With over 25 years of experience in marketing, communications, sustainability, and corporate leadership, Neelika Tillekeratne has built a distinguished career defined by integrity, purpose, and impact. As the Secretary General of the American Chamber of Commerce (AmCham) Sri Lanka, she has revitalized the organization’s role in strengthening U.S.-Sri Lanka relations, fostering inclusivity, and empowering women, youth, and SMEs across the country.
Her journey, from studying English at the University of Colombo to becoming a Fellow of the Chartered Institute of Marketing (UK) and leading global and local brands such as Unilever and Coca-Cola, reflects a career driven by curiosity, courage, and continuous learning. In this conversation, Neelika reflects on her path, her philosophy of leadership, and how she balances professional ambition with personal meaning.
Q You have over 25 years of experience across marketing, communications, sustainability, and corporate leadership. Looking back, what inspired you to pursue this path?
I never had a clearly defined career plan when I started out. I simply followed what I enjoyed, which led me to study English for my Advanced Levels and later at the University of Colombo. Encouraged by my parents, I strengthened my foundation with qualifications such as ACMA/CGMA, CIMA (UK), and eventually became a Fellow of CIM (UK). My interest in branding drew me into marketing, and from there, my career evolved naturally. At Unilever Sri Lanka and Coca-Cola, I was introduced to corporate communications and sustainability, areas that I found deeply fulfilling. Looking back, my journey was less about rigid planning and more about learning through experience and embracing new opportunities. I always tell younger professionals that they do not need to have everything figured out from the start. Every stage of your career teaches you something valuable and leads you to where you are meant to be.
Q As Secretary General of AmCham Sri Lanka, during your first year, you have focused on the Chamber’s role in strengthening U.S. - Sri Lanka relations. What were the biggest challenges, and how did you overcome them?
Our Chamber already had a strong foundation in strengthening U.S.-Sri Lanka relations. The challenge for me was not to start from scratch, but to build upon this foundation and take it to the next level. One key challenge was ensuring that our members’ voices were not only heard but actively reflected in the Chamber’s initiatives. To address this, I prioritized listening closely to our members, understanding their needs, and facilitating opportunities for both local and international connections that would be genuinely valuable to them. Another challenge was fostering deeper engagement by encouraging members to move from passive participation to actively shaping the Chamber’s programmes and events. By creating more structured platforms for dialogue, collaboration, and knowledge sharing, we have been able to enhance participation and ensure our initiatives have real impact.
Ultimately, the approach was about bridging connections both locally and globally and ensuring that AmCham’s role was more than representative. It became a catalyst for meaningful collaboration and growth between U.S. and Sri Lankan business communities.
Q You strengthened partnerships with global institutions. What leadership approaches helped you align diverse stakeholders?
Strengthening partnerships with global institutions such as the U.S. Chamber of Commerce and the AmChams of Asia Pacific required an intentional leadership approach. These are diverse networks with different priorities, mandates, and regional perspectives, so alignment was not automatic. It had to be earned. Having worked in multinational corporations, I have seen firsthand the value of building strong international relationships. Today, success is about networking, collaboration, and creating shared value. Leadership in this context is not about directing; it is about connecting. By staying consistent, collaborative, and responsive, we were able to rebuild and strengthen relationships that now support AmCham Sri Lanka’s broader strategic role.
Q AmCham introduced several programmes for women, SMEs, and youth entrepreneurs under your leadership. What impact do you believe these initiatives have had?
Our initiatives for women, SMEs, and youth were created to drive lasting economic and social impact, and I believe they are already doing so. The empowerment programme for 100 female entrepreneurs in Anuradhapura and Monaragala provided training, mentorship, and market-relevant skills, helping women grow sustainable businesses and strengthen community economies. Through the AmCham–U.S. Embassy Bootcamp, we prepared young professionals to be corporate-ready with soft skills and industry exposure. The AmCham–Rotary SME Conclave 2025 connected small businesses with industry and financial partners to foster sustainable growth. Together, these programmes reflect AmCham’s commitment to inclusive progress and national economic development.
Q You have led marketing and communications across major multinational and local brands. What core principles have guided your communication strategy over the years?
The core principle guiding my communication strategy has always been honesty, to the brand, the message, and the audience. Authenticity builds trust, and trust drives loyalty and long-term success. I believe communication should reflect clarity, consistency, and integrity rather than embellishment. When a brand stays true to its purpose and respects its audience’s intelligence, it naturally earns credibility. Whether in marketing, internal communications, or stakeholder engagement, I have always prioritized authenticity and transparency, as these values form the foundation of meaningful, lasting connections between brands and people.
Q As a CIM Fellow and award-winning marketing professional, what common mistakes do you see brands making today?
A common mistake brands make today is a lack of originality. Many replicate global campaigns instead of creating ideas rooted in local culture and consumer insight, resulting in disconnected, inauthentic communication. Recycled formats and predictable themes no longer resonate with audiences. To stand out, brands must prioritise authenticity, fresh thinking, and locally relevant creativity that truly reflects their identity and values.
Q You have won multiple recognitions; the Top50 Professional and Career Women’s Award, Global Marketing Leader, and Women Super Achiever. What does women’s leadership mean to you personally?
To me, women’s leadership is not about titles or awards but about impact. True leadership lies in using your platform to uplift others; mentoring, opening doors, and creating opportunities for women to grow. Recognition should create a ripple effect that empowers the next generation of leaders. I also believe leadership must be earned through dedication, effort, and the willingness to learn. When opportunity meets preparedness, genuine leadership emerges. For me, it is about building, enabling, and making the journey easier for those who follow.
Q How can Sri Lankan organisations better support women to rise to senior leadership roles?
Sri Lankan organisations can better support women by recognizing the multiple roles they play and creating structures that enable balance without penalty. Flexible work hours, hybrid arrangements, and empathetic workplace cultures help women manage both professional and personal responsibilities effectively. However, support must go hand in hand with accountability. Women should continue to demonstrate capability, ambition, and readiness to lead, while organisations provide the environment and opportunities for advancement. True progress happens when both sides work in partnership to build strong, capable female leaders.
Q You are a mother and a wife with two young children. How do you balance a demanding leadership career with the responsibilities of family life?
Balancing a demanding leadership career with family life is very much a daily challenge. I often question myself, wondering if I am doing enough for my family and my children. That self-reflection keeps me mindful of my priorities. Over time, I have realised that it is not about the quantity of time, but the quality. I focus on making the time I spend with my children meaningful, whether it is through activities, conversations, or simply being present. My weekends are dedicated to them or to recharging myself so that I can be fully engaged both at home and at work. It is not always easy, and there are moments of doubt, but by setting boundaries, focusing on meaningful engagement, and being intentional with my time, I strive to give my best to both my family and my professional responsibilities.
- Describe yourself in three words? Passionate, resilient, futuristic.
- Your go-to stress reliever after a long day? A long run outdoors or an intense strength-training session at the gym.
- One leadership value you never compromise on? Integrity, because it builds trust, credibility, and lasting respect.
- One thing people would be surprised to learn about you? I’m very adventurous, I love deep-sea diving, marathon running, and hiking.
- A communication mistake leaders should never make? Being dishonest or inauthentic, because once trust is lost, it’s nearly impossible to rebuild.
- One habit that keeps you productive? Meditation each morning and keeping a handwritten to-do list that keeps me focused.
- A woman leader who inspires you? Indra Nooyi
- The best career advice you’ve ever received? Careers fade, but authentic relationships built on trust and respect are what truly last.
- The one thing you cannot start your day without? A hot cup of coffee or tea
- Your biggest strength as a leader? Authenticity, I lead with honesty and openness, creating an environment of trust and collaboration.
