Today’s tech landscape is rapidly evolving, shifting leadership from top-down decision-making to a focus on mutual trust, adaptability, and purpose. This change is especially evident in the B2B e-commerce software space, where digital transformation and talent expectations are redefining how companies operate. In a conversation with Echelon, Tharanga Perera, Country Head of Sana Commerce Sri Lanka, discusses shifts in the industry and how his role positions him to respond to the evolving demands of both the workforce and the market.
With a strong global presence and a growing local footprint, how would you describe Sana Commerce Sri Lanka’s identity within the broader company?
Sana Commerce Sri Lanka is a vital part of a global organisation, based in the Netherlands, with offices in Ukraine, Colombia, Dubai, and a new one opening in Egypt.
Sana Commerce Sri Lanka is a dynamic extension of the global Sana Commerce brand. While we operate within a unified global framework, our local team brings unique strengths in agility, technical expertise, and customer-centric innovation. Since our establishment in 2014, we have been deeply integrated into the company’s global operations, contributing to product development, implementation, add-on and platform developments, and strategic initiatives. Our growing footprint in Sri Lanka reflects both the trust placed in our capabilities and our commitment to delivering value across markets. In addition, we now function as a finance centre of excellence for the wider group.
With rapid shifts in global B2B commerce, how are you equipping your teams, especially in Sri Lanka, to stay ahead of emerging tech and market demands?
We focus on adaptability and an open mindset, which are essential in such a fast-paced environment. Our teams are naturally customer-centric and willing to go the extra mile, which enhances collaboration and delivery. Beyond attitude, we actively invest in upskilling through dedicated Learning Management Systems, mandatory training, cross-team learning, and support for professional certifications. By fostering a culture of curiosity and resilience—aligning ourselves and living with the core value of being determined to grow—we ensure our people are doing more than just keeping pace with change. We empower them to help shape it.
We hold monthly company-wide sessions where teams share updates and insights, helping to spread knowledge across the organisation. Managers are also encouraged to discuss AI adoption in one-on-one meetings and track progress periodically. This ensures that innovation is shared as part of our broader culture. We also create opportunities for hands-on learning with internal experts. This culture of continuous development, combined with a strong sense of purpose, allows our teams to remain competitive and contribute meaningfully to the success of the global business.
What role does ERP-native commerce play in building future-ready B2B ecosystems, and how do you see this evolving with advances in automation and real-time data?
At Sana Commerce, we believe ERP-native commerce is essential for building future-ready B2B ecosystems. By integrating directly with ERP systems like Microsoft Dynamics and SAP, we ensure our customers’ webstores operate on real-time, accurate data, eliminating silos and manual syncing.
This empowers them to deliver personalised experiences, live inventory visibility, and seamless self-service to their buyers. As automation and real-time data capabilities advance, our platform supports intelligent workflows, predictive insights, and scalable integrations through an API-first architecture.
This transforms e-commerce from a standalone channel into a strategic extension of business operations. With Sana Commerce, our customers’ ERP and webstore work as one—driving agility, efficiency, and long-term growth. This, of course, aligns with our core value: supercharge our customers.
In a talent-driven industry, how are you preparing the next generation of leaders and tech experts from within the Sri Lanka team?
Talent development is a strategic priority. We invest in mentorship programmes, leadership tracks, and technical upskilling tailored to individual growth paths. Our goal is to create an environment where emerging leaders and tech experts can thrive, take ownership, and contribute meaningfully to global projects.
We have formal training programmes in place alongside mentoring structures that pair junior staff with experienced professionals. Managers play a key role in identifying high-potential individuals and guiding their development through regular feedback, goal setting, and exposure to strategic initiatives.
We also encourage knowledge sharing through a combination of formal and informal channels. We take a deliberate approach to building leadership capabilities, so team leads are not only chosen for their technical skill but also for their ability to inspire and support others. By fostering a culture of personal responsibility and open communication, we create an environment where emerging leaders can thrive. We want local talent to grow into roles that shape the direction of our products and our teams—as well as the wider business—at a global level. We also emphasise diversity, inclusion, and collaboration to build well-rounded professionals ready for global challenges. With this, we align ourselves with another Sana Commerce core value: to be bold together.
What core principles define your leadership style, and how will you apply them as the Sri Lanka team navigates future transitions and growth?
I believe in being grounded in openness, trust, and empowerment. Transparency and open communication are the foundation of strong teams, especially during periods of growth and change. When people understand the bigger picture and feel their voices are heard, they naturally become more engaged.
I see my role less as a traditional manager and more as a facilitator and enabler—someone who creates the space and support for others to thrive. Empowering individuals and teams means allowing them to take ownership, make decisions, and collaborate directly with stakeholders. This autonomy helps build confidence and accountability, which are essential for developing future leaders.
At the same time, I remain available to guide, listen, and provide the support they need to succeed while maintaining a strong focus on results. As our workforce evolves, so do their expectations. Today’s professionals value flexibility and opportunities for growth beyond traditional models.
We recognise this shift and actively work to align company goals with individual aspirations. A culture of mutual respect, open dialogue, and shared purpose is critical if we wish to pursue a sustainable future for both company and employee alike.
Growth is not just about scale—it’s about evolving together with purpose and integrity. This will make us the champions of our league, as we continue to deliver lasting success, balancing quick wins with long-term value as a company.