Mr Niroshan De Silva, CEO of LAUGFS Leisure, offers a compelling perspective on the leadership strategies that have helped his organisation navigate the challenges of recent global disruptions.
Overseeing two prominent properties – Anantaya Hotel Chilaw and Anantaya Hotel Pasikudah – Niroshan De Silva sheds light on how transparent communication, team empowerment, and agility have played a vital role in maintaining resilience in Sri Lanka’s tourism and hospitality sector.
He also discusses the innovations and leadership qualities that have allowed LAUGFS Leisure to adapt and thrive amidst uncertainty, positioning the business for sustainable growth in the future.
Q: What key leadership strategies have you employed to help your business overcome the significant challenges posed by recent economic or market disruptions?
A: As the CEO of LAUGFS Leisure Limited, leading two properties—Anantaya Hotel Chilaw and Anantaya Hotel Pasikudah—we recently faced challenges that tested the resilience of both our operations and our team. The tourism and hospitality sector has been significantly impacted by global economic shifts, including the pandemic aftermath, inflationary pressures, and shifts in consumer behaviour. To overcome these obstacles, I’ve relied on a few core leadership strategies.
First and foremost, transparent communication has been key. Ensuring that every level of our organisation—from the front desk staff to senior management—understands the challenges we face and the actions we’re taking fosters a sense of unity and shared purpose. I made it a priority to keep the entire team informed about changes, whether in operational strategies or market trends, and encouraged an open-door policy where feedback and concerns could be addressed.
Second, we implemented a focus on agility. In a volatile market, the ability to adapt quickly is crucial. Rather than adhering rigidly to traditional hospitality models, we embraced more flexible strategies, including modifying our service offerings, adjusting room rates dynamically based on market demand, and diversifying our revenue streams by expanding into local and regional markets where demand was more resilient.
A third key strategy has been empowering our leadership team. I worked closely with department heads to ensure they had the autonomy and tools needed to innovate and solve problems on the ground. This decentralisation of decision-making helped us respond faster to issues and allowed us to tailor solutions to the specific needs of each hotel.
Finally, I placed great emphasis on long-term thinking. While short-term pressures were intense, we kept our eyes on the bigger picture. I guided the team to make decisions that not only addressed immediate concerns but also positioned us for sustainable growth and success in the future.
Q: Can you share any innovations or adjustments your company has made to adapt to the rapidly changing market conditions? How have these changes impacted your business’s operations and growth?
A: In response to the rapidly evolving market conditions, LAUGFS Leisure Limited has embraced several key innovations to stay ahead of the curve. One of the most impactful adjustments has been the digital transformation of our customer engagement and service delivery. Recognising the shift towards digital platforms, we enhanced our online booking systems, making them more user-friendly and integrated with multiple channels. We also introduced dynamic pricing models that allow us to adjust rates in real-time based on demand, market trends, and competitor analysis. This flexibility has been instrumental in maximising occupancy and revenue.
Another important innovation was the launch of tailored experience packages. We realised that today’s travellers are not just looking for a place to stay but are seeking unique, immersive experiences. We created specialised packages, such as wellness retreats and eco-friendly tourism offerings, that aligned with emerging consumer preferences. This has not only allowed us to attract new demographics but has also added value to our existing guest experiences.
On the operational front, we invested in sustainable practices, which helped us reduce costs and align with global trends towards eco-conscious tourism. This included initiatives such as water conservation systems, and waste management improvements, making our properties more appealing to eco-conscious travellers while reducing operational expenses.
These innovations have led to a significant improvement in both operational efficiency and guest satisfaction. Despite the challenges we’ve faced, our occupancy rates have steadily improved, and we’ve successfully tapped into new markets. The enhanced guest experience, coupled with operational cost reductions, has set us on a path of sustainable growth.
Q: During periods of uncertainty, what specific leadership qualities do you believe are most important for guiding your team and maintaining business stability?
A: Navigating uncertainty requires a unique blend of leadership qualities that go beyond traditional business management skills. For me, one of the most crucial qualities is empathy. In times of crisis, people are often anxious and unsure about their future. By leading with empathy, I ensure that my team feels heard, valued, and supported. This helps maintain morale and fosters a sense of unity, which is essential for weathering tough times.
Another key quality is decisiveness. While it’s important to gather as much information as possible, the ability to make swift and informed decisions is critical when navigating uncertainty. Hesitation can often lead to missed opportunities or exacerbate existing challenges. As a leader, I focus on making well-considered decisions quickly, while remaining flexible enough to adjust course if necessary.
Resilience is another essential quality. Uncertainty brings a constant barrage of challenges, and maintaining a steady, positive outlook is important for keeping the team motivated and focused. Resilience also involves learning from setbacks and using them as opportunities for growth rather than letting them derail long-term goals.
Finally, visionary thinking is key. During uncertain times, people look to leaders not just for guidance in the present but for reassurance about the future. I work to communicate a clear, long-term vision that inspires confidence and provides a roadmap for how we will emerge stronger from the current challenges. This forward-looking approach helps to build trust and stability within the organisation.
Q: How do you see the future of Sri Lanka’s business environment evolving over the next five years? What key factors do you think will drive growth and success?
A: The next five years hold significant potential for Sri Lanka’s business environment, particularly in the tourism and hospitality sectors. I believe that the future will be shaped by a combination of technological advancements, sustainable practices, and strategic investments.
Technology is already playing a transformative role in how businesses operate, and I see the continued digitalisation of industries as a major driver of growth. For the hospitality sector, this will involve more personalised guest experiences through AI-driven insights, enhanced online engagement, and smarter operational efficiencies powered by automation and data analytics.
Another key factor will be the focus on sustainability. As global consumers become increasingly eco-conscious, businesses that adopt sustainable practices will be better positioned to attract tourists and investors. Sri Lanka’s rich natural beauty gives us a unique advantage in promoting eco-tourism, and I foresee sustainable tourism becoming a cornerstone of the country’s economic growth.
Additionally, government policies and infrastructure development will be critical in shaping the business landscape. Strategic investments in infrastructure, such as transportation and energy, will improve accessibility and enhance business efficiency. Moreover, a stable regulatory environment will be crucial for attracting foreign investment and fostering growth across sectors.
In terms of growth and success, businesses that are agile, innovative, and proactive in aligning with global trends will thrive. Companies that invest in both their people and technology will be well-equipped to face challenges and capitalise on new opportunities.
Q: In the context of global business, how do you plan to position your company to stay competitive while balancing local challenges and global opportunities?
A: In today’s interconnected world, positioning LAUGFS Leisure to compete globally while addressing local challenges requires a nuanced strategy. First, we are focusing on leveraging local strengths to attract global markets. Sri Lanka’s unique cultural heritage, natural beauty, and hospitality tradition are powerful differentiators in a highly competitive global market. By creating authentic, locally inspired experiences at our hotels, we can cater to international travellers looking for more than just luxury—they’re seeking cultural immersion and unique experiences.
At the same time, adapting to global trends is crucial. We’ve aligned our business with emerging trends such as wellness tourism, sustainability, and digital-first guest engagement, which are reshaping the global hospitality industry. By staying ahead of these trends, we ensure our properties remain relevant and competitive on the world stage.
In terms of addressing local challenges, we’ve worked hard to build strong relationships with local communities and government bodies, fostering a collaborative approach that allows us to navigate economic and regulatory hurdles more effectively. Additionally, we are focusing on diversifying our revenue streams to mitigate risks, tapping into both international and local markets for a more balanced growth trajectory.
Ultimately, it’s about finding the right balance—maintaining a strong local identity while incorporating global best practices and innovations that allow us to stand out in an increasingly competitive market.
