With over 140 years of brewing heritage, Lion Brewery ranks proudly as Sri Lanka’s Most Valuable Heritage Brand, the Most Valuable Alcoholic Beverage Brand, and the 9th Most Valuable Brand. In this interview, Chief Executive Rajiv Meewakkala and CSMO Madhushanka Ranatunga unpack the philosophy, strategy, and culture behind Lion’s momentum, from global ambitions to craft innovation and talent transformation, while reaffirming why Lion is not just a product, but a platform for purpose.
Lion Brewery’s brand leadership has been reaffirmed across the category, underscoring its place among Sri Lanka’s most respected corporate brands. From your perspective, what does this signal about where the company stands today and where it is headed?
Rajiv: We’re immensely proud to receive this recognition. It matters to us because it reflects something deeper than just financial performance. It validates the trust we have earned from consumers, the confidence placed in us by partners, and the pride our people feel being part of the Lion story. Leading a 140-year brand means you steward a legacy and not just manage a business.
The rankings are also a sign that our values continue to resonate in a world that’s changing fast. The Most Valuable Heritage Brand award, in particular, speaks to our ability to stay relevant across generations without losing our core identity. It’s a crucial balance between continuity and evolution.
Madhushanka: It’s also a recognition of consistency. We don’t believe in quick wins. Our journey has been one of discipline and the relentless pursuit of quality. For us to be recognised not just in the alcobev category, but across all sectors in Sri Lanka, shows that what we are doing is cutting through, and that our people, products, and purpose are aligned. Each award touches a different aspect of our story. The “Most Valuable Alcoholic Beverage Brand” speaks to our market leadership, the credibility we have built through operational excellence and brand strength. The “Most Valuable Heritage Brand” reflects our cultural relevance and enduring consumer loyalty. And being among the Top 10 “Most Valuable Brands” reaffirms that Lion is more than a beer brand, it’s an enduring symbol of Sri Lankan pride. These awards are not the finish line, they are the starting point for the next chapter. The benchmark keeps rising, and we fully intend to rise with it.
You have spoken about Lion being more than a beverage company. What is the broader growth vision you are pursuing?
Rajiv: We see Lion as a consumer company that happens to brew exceptional beer. But beer is just one format through which we connect with people. What we are really doing is creating experiences, building moments, and strengthening social bonds.
Our vision is to become a multi-format, multi-experience, multi-market business that serves consumers wherever they are, however they choose to unwind, celebrate, or connect. There are five growth pillars that guide this ambition. First is Brand Portfolio Expansion. This includes new product development under the Lion umbrella, as well as importing or brewing global brands that bring variety and premiumisation to our market. You will increasingly see more seasonal, limited-edition and craft offerings that draw from local culture and flavour, a uniquely Sri Lankan take on global beer trends. Second is International Expansion. Lion is already in over 15 markets, and we will continue to deepen our presence in key geographies where there is a strong Sri Lankan community or an affinity for South Asian products with their own unique differentiation. The way we scale internationally will vary; in some markets we will be mainstream, in others we will be premium or niche.
Third is Category Diversification. We are exploring adjacent categories and formats that provide more choice to consumers. These expansions allow us to meet evolving consumer needs, especially among new age consumers who are health-conscious, experimental, and lifestyle-driven. Fourth is Operational Efficiency and Cash Release. Growth is not just about the top line; it’s about freeing up the engine to move faster. We are undertaking a company-wide transformation programme, covering cost and operational efficiency, that allows us to reinvest in innovation, talent, and expansion. Fifth, and perhaps most importantly, is Talent and Culture. You cannot scale sustainably without investing in people. Our goal is to be the employer of choice for the best minds in FMCG. From structured succession planning to learning programmes to building a values-based culture, we are making crucial long-term investments in leadership.
Madhushanka: Every initiative ladders up to one purpose: building a future-ready business that stays human at its core. Whether we are launching a tea infused beer inspired by Ceylon tea, rolling out a solar project with retail partners, or developing female leaders in brewing, we ask the same question: is this moving us closer to the bigger purpose of strengthening the intrinsic link with society and consumers. We don’t want to just grow in volume or value. We want to grow in meaning.
How do you approach innovation while maintaining the integrity of the Lion brand?
Madhushanka: We look at innovation through three lenses. The first is portfolio innovation, developing new formats, flavours, and experiences that resonate with consumers today. This could mean refreshing legacy products, introducing seasonal or occasion-based beers, or even leveraging local ingredients to create craft-inspired brews that are distinctly Sri Lankan. The second is brand experience innovation, how we show up in ways that create memorable, engaging encounters with the brand. We believe Lion lives in the consumer’s memory through experience as much as taste. We’re building partnerships that make the brand more immersive, wherever culture and community come together. The third is backend or process innovation. Behind every bottle is a supply chain, a brewery, a set of systems that must evolve. We are investing in digital brewing tech, automated quality testing, and sustainable sourcing. It’s not glamorous, but it’s what makes innovation scalable.
Rajiv: And innovation is just as important behind the scenes. We are moving towards radically reducing our carbon footprint. It includes everything from clean energy adoption to rethinking water and waste usage. We also test products on a small scale, like our innovation brewery in Biyagama, before scaling to market. This helps us de-risk and stay agile. One thing we don’t compromise on is our brewing philosophy. Every new product must meet or exceed our prevailing quality standards. You cannot experiment at the cost of excellence. Our consumers are smart, and we honour that intelligence with everything we do.
Lion is now in over 15 countries. What’s next for the international business?
Rajiv: We are sharpening our focus on priority markets where there is strong consumer affinity and growing mainstream interest. Our performance in Maldives, Africa, and parts of the Middle-East gives us confidence. We are now customising brand and pack formats to specific market needs and driving towards better understanding consumer and trade environments in specific markets.
We’re also looking at deeper partnerships. Whether it’s new distribution alliances, locally-managed brewing and bottling, logistics and warehousing, or even country-specific marketing, it’s not just about being present but being relevant and profitable. This is essential to building the next stage of scale.
Madhushanka: The other side of that coin is portfolio localisation. What works in Colombo doesn’t always translate in Ontario or Nairobi. So we’ve become more disciplined in testing concepts, understanding local occasion dynamics, and even modifying the taste profiles or packaging based on regional preference.
We also monitor macro shifts, including the growing demand for low-alcohol, no-alcohol, and health-conscious choices. We’re focused on building a portfolio that earns global respect while staying locally relevant and loved.
Lion is known for its leadership culture. How do you sustain that across such a large organisation?
Rajiv: We believe leadership emerges when people are empowered, not just promoted. That’s why we have invested in cross-functional exposure, leadership rotations, and learning journeys that take future leaders out of their comfort zones. It’s about creating space for initiative and rewarding curiosity. We also keep our leadership grounded. Our plant visits, market immersion trips, and customer shadowing programmes ensure that decision-makers stay connected to reality. There’s no substitute for seeing how your choices affect people on the ground, from factory workers to retail partners.
Madhushanka: And it’s backed by structure. We run structured leadership programmes at different levels, from management trainees to senior leadership development. The idea is to not just groom future leaders, but to ensure continuity and character. Some of our proudest leadership stories are of people who have grown within Lion. Some have started in brewing and now lead innovation. Others have transitioned from brand management to field sales. These are shifts that speak to Lion’s belief in versatility through cross-functional growth. Our vision is not to produce managers. We are developing changemakers who can lead with empathy and execution.
Where the Story Began – Ceylon Brewery Ltd Nuwara Eliya
Let’s talk brand. What’s next for Lion as a brand platform?
Madhushanka: We are moving Lion from just being a product to being a platform, a lifestyle brand that lives across experiences, conversations, and causes. It starts with understanding that the Lion brand means being bold, local, and confident without being arrogant. Our job is to take that spirit and translate it into content, community, and commerce. You will see us show up more in the spaces and moments that matter to our consumers. We are also exploring new formats such as limited editions, collabs, and merch drops, all of which keep Lion fresh and interesting without diluting the brand’s DNA.
Rajiv: We want to expand that meaning by building on moments of pride, resilience, and belonging. That’s why we have taken a deliberate step to support national causes, from clean water access to circular economy initiatives through aluminium recycling, to building human capital in the hospitality sector. These are not CSR tactics, they are an extension of our brand purpose.
Any final thoughts as you look ahead?
Rajiv: The Lion story is still unfolding. We are proud of our incredible 140 year journey, but more excited about what lies ahead. In the years ahead, our focus will be on building deeper consumer connections and strengthening our relevance across the world. But one thing that won’t change is our belief in doing business the right way, with purpose, with people at the core, and with a long-term mindset.
Madhushanka: And we will continue to lead with character. That’s our true competitive edge. Not our scale, but the way we show up for consumers, partners, and communities. We want to be admired for not only the beer we produce, but for the business we build. We believe that’s the Lion legacy and the Lion future.
Further information about the 100 Most Valuable Brands in Sri Lanka:
Sri Lanka’s Top 100 Most Valuable Brands
Introducing Brand Finance and Sri Lanka’s Most Valuable Brands
Brand Valuation Methodology: Identifying Sri Lanka’s Top 100 Brands