Chrishan Perera, Co-Founder and Chief Executive of OMAK Technologies, speaks on navigating economic volatility by restructuring the company into a lean, scalable operation. In this interview, he outlines how OMAK builds resilience through efficient systems, international partnerships, and a flexible work culture. Perera shares his views on leadership as a hands-on, enabling role, focused on trust, accountability, and long-term sustainability in an industry shaped by rapid change and talent migration.
OMAK Technologies develops point-of-sale systems for the restaurant and retail sectors, offering cloud-based and AI-integrated solutions. Its introduction of SaaS-based models and delivery platform integrations has changed how businesses manage orders and operations. By reducing reliance on large teams and on-premise infrastructure, OMAK has enabled clients to lower costs, scale efficiently, and respond to labour shortages. Its products are used across Sri Lanka, India, Qatar, and Dubai, supporting 24-hour service models and automated ordering in drive-thrus and kiosks. The company’s shift toward international B2B markets reflects a broader move from service outsourcing to product-based business models.
How have recent global trade disruptions and domestic economic challenges affected your industry?
Economic uncertainty tends to reduce budgets for new projects and investments. When markets are volatile, companies often delay or cancel planned upgrades or the implementation of new technology solutions. That indirectly affects us, as we are typically involved in these projects. We’ve encountered similar challenges during the pandemic, and the recent economic crisis in Sri Lanka, and our approach has been to build a resilient team that can adapt and manage through periods of uncertainty.
What is OMAK Technologies’ approach to identifying and pursuing growth opportunities?
Our primary growth strategy is expanding globally through strategic partnerships. Identifying the right partners is challenging and often depends on timing and presence in the right networks. We actively engage in multiple markets and industry events to improve our chances. In parallel, we continue to invest in product development and organizational capabilities, introducing new features regularly to remain competitive in international markets.
What led to your decision to restructure OMAK Technologies into a lean organization?
When I assumed the role of CEO, one of our initial steps was to review all ongoing projects and team structures. We conducted a profitability analysis with the board, revealing that several projects were underperforming. This prompted a deeper review of each product’s financial viability and long-term value. As a result, we began restructuring the company into a leaner organization. This shift has improved operational efficiency and scalability, and we’ve seen a positive impact on product development and revenue growth since the transition.
How can OMAK Technologies support businesses through its solutions in the current environment? You’ve previously emphasized the importance of lean organizations—can you elaborate?
Building a lean organization has been a deliberate strategy at OMAK Technologies. It allows us to scale operations efficiently without needing to expand our workforce at every growth stage. This has become especially important in the current environment, where skilled IT talent is increasingly scarce due to migration and global demand. By designing an agile team and product architecture, we can respond quickly to customer needs without being constrained by hiring cycles or restructuring.
For example, when onboarding a large client, we don’t need to launch a recruitment drive or reorganize our teams. Our operations are built on the Azure platform, allowing us to activate new modules or services within minutes. This level of scalability in terms of people and technology will enable us to meet demand without disruption.
This approach is also instructive for other Sri Lankan tech firms aiming to build products for export. Being lean isn’t just about cost efficiency; it’s about being structurally ready to grow without delay. Organizations that scale without expanding their fixed costs are better positioned to handle market uncertainty while pursuing growth.
On the growth front, we’ve established a footprint in Sri Lanka, India, Qatar, and Dubai. These mature markets offer substantial room for digital solutions tailored to specific sectors like hospitality. We’re formalizing strategic partnerships in two additional markets and aim to enter them by the end of the year.
Meanwhile, innovation remains at the core of our strategy. We were among the first in Sri Lanka to introduce SaaS-based restaurant management solutions, cloud-native platforms, and integrated delivery services with platforms like Uber and PickMe. These early moves were not just about technology; they were about identifying pain points in operations and solving them at scale. That mindset continues to shape our roadmap. Several new features and product lines are scheduled for release this year, focused on addressing operational inefficiencies across sectors and supporting our ambition to be a regional player in enterprise technology.
How do you define leadership, and what are your core priorities as a leader?
I prioritize working closely with the team, and over the past several years, that hands-on approach has helped foster a culture rooted in trust, transparency, and mutual accountability. In a highly competitive industry where retaining talent is a growing challenge, especially given the steady outflow of skilled professionals from the country, we’ve maintained exceptionally low staff turnover. That’s not by accident; it’s the result of a deliberate effort to create an environment where people feel valued, supported, and empowered.
One of the core enablers of this has been flexibility. We’ve implemented a remote work model that allows employees to work from home, significantly reducing commuting time and providing a better balance between personal and professional responsibilities. This flexibility directly contributes to mental well-being, motivation, and sustained performance in high-pressure technical roles.
For me, leadership is not about directing from a distance. It’s about being present, communicating openly, and building credibility over time. I focus on enabling the team to make decisions, take ownership, and feel part of the company’s direction. That, in turn, builds resilience at an individual and organizational level, which is essential for navigating uncertainty and scaling sustainably.