva?
Respect. Everyone must be treated properly and fairly, regardless of their position or seniority. Short-term financial results are never enough if they come at the expense of how people are treated.
Trust is equally important. The way we speak to people, the fairness of our decisions and the consistency of our actions all determine the culture we create. For me, respect and trust are not optional. They are the foundation of the company.
What kind of person will thrive at B.P. de Silva?
Someone who is sincere, willing to try their best and open to learning. A person does not need to arrive knowing everything. B.P. de Silva should be a place where people are given opportunities to explore, develop and discover what they are capable of.
What matters most is their attitude: whether they are genuine about what they want to contribute and willing to grow over time. Skills can be developed, but sincerity and the desire to do one’s best must come from within.
If a young graduate joined B.P. de Silva today, what kind of journey would you want them to have?
I would want it to be an enjoyable and expansive journey, not one limited to what they studied or what they already know. I hope they have the freedom to explore different possibilities, develop an entrepreneurial spirit and learn by taking chances.
A career should be more than a series of tasks or titles. It should be an opportunity to discover new abilities, contribute meaningfully and enjoy the process of becoming who you are capable of being.
