Built on the principle of delivering quality with value, Susiko Bakers has grown into a trusted name both at home and abroad, reimagining Sri Lankan cuisine for global markets while staying true to its roots. Suwimal Rupasinghe, Managing Director of Susiko Bakers – Srinko Group of Companies, discusses the values, strategies, and vision that continue to shape Susiko’s journey.
What personal values and leadership principles have shaped your role in building Susiko Bakers into a trusted brand that is known for quality and innovation?
I’ve always believed in the principle of value for money, and this philosophy guides the way we work at Susiko. This is especially true in the food industry where products are sourced directly from farmers; quality should not have to come with unreasonable costs. Whether foreign or domestic, we strive to deliver real value to our customers.
In terms of leadership, I encourage out-of-the-box thinking and discipline to turn ideas into action. Many gaps in the market go unnoticed, and success lies not only in identifying them but in implementing solutions with consistency and focus. I often remind my team of a quote I live by: “Today is difficult, tomorrow will be harder, but the day after tomorrow will be beautiful; most people give up tomorrow evening.”
In what ways has Susiko shaped the narrative around Sri Lankan cuisine, and what strategic choices have helped it stand out in a competitive market?
We’ve worked to change the narrative by showing that traditional foods can be sold in new ways. Many don’t think Sri Lankan dishes can be exported, but with creative thinking, they can be. When we launched our frozen meals following the Easter attacks, our focus was on generating revenue. We entered the new market through white labelling. This allowed us to convince distributors by manufacturing under their established brands—a strategic choice at the time. As we consolidated, we gradually built our own brand alongside this.
This shift was also cultural. Taking over from my father meant moving away from more traditional ways of doing business and pushing to adapt. To stay competitive, I pursued foreign markets and new technology, even when it felt unfamiliar. Ultimately, our most strategic decisions came down to balancing revenue generation with brand building. We had to decide where our priorities lay before we moved forward.
How does Susiko approach product innovation and sustainability while staying true to its original promise of quality?
We work with simple products, so innovation means finding new ways to meet customer needs. One of our main exports to New Zealand is peeled onions, which has nothing to do with ready-to-eat meals. It’s about convenience. By identifying this demand, we built a brand reputation for quality, making it easy to introduce new products under the same name.
Sustainability is a bigger challenge. While Sri Lankan ready-to-eat meals are in demand today, future generations abroad may not crave these foods as much as their parents did. Unlike Indian or Pakistani markets, where cultural ties remain strong across generations, Sri Lankan cuisine may not sustain the same pull. Thus, we’re diversifying into Indian and Pakistani meals. Working with the same distributors who already handle our products allows us to maximise the value of existing production facilities while giving distributors a single, reliable supplier.
What challenges do Sri Lankan food exporters face in scaling internationally, and how do brands like Susiko navigate this space?
Right now, we’re operating in the frozen ready-to-eat meals space, which is still a new concept in Sri Lanka, even though it’s well-established abroad. The main challenge here is infrastructure, especially cold storage. There’s only one company in Sri Lanka that provides this service, so without your own freezing facilities, it’s almost impossible to enter the market.
When Susiko started, we were able to rent refrigerated containers since few people were in this space. Today, that’s no longer possible. You’d have to purchase a unit upfront, and this is a major fixed cost and risk for any new venture. It’s expensive simply to use the existing provider’s storage services, given the electricity and logistics costs of maintaining -18°C storage. While market opportunity is abundant, lack of infrastructure makes entry difficult.
What is your long-term vision for Susiko Bakers, both in terms of business growth and in preserving its identity as a brand trusted across generations?
Our focus has been on exports, mainly catering to Sri Lankan communities abroad. But the local market is actually larger, with far more potential to grow. While most companies establish themselves locally and then move to exports, we’ve done the reverse. We started by building credibility overseas, and now we’re bringing it back home.
In Sri Lanka, the gap lies in convenience. The new generation craves traditional Sri Lankan food but doesn’t know how to cook it, or doesn’t have the time. Our ready-to-eat meals give the option of authenticity without compromise. Entering the local market comes with its own challenges, as there’s an education cost in building awareness and changing habits. While we’ve already proven ourselves abroad, the response at home is still unknown. It’s a new space for everyone, and over the next few years, we’ll see how the market evolves as people experience the value of convenience we’re offering.