DOUGLAS AND SONS
Q: Looking back over four decades, where did the story of douglas & sons (dsl) really begin?
A: The story began long before the company itself was founded. Entrepreneurship was always something that interested me. My father Douglas Perera was involved in business; and from a young age I was exposed to vehicle parts, tyres, batteries and the broader motor industry. This environment gave me a natural understanding of how the industry worked.
However, I was never keen to simply step into an existing business. I wanted to create something of my own – and that which reflected my own thinking and values. When I returned to Sri Lanka after my studies in the US, I decided to start independently, and I began with an investment of a mere Rs. 350,000 and three employees.
It was a modest start but I had a strong belief that there was room to build something different. That entrepreneurial instinct eventually became douglas & sons, or dsl as it is commonly known today.
Q: What was the vehicle spare parts market like when you entered the motor industry?
A: At the time, Panchikawatte was the centre of the automotive aftermarket in Sri Lanka. It was a vibrant and highly competitive marketplace where customers could find almost any part they wanted. However, there was also a challenge. Alongside genuine products, there were many counterfeit and substandard parts in circulation.
I saw a clear opportunity – from the inception, I wanted dsl to be recognised as an authentic and trustworthy supplier. My objective was not simply to sell parts: I wanted customers to know that when they purchase from us, they can rely on the quality of what they are getting.
In the motor industry, people’s safety, livelihoods and businesses often depend on the reliability of the parts they use. As a result, authenticity was not only a business strategy; it was a responsibility. We built our reputation on being honest, reliable and consistent. If we made a promise, we made sure we delivered on it – and this has remained constant to date.
Q: How challenging were those early years as an entrepreneur?
A: The early years were extremely demanding. When you start with only three employees, you have to do everything yourself. I was involved in finance, administration, operations, sales and customer service. I didn’t have the luxury of a large structure or shortcuts.
One of the main challenges was securing capital. Banks were naturally cautious about lending to a small company with limited resources. Although I came from a business family, I still had to establish my own credibility. I had to convince banks that I had a viable vision and that I could execute it.
Those experiences taught me a very important lesson: trust is the most valuable currency in business. Before customers trust you, banks have to trust you, suppliers have to trust you and principals have to trust you. Building that trust took time but it is one of the strongest foundations of dsl.
Q: How did dsl differentiate itself in such a crowded market?
A: Many businesses in Panchikawatte operated as general traders. Customers could walk into a shop and find everything from A to Z. There is nothing wrong with that model but I wanted dsl to take a different approach.
I believed in specialisation. So rather than trying to be everything to everyone, I wanted us to become experts in the categories we represented. If we carried a product line, I wanted us to know it thoroughly – understanding every application, every customer requirement and every technical detail.
Take belting as an example: it’s not a single product category; it includes thousands of different items serving automotive, industrial, agricultural and other applications. My goal was for dsl to become a true solutions provider rather than simply a stockist. That focus on depth rather than breadth became one of our key differentiators and helped us build credibility in the market.
Q: When did you realise that dsl could become more than merely a spare parts supplier?
A: As we built expertise and customer trust, opportunities began to emerge. We expanded beyond Japanese vehicle parts into Indian vehicle parts, agricultural machinery, tyres, batteries, two-wheeled vehicles and eventually related sectors such as energy.
Every expansion was carefully considered. And we never entered a new category simply for the sake of growth. We wanted to understand the market comprehensively and build a strong foundation, before investing and moving forward. Over time, this allowed us to become a solutions provider across multiple sectors.
Today, we serve not only passenger vehicles but also agricultural machinery and industrial applications. The common thread across all these areas is reliability and customer support.
Q: How important have international partnerships been to the company’s growth?
A: They have been absolutely critical. In the early days, convincing international principals to work with us was not easy. But we were persistent and demonstrated our commitment, professionalism and understanding of the market. Over time, we built strong relationships with internationally respected brands.
Today, dsl represents many leading names in the automotive aftermarket including NGK, KYB, EXEDY, GT Radial, Yuasa, Continental, Toyo, Global, 3K and Mitsuboshi. These partnerships have helped us provide world-class products to Sri Lankan customers while strengthening our reputation as a trusted distributor. Today, we hold the largest portfolio of international automotive aftermarket brands in Sri Lanka.
Q: What role have people played in dsl’s success?
A: People are at the heart of everything we have achieved. One of my core leadership principles has always been empowerment. I realised very early that I could not do everything myself.
I trusted people, gave them responsibility and encouraged them to take ownership of their work. Over time, that created a culture where individuals felt accountable for results and invested in the company’s success.
I never see dsl as a one-man story. Whatever we achieved has been accomplished through teamwork. Our employees have contributed immensely to the company’s growth and I believe our greatest strength is the people we have developed over the years.
While business priorities have changed, our commitment to employees has remained constant. I have always believed that every employee deserves a living wage and an environment where they can grow.
We maintain an open-door culture where employees can communicate directly with management. Beyond salaries, we invest in professional development, education and skills training. We also support the education of employees’ children and provide opportunities for advancement.
We must be the only Sri Lankan company where every employee is rewarded for their performance each month. That reflects how highly we value our human capital. Being ranked among the Great Place To Work® companies for the fifth consecutive year is gratifying. Yet, the real achievement for me is creating an environment where people feel they belong, as well as valued, respected and motivated to contribute.
Q: dsl is known for its strong dealer network. How important has that been to the company’s journey?
A: Our dealers have been instrumental to our success. Today, we work with around 3,000 dealers across Sri Lanka – but those relationships were built over many years. We have always viewed dealers as partners rather than simply customers. Their success contributes directly to our success.
As a result, we invest heavily in supporting them through training and recognition programmes, as well as business development initiatives. We are among the first companies in the industry to take dealers overseas.
What began with small groups eventually evolved into large-scale experiences and international tours. These initiatives were never simply rewards; they were about building relationships, strengthening loyalty and growing together as one family.
Q: How important have systems and operational discipline been in building the company?
A: As the business grew, we understood that relationships alone were not enough. We needed systems that could consistently deliver on our promises. We invested early in warehousing, logistics and computerisation. Later, we adopted advanced systems such as Systems, Applications and Products in Data Processing (SAP) to strengthen efficiency and visibility across the organisation.
Our philosophy has always been simple: if we promise something, we deliver it. Dealers depend on us for stock availability, timely delivery and consistency. Operational excellence is what allows us to maintain that trust. Our recognition as an authorised economic operator (AEO) by Sri Lanka Customs reflects years of commitment to compliance, transparency and reliability.
Q: dsl has navigated several difficult periods in Sri Lanka’s history. What helped the company remain resilient?
A: Resilience comes from people and relationships. Over the years, we have faced the challenges of the conflict, the COVID-19 pandemic and the economic crisis. Each period tested us in different ways, strengthening us and teaching us many lessons.
In difficult times, our dealers continued to trust us and our employees continued to support the organisation. During the pandemic, many team members volunteered to report to work despite the challenges because they understood the importance of maintaining supplies and supporting customers.
Those experiences reinforced something I have always believed: that businesses are ultimately built on human relationships. Systems and products are important; but trust, loyalty and commitment are pivotal for an organisation to survive difficult times.
Q: An unexpected chapter in dsl’s history was its move into manufacturing. How did that come about?
A: In 1991, I became involved in a Korean joint venture manufacturing soft toys. Initially, the Korean partners managed the technical and manufacturing aspects while our participation was merely as a partner.
Several years later, the Korean team left due to issues involving their parent company; and suddenly, we found ourselves responsible for running the operation. At this point, I had very little experience in manufacturing. It was a completely different world from automotive trading. Manufacturing required expertise in production processes, quality control, design, materials and international marketing. We had to learn everything from the ground up.
Fortunately, our team embraced the challenge. We learned step by step, developed local capabilities and gradually built a successful operation. Today, what started as an unexpected challenge has become a thriving manufacturing business employing thousands of people and exporting to over 50 countries.
Q: As you celebrate 40 years of dsl, what legacy are you most proud of leaving behind?
A: When people talk about legacy, they often think about buildings, revenue or market share. For me, the most important legacy is people. I am proud that we have built a strong team capable of leading the organisation into the future. I am proud of the trust we have earned from employees, dealers, principals and customers, and that we have remained true to our values while continuing to evolve.
The motor industry will continue to change – especially with the rise of electric vehicles (EVs) and new technologies. Future leaders will need to adapt and innovate. My responsibility is to ensure that the next generation, both within my family and across the organisation, is groomed for that future.
dsl’s story is one of trust, perseverance and partnerships. Four decades later, we have become a diversified organisation with a national footprint. If there’s one thing I hope people remember, it is that everything we achieved was built through relationships, integrity and the collective efforts of many people working towards a common goal.
– Compiled by Tamara Rebeira
