Top Row (L–R): Nadika Ranasinghe, Vice President – Strategy and Business Intelligence; Dinali Dunuwille, Vice President – Legal; Vidisha Jayawardena, Vice President – Compliance Officer; Ruwani De Silva, Vice President – Internal Audit.
Bottom Row (L–R): Sumudu Abeygunasekara, Assistant Vice President – Project Finance; Shehani Ranasinghe, Vice President – Company Secretary.
Over the past decade, banking has undergone a profound shift, and institutions like NDB have found themselves at the forefront of this transformation. What was once seen primarily as a vehicle for financial intermediation is now recognised as a foundation for economic stability, investor confidence, and global competitiveness. At NDB, governance has evolved from a compliance-driven obligation into a strategic framework that guides risk management, strengthens trust, and positions the bank for sustainable growth, shaped in part by a new generation of women leaders across critical functions.
In emerging markets such as Sri Lanka, strong governance is essential not only for maintaining domestic confidence but also for attracting international capital and meeting the expectations of sophisticated stakeholders. Transparency, accountability, and disciplined risk oversight are no longer merely defensive practices; at NDB, they underpin innovation, strategic decision-making, and long-term resilience, reinforced by diverse leadership perspectives that strengthen institutional judgement.
Central to this transformation are leaders who combine technical expertise with principled judgement. Increasingly, women are playing a pivotal role in shaping the bank’s future, including Shehani Ranasinghe, Vice President – Company Secretary; Vidisha Jayawardena, Vice President – Compliance Officer; Ruwani De Silva, Vice President – Internal Audit; Dinali Dunuwille, Vice President – Legal; Nadika Ranasinghe, Vice President – Strategy and Business Intelligence; and Sumudu Abeygunasekara, Assistant Vice President – Project Finance.
With nearly three decades across audit, compliance, and finance, how has your perspective on risk and accountability evolved, and how does Internal Audit at NDB today contribute to compliance and trust in a rapidly changing financial environment?
Ruwani De Silva: Managing risk is primarily a responsibility of the first line, which is monitored by the second line. Internal Audit is the third line of defence, providing independent, reasonable assurance to the Board of Directors and Management on risk and controls. In my view, integrity, professionalism, independence, and objectivity elevate the respect accorded to an auditor.
Maintaining independence in thought and action is absolutely essential, ensuring that judgement is not clouded by relationships, familiarity threats, or any commercial pressures. In a highly regulated industry like banking, we must uphold high standards of governance and ensure compliance with all regulations. This is built into all the audit work we carry out.
Auditors also need courage to remain firm, raise difficult findings, and challenge decisions or assumptions made by Management when necessary. This ensures the bank operates within a sound control environment.
Throughout your career, what personal values have anchored you in moments of complexity and uncertainty, and how has being a woman leader shaped the way you approach integrity and accountability?
Ruwani: As a woman leader, the values I hold most are transparency, objectivity, integrity, and accountability. It is about having an ear to truly listen and being empathetic where appropriate, a mind to analyse, and the clarity to express your thoughts and views. It is about creating visibility, making conscious decisions, communicating clearly, and owning responsibility for your area of work.
“As a woman leader, the values I hold most are transparency, objectivity, integrity, and accountability. It is about having an ear to truly listen and being empathetic where appropriate, a mind to analyse, and the clarity to express your thoughts and views.”
It also means having the courage and confidence to uphold ethical standards even in complex or high-pressure situations, while remaining adaptable to change.
Integrity and accountability are embedded as daily practices. They are demonstrated through taking ownership, the boundaries you refuse to cross, and the values you display that others can follow.
Having spent over 30 years at NDB across legal advisory and corporate governance roles, how have you seen the expectations of boards and stakeholders evolve, and what role does the Company Secretary now play in shaping transparent, ethical, and forward-looking governance at NDB?
Shehani Ranasinghe: Over the past three decades, I’ve had the privilege of watching governance transform from a routine compliance checklist into a dynamic, strategic driver of the bank’s success. Today, our stakeholders—from investors to the communities we serve—rightfully expect profound transparency, agility, and a deep commitment to sustainable, ethical growth.
“To me, thoughtful, steady leadership as a woman in governance means being a reliable anchor, especially during times of challenge and rapid change.”
The role of the Company Secretary has similarly evolved. We are no longer just record-keepers but trusted advisors and a critical bridge between the board and executive management. At NDB, my focus is on proactively influencing and shaping a culture where ethical decision-making is woven into our corporate DNA, ensuring our governance frameworks not only protect the bank today but also actively empower its vision for tomorrow.
Looking back on your journey, how have you grown into your voice in the boardroom, and what does thoughtful, steady leadership as a woman in governance mean to you today?
Shehani: Finding my voice in the boardroom was a rewarding journey of building deep expertise and learning to trust my own instincts. Early in my career, it was about mastering the law; today, it is about mastering the room, speaking with clarity, empathy, and conviction to guide strategic conversations.
To me, thoughtful, steady leadership as a woman in governance means being a reliable anchor, especially during times of challenge and rapid change. It is about leading with quiet resilience, fostering inclusive environments where every perspective is valued, and ultimately making balanced decisions that inspire trust and, hopefully, pave the way for the next generation of female leaders.
How has the compliance function transformed from rule enforcement to being strategic in business decision-making, especially in areas like digital banking and regulatory complexity?
Vidisha Jayawardena: The compliance function has evolved from being a rule enforcer to a strategic partner.
This function is far from static; it must meticulously track the ever-increasing regulatory directives and frameworks issued by various authorities, interpret them, and discern their nuances to determine how they apply to the bank. At the same time, the bank itself is rapidly expanding its activities, as well as the range and scale of its services, making this task both dynamic and critical.
Today, in a bank on an active digital transformation journey, compliance plays a proactive role in shaping how the bank innovates and manages risk. Compliance is now involved early in the development of new products and channels, helping to identify regulatory risks, customer protection considerations, and financial crime vulnerabilities before they arise. This enables the bank to innovate responsibly while maintaining trust and regulatory confidence.
At the same time, the growing complexity of regulations means compliance must provide more strategic insight to leadership. My role today is not only to interpret regulatory requirements but also to help the bank navigate them in a practical way that supports growth and resilience.
Compliance requires a balance between guidance, flexibility, oversight, and support. How has your leadership style evolved, and how do you foster trust across teams while upholding high standards?
Vidisha: The compliance function is a very delicate one and requires a careful balance between guidance, flexibility, oversight, and support. My leadership style has evolved from being primarily focused on controls to becoming more collaborative and people-centred while still upholding the highest standards.
“I believe that effective compliance is not about working in isolation or simply enforcing rules; it is about being aligned with business objectives and being responsive to the needs of the bank as well as its core operations.”
I believe that effective compliance is not about working in isolation or simply enforcing rules; it is about being aligned with business objectives and being responsive to the needs of the bank as well as its core operations. It is essential that the compliance function partners with teams, understands the business, and helps colleagues navigate regulatory expectations with confidence. As a leader, I aim to provide clear guidance while encouraging open dialogue so that teams feel supported rather than constrained.
Building trust across teams is central to my approach. I focus on listening, being transparent in decisions, and engaging early when new initiatives or risks arise. When people understand the purpose behind compliance requirements and see that we are working towards the same goal, collaboration strengthens naturally.
At the same time, maintaining high standards is non-negotiable. I believe trust grows when leaders are consistent, fair, and principled. By combining empathy with accountability, I strive to create an environment where teams feel empowered to do the right thing while meeting the highest levels of integrity and regulatory expectations.
With extensive international experience in debt capital markets and investment banking law across markets in Europe, the Middle East, and Africa, what global legal perspectives have you brought to NDB, and how can Sri Lankan banks leverage such expertise to compete in international financing and capital markets?
Dinali Dunuwille: I would say that the biggest perspective I have brought to NDB is the ability to connect global best practices with our local context. My time at a leading investment bank in London gave me firsthand exposure to how developed markets structure and execute debt capital market transactions, where transparency, investor confidence, and innovative structuring are key components.
“The more women contribute internationally, the more it normalises the idea that Sri Lankan female talent belongs in those spaces.”
Coupled with my formative legal experience in Sri Lanka as a partner in a local law firm, I understand the nuances of our regulatory environment and how deals need to be adapted here. That combination allows me to help NDB approach transactions in a way that meets international standards while remaining practical for the Sri Lankan market.
For local banks, this kind of expertise is critical if they want to compete internationally, whether by attracting global investors, participating in cross-border syndications, or positioning themselves credibly in capital markets. It is ultimately about bridging the gap between local realities and global expectations.
Having built a career across different regions and cultures, what lessons have shaped you most as a leader, and how do you hope your journey encourages more Sri Lankan women to step confidently onto global platforms?
Dinali: One of the greatest lessons I have learned from working across different regions and cultures is the importance of adapting and embracing change. Adaptability does not mean dilution; it simply means leading with authority wherever you are.
When working overseas, I witnessed how global institutions operate with complexity, scale, and precision. In Sri Lanka, I experienced firsthand how resourcefulness and resilience drive progress. That combination taught me that leadership is not about following a single model, but about bridging differences and creating clarity for teams in complex environments. Ironically, the more cultures you encounter, the clearer your own values become.
For Sri Lankan women, I hope my journey shows that stepping onto global platforms is not about changing who you are, but about staying true to yourself, working hard, and bringing your strengths with confidence. The more women contribute internationally, the more it normalises the idea that Sri Lankan female talent belongs in those spaces.
What do you see as the biggest financing challenges facing infrastructure and private-sector growth in Sri Lanka today, and how can institutions like NDB structure project finance to drive sustainable economic recovery?
Sumudu Abeygunasekara: Sri Lanka’s foremost challenge is restoring long-term investor confidence in a constrained capital environment. Although the IMF-supported reform programme has helped stabilise the economy, high sovereign risk concerns and elevated funding costs continue to limit infrastructure development and private-sector growth.
The core constraints are clear: currency mismatch risks, stressed corporate balance sheets, and heightened scrutiny of off-taker and sovereign creditworthiness. In this environment, traditional lending is insufficient.
Institutions such as NDB must therefore use disciplined and well-structured project finance solutions that attract capital rather than simply allocate it. This includes blended financing with development partners and strong ESG integration to access climate and sustainability-linked funding.
Sustainable recovery will be driven not by short-term liquidity, but by well-structured, productivity-enhancing investments that strengthen export capacity, energy security, and private enterprise.
Project finance demands patience, resilience, and long-term thinking. How have these qualities shaped your own leadership journey, and what has being a woman in this field taught you about influence and impact?
Sumudu: Project finance is long-term and complex. It requires patience, strong analytical thinking, and the ability to stay steady during uncertainty. My leadership approach reflects these qualities: staying disciplined, remaining calm in uncertain situations, and focusing consistently on creating long-term value.
I have learned that influence comes from credibility and preparation. Strong technical knowledge, clear thinking, and consistent performance earn respect. Representation is a responsibility and proof that leadership in structured finance is built on competence, sound judgement, and integrity.
Ultimately, project finance is about legacy. The decisions we make today shape infrastructure, institutions, and economic opportunity for decades to come, and that long view continues to guide both my leadership and my commitment.
With your background spanning credit ratings, capital markets, and investment banking leadership, how is NDB positioning itself strategically to navigate Sri Lanka’s economic transformation while balancing growth, risk, and innovation?
Nadika Ranasinghe: Sri Lanka is at a significant inflection point, and NDB stands at a similar moment of opportunity. After several years of economic volatility, we are now seeing meaningful signs of macro stability and, importantly, renewed customer confidence. This creates the right foundation for banks to support and accelerate growth responsibly, sustainably, and with a long-term vision.
At NDB, we approach this environment with cautious optimism. Our focus is on capturing emerging opportunities while upholding disciplined risk management and strengthened underwriting. For us, growth and resilience must go hand in hand.
We also recognise that today’s customers—across the retail, SME, and corporate segments—are more sophisticated than ever. Their expectations for speed, convenience, and frictionless interactions continue to rise. This is why digital and technology-led transformation forms the core of our strategy, enabling us to deliver consistently superior, seamless service.
Simultaneously, our high-net-worth clients are increasingly seeking integrated wealth solutions rather than traditional banking products. NDB’s unique group structure positions us strongly to meet this demand, leveraging banking, investment banking, asset management, and private equity capabilities to offer truly holistic financial solutions.
At the heart of all this are our people. By equipping every employee with the right tools, data, and empowerment, we ensure their growth fuels the bank’s growth.
Ultimately, NDB’s strategy balances growth with prudence, innovation with discipline, and digital transformation with human capability, supporting Sri Lanka’s evolving economic trajectory.
Strategy is ultimately about people and purpose. How has your personal journey shaped the way you think about leadership, and what message would you share with young women aspiring to shape institutions and national progress?
Nadika: For me, leadership begins with conviction. Any strategy we pursue must reflect our values, our capabilities, and our aspirations. When you are genuinely aligned with the direction you’re taking, it becomes much easier to inspire others and move together towards a shared goal. Leadership should never feel like an obligation; when it does, it drains energy rather than creating it. Purpose and authenticity are what sustain real progress.
To those aspiring to shape institutions or contribute to national development—whether men or women—remember that impact doesn’t start with a title or a grand plan. It starts with giving your full commitment to what you are already doing. Meaningful change is built on small, consistent steps; without strong fundamentals, even the boldest ambitions cannot endure.
So focus on mastering the basics, staying true to your values, and building a solid foundation. When those pieces are in place, your ability to influence the bigger picture becomes limitless.