Great leaders always look for new ways to push their organization forward, and technology has historically been one of the top drivers of transformation. However, this only describes one part of the equation.
In a conversation with Echelon, Chandi Dharmaratne offered a timely reminder: growth does not come from technology alone, it comes from people. Her experiences over the past 25 years of her career have led her to view growth as a function of human potential, agile organizations, and collaborative ecosystems, and she believes that talent remains the key driver of progress. To be effective, it then follows, an organization must use transformative technologies to empower the core capabilities and decisions of the people in their ranks, not implement said tools in broad, unfocused strokes.
Notably, Dharmaratne’s trajectory in HR leadership has culminated in her appointment as Shoretree Holdings’ Chief Growth Officer. This indicates that the global tech firm has placed human capital at the center of its strategy, positioning itself not only to attract top-tier talent but also to cultivate its existing members in a landscape where many are attempting to take a tech-first approach instead. Dharmaratne’s comments shed light on the reasoning behind this focus and why it benefits Shoretree Holdings as well as the businesses it partners with. Further, she believes this ethos could benefit the country as a whole.
Your career has evolved from HR leadership to now serving as Chief Growth Officer. How has your background in human capital management shaped the path to this point in your career?
For me, people have always been the starting point, and the throughline, of everything I do. Early in my career, I realized that talent is one of the most undervalued assets within an organization. In fact, I believe it’s so critical that it deserves to be reflected on the balance sheet. Because when talent is nurtured, without a doubt, it becomes the most powerful driver of growth and differentiation. My grounding in HR, especially in learning and development, taught me that when people grow, business results follow.
That mindset shaped my transition from HR leadership into the Chief Growth Officer role. Today at ShoreTree Holdings, I work across a diverse portfolio of businesses, but the common thread is always the same: growth that’s powered by people. Whether we’re expanding into new markets or navigating digital transformation, the real differentiator is how well we align talent, culture, and execution.
HR gave me a lens to see growth not just in terms of revenue or market share, but in terms of agility, capability, and resilience. At the end of the day, sustainable growth is built on strong teams with shared purpose, and that’s what I continue to focus on. I’m proud that my strong belief in people as the true drivers of growth and differentiation aligns closely with the vision and values of ShoreTree Holdings.
As someone who has led digital HR initiatives, what are your views on how technology is reshaping both manual and skilled labour markets, and how can organizations prepare their workforce for this shift?
We’re witnessing a fundamental redefinition of work. Technology is not just automating manual tasks, it’s reshaping skilled roles, demanding new capabilities, and opening up entirely new job categories. But I’ve experienced that this shift can be empowering if we handle it right.
One of the things that’s notable at ShoreTree is how we approach this transition. We’ve implemented real-time workforce planning tools for clients that don’t just increase visibility, they give leaders the power to act with insight. But technology alone isn’t the solution. The real impact happens when we prepare people for the change, not just the systems. We embed learning into daily workflows, encourage experimentation, and focus on building digital confidence at every level. I’ve seen firsthand how a well-supported team can turn transformation into opportunity. It’s not about rolling out the newest tools; we take a phased approach, tying each initiative back to business outcomes and making sure people understand the ‘why’ behind the change.
When they see how it makes their work better, not harder, adoption follows. Because tech isn’t the only thing at the heart of digital transformation—there’s trust. And that’s something we must focus on building deliberately, over time.
How can business leaders ensure that innovation remains human-centric, especially when integrating automation and AI into core operations?
For innovation to remain meaningful, it must remain human. That starts with clarity, being absolutely clear on the problem we’re solving and for whom. At ShoreTree, we never introduce AI or automation in a vacuum. We bring people into the process from the beginning, those who are closest to the work and understand the nuance. Whether it’s a frontline operator or a data analyst, their insights shape the design and ensure relevance. We also resist the temptation to ‘automate chaos.’ We spend time understanding the workflow, the data, and the decision-making that underpins it. And we remind ourselves constantly: AI can highlight trends, but it is human judgement that turns those insights into impact.
When people feel like co-creators rather than end-users, the solutions work better, and adoption happens naturally. That’s how you keep innovation grounded in the people it’s meant to serve.
Drawing from your experience across Sri Lanka, Malaysia, and Indonesia, what are the key traits that businesses must develop to stay globally competitive?
As I look back and reflect on the most successful organizations I’ve worked with, a few core qualities consistently stood out. These were the companies that didn’t just grow, they thrived and remained globally relevant through constant change. If I were to name the traits they all shared, I’d confidently say: agility, cultural intelligence, digital fluency, and strategic foresight.
Crucially, they lived these qualities in everything they did. Agility is more than just speed, it’s about the ability to pivot with purpose when market dynamics shift. I’ve seen this in action firsthand. When we expanded into Asia, we had to quickly realign teams, rethink our approach, and deliver a market ready solution, fast. It wasn’t easy, but the ability to adapt quickly was a game-changer. Cultural intelligence goes far beyond inclusion initiatives. It’s about listening deeply, adapting leadership styles, and understanding how to build trust across diverse contexts. Whether I was working in the US, Australia, or the Philippines, success almost always came down to one thing: understanding the local context and respecting how people work. It’s a skill that turns good leaders into great ones.
Digital fluency has become a baseline requirement. When we integrated AI into our talent strategy, it wasn’t just about adopting a new tool. It was about making smarter, faster, and more connected decisions across the organization, operating globally but as one team. Technology is only as powerful as our ability to use it with purpose. Strategic foresight is what separates the reactive from the visionary. It’s about seeing around corners, spotting shifts in customer behavior, emerging risks, and new opportunities before they become obvious. I’ve seen the value of this time and again, from moving early into digital channels to staying ahead of talent trends.
To this list, I’d add two more essential qualities: emotional intelligence and a strong sense of purpose. Emotional intelligence gives leaders the ability to navigate complexity with empathy, lead diverse teams effectively, and stay grounded under pressure. Purpose ensures that innovation isn’t just reactive or incremental. It stays aligned with long-term impact, not just short-term results.
And here’s something else I’ve come to believe strongly: we are just as capable, if not more so, than many of our global counterparts. What we often lack isn’t talent or capability. It’s confidence, exposure, and strategic partnership. If we want to compete and lead on the global stage, we can’t afford to think within borders. We need to expand our networks, seek out diverse perspectives, and form bold partnerships that challenge our thinking and scale our impact.
With regard to national policy and industry development, how do you envision Sri Lanka aligning its private sector and government initiatives to empower businesses in a global context?
To position Sri Lanka as a serious global contender, we need alignment, not just ambition. That means policy must be consistent, informed by data, and developed in collaboration with industry. We can’t afford to start from scratch every time leadership changes. When I look at how global hubs have succeeded, whether in BPO, tech, or innovation, it was rarely due to one-off efforts. It came from systems: clear tax policies, talent development aligned to market demand, and stable public-private partnerships. It wasn’t flashy, but it was holistic and effective.
At ShoreTree, I’ve seen the impact of quiet, consistent collaboration, especially when academia, industry, and government come together. But we need more of that. Less noise, more alignment. It’s time to move from a transactional mindset to one of shared ownership. If we can build that kind of ecosystem—one that values continuity, trust, and long-term outcomes—I believe Sri Lanka can be more than competitive. We can lead with substance and vision.
You’ve worked closely with both corporate boards and government bodies. What models of collaboration between the public and private sectors do you think are most effective for long-term national growth?
The most impactful collaborations I’ve been part of were built on mutual respect and clear, shared outcomes. Government brings vision and structure; business brings agility and execution. The sweet spot is when both sides see each other as partners, not competitors. We’ve had success with initiatives where universities, regional bodies, and employers co-create programmes, not around theory but real market needs. These weren’t pilot projects for press releases. They were quiet, persistent efforts grounded in trust.
To make real progress, we need more of these ‘ecosystems of action.’ Less siloed thinking, more outcome-driven dialogue, and most importantly, consistency. The best partnerships aren’t those with the biggest budgets. They’re the ones that endure beyond a term or a funding cycle.
National growth isn’t a campaign. It’s a commitment.