When we privatize everything in Sri Lanka, I expect services would run more reliably: people tend to pay for work that is completed, and if a provider does not meet their needs they can choose another provider who will.

I think many challenges stem from how some state-run enterprises are managed. With a government-run business like SLT, frequent changes in leadership and unclear accountability can create instability. By contrast, in Axiata, Hans has led Dialog for about 30 years, which has allowed them to develop a deep understanding of the telecom market, its pain points, and coherent strategies. In some state firms there can be a gap between public statements and the customer experience, limited service depth or strategy, and less clear ownership of outcomes, which can lead to delays and customer dissatisfaction and may be attributed to political or broader economic factors.

I have observed similar patterns across other parts of the public sector.

We would openly consider selling public assets, including some landmarks, because the state may not be able to sustain ongoing losses or operations that lack the capacity, resources, or incentives to perform effectively.

We would also explore moving agencies such as the tax authority, the registrar, and other government bodies toward full privatization.