By Dr. Sarath Obeysekera

After graduating and working overseas in the UK and Norway, I returned to Sri Lanka and joined Colombo Dockyard as a consulting engineer. My task was to help develop new business opportunities in general engineering to fill the revenue gap caused by the decline in ship repairs and new boatbuilding work.

At that time, Dockyard was a state-owned enterprise, and its marketing approach was not very aggressive. We therefore looked for new engineering opportunities and started securing steel fabrication projects, including API 650 steel tanks for Ceylon Petroleum Corporation and the fabrication of large-diameter steel pipes for industrial projects.

The company also needed to modernize its welding technology. A new generation of energetic young engineers — Sri Lankan graduates together with Bulgarian, Russian, and East German-trained engineers, supported by experienced marine engineers — took up the challenge with pride and enthusiasm. We worked as a mission-driven team to introduce advanced welding technologies. International certification authorities such as Lloyd’s Register gave valuable guidance and support, helping Dockyard reach a very high standard.

After four years, I joined another state-owned corporation where I tried to change the working culture. Instead of depending only on reports from managers, I personally visited project sites to understand the real ground situation. When engineers presented bar charts and progress reports, I questioned them closely about delays and practical problems. This sometimes made them uncomfortable, but gradually managers became more involved in solving problems rather than merely preparing reports.

This hands-on approach improved morale, accountability, and dedication among managers and engineers. Better systems were introduced, and several projects were completed within budget and on schedule.

Later, after Japanese investors took over Dockyard, I was invited to return as CEO at the age of 44. Armed with practical engineering experience, management skills, and determination, I accepted the challenge.

At my very first meeting with my former engineering colleagues, I explained clearly that while we had worked together as friends before, the responsibilities of leadership required professional discipline. I asked them to address me formally as Managing Director rather than by my first name.

Work at Dockyard began sharply at 7:30 a.m. I often stood at the entrance gate myself to ensure engineers arrived on time, wore their white overalls, and were ready to mobilize the workforce. This created a sense of urgency and discipline throughout the yard.

Over time, Dockyard became a workplace where employees were proud to say they worked there. Morale improved significantly, although a few senior managers were unhappy with my strict management style. Those unwilling to adapt were asked to leave.

My experience taught me that personal involvement by leadership is critical. The Japanese management philosophy of leading from the front, understanding operations firsthand, and demanding discipline can transform an organization.

Sri Lanka today needs CEOs with this kind of outlook — leaders who are willing to leave their air-conditioned offices, visit project sites, understand realities on the ground, motivate staff, and make difficult decisions when necessary. True leadership is not about titles or privileges. It is about commitment, discipline, accountability, and setting an example for others to follow.

Regards

Dr Sarath Obeysekera