Dr. Samantha Ratnayake, Senior Lecturer at the Postgraduate Institute of Management, recently held a leadership dialogue with Mr. Gehan Rajapaksa, Chief Executive Officer of Amana Life Insurance, and Mr. Shiva Karthikan, Chief Executive Officer of Amana Takaful General Insurance.

Together, they represent a fascinating and synergistic leadership combination that makes for an engaging discussion. Let us begin by understanding their personal journeys.

Dr. Samantha Ratnayake:
Gehan, could you begin by sharing your career journey with us?
Thank you, Dr. Ratnayake, and thanks to Global CEO Magazine for this invitation.
I studied at Trinity College, Kandy, and later pursued a postgraduate degree at PIM. During my campus days in 1989, amidst the unrest prevailing in the country, I joined Eagle Insurance as a management trainee.

I remained with Eagle until 2012, witnessing its transition from Eagle Insurance to Zurich Financial, then to Aviva, and finally AIA.

After leaving AIA in 2012, I joined LOLC Insurance as CEO for both Life and General Insurance. After three years, I moved to Amana Takaful in 2017, tasked with the challenge of transforming the company. That transformation mandate from the Board still guides my work today.

SR: Karthik, could you also tell us about your journey?
Shiva Karthikan:
I come from a very modest background. My studies were entirely in India, after which I returned to Sri Lanka in 2004 and joined Janashakti Insurance as a management trainee. Following my superiors’ advice, I pursued professional qualifications, completing the Chartered Insurance Diploma, Advanced Diploma, and the Fellowship of the Insurance Institute.

I spent 11 years at Janashakti, leaving as AGM – Technical. Afterwards, I worked overseas in Qatar for six years, heading a department. On returning to Sri Lanka, I joined LOLC, heading underwriting and operations for three years.

Nearly two years ago, I was given the opportunity to lead Amana Takaful General Insurance as CEO. It has been both a personal and professional aspiration to prove myself in this role, with strong expectations from the Board.

SR: Gehan, what is your leadership philosophy?
Gehan Rajapaksa:
I would not call it a philosophy, but for me leadership is about truthfulness. Truthful in your desire to make a change, in your actions, and in your strategies. I respect and value sincerity above all.

My team knows what to expect from me—there is predictability in my responses. I also believe in having a clear vision, breaking it down into simple steps, and communicating it effectively. Leadership is about enabling the team to carry the strategy forward.

SR: Karthik, how would you describe your leadership philosophy?
Shiva Karthikan:
For me, leadership is by example. I practise what I have learnt from my superiors and try to inculcate those values in my team.

Integrity is key in financial services. I encourage continuous upskilling and taking extra effort. Today’s generation needs frequent challenges, so I focus on giving them direction, motivating them, and understanding their aspirations.

At Amana, I had to both unlearn and relearn because of its 25-year legacy. Change management became central. I first studied the company’s priorities and then worked with people to implement change gradually.

SR: Both of you represent different ethnic backgrounds yet lead one company in unity. How do you manage diversity in people management?
Shiva Karthikan:
Since my education was in India and I worked overseas, dealing with multicultural environments has never been a challenge for me. I firmly believe in “unity in diversity,” which Sri Lanka too should embrace.
At Amana, we never consider religion or ethnicity when recruiting. We focus purely on skills and capabilities. Communication is critical—transparent, inclusive communication ensures that change is accepted. By engaging in all three languages, I am able to connect with employees across backgrounds and build trust.

Gehan Rajapaksa:
When I joined in 2017, the Board wanted to transform Amana from being seen as “by the Muslims, for the Muslims” into an open, inclusive company.

My vision was to create a “miniature Sri Lanka” within the company—ethnically harmonious and culturally diverse. We established a sense of common aspirations and celebrated diversity through cultural activities. This has been well received, with no resistance. Today, Amana Takaful is a very different company it compared to a few years ago.

SR: Finally, what message would you like to share with fellow CEOs and aspiring leaders?
Gehan Rajapaksa:
At Amana Life, our strategy was to set up a business model and break it down into simple, communicable steps. Every employee, even advisors, understands it.
Sensitivity to cultural nuances is essential, especially when diversifying. I spend time on the ground to ensure fit and inclusivity—for example, using representative imagery from all parts of Sri Lanka.

For aspiring CEOs, know your strengths and weaknesses, and listen to those around you—sometimes their advice is more decisive than your own. Take risks, experiment, and give young talent opportunities beyond stereotypes. Innovation is key: at Amana, we pioneered telemedicine services with motor insurance, a first in Sri Lanka. Innovation motivates teams and drives growth.

Shiva Karthikan:
For me, the message is simple: lead by example, communicate openly, and never stop learning. Change is inevitable, but if well communicated and managed with empathy, it can transform organisations and people alike.⸻

SR:
Thank you, Gehan and Karthik, for sharing your inspiring journeys and philosophies. Your synergy, inclusiveness, and innovation showcase exactly the kind of leadership Sri Lanka needs today. We look forward to continuing this dialogue with more success stories in the future.