About Amila
Strategy matters. So does what happens on Monday morning.
I’m an enterprise transformation executive whose experience spans corporate leadership, venture building, and teaching. My work centers on turning business ambition into something people can execute.
Working across the enterprise and the venture.
Over more than 20 years, I have worked across technology, apparel, consumer businesses, marketing, and innovation. Roles at Intel, MAS Holdings, and Hemas have given me experience of the decisions, relationships, and constraints that shape large organizations.
My work on GamerTech within MAS Holdings brought a different set of demands: developing a product for a new audience, building a brand, and taking it into international markets.
Together, those experiences shaped my approach to transformation. An enterprise needs clear ownership, sound governance, and continuity. A venture needs room to test, learn, and adapt. Effective leadership creates the conditions for both.
How I lead
Clear decisions. Capable teams. Progress you can assess.
- 01
Start with the business outcome
Define what needs to improve and why it matters. That gives teams a basis for choosing priorities and evaluating progress.
- 02
Make responsibility clear
People need to know which decisions they own, where they need support, and how issues will be resolved. Ambiguity at this level slows execution.
- 03
Build capability around the work
Tools are useful when people have the skills, information, and processes to use them well. Capability building belongs inside the transformation effort.
- 04
Bring people into the change
Listen to the people expected to work differently. Understand their concerns, involve them in the design, and help them see what the change means in practice.
Teaching
The classroom keeps the questions sharp.
I teach digital transformation, enterprise innovation, design thinking, and project management in postgraduate programs at NEXT Campus, including programs associated with London Metropolitan University.
Teaching gives me a space to examine experience, challenge assumptions, and help future leaders develop judgment. The question I return to is practical: how would you apply this idea inside an organization with real constraints?
Let’s discuss the next challenge.
If you are considering a senior leadership opportunity, an advisory engagement, or a speaking invitation, I welcome a conversation about the context and what you need.