Compiled by Aakifa Bazeer | The Business ICON Magazine
Shafraz Anees is the Managing Director of Ever Bright Holdings, Nara Thai Sri Lanka, The Manhattan Fish Market, MINI GOOD, Comfort Design, DeRucci, William Penn & Gree.
Shafraz Anees, the Managing Director of Ever Bright Holdings, speaks to The Business ICON about growing up in a business family, navigating crisis leadership, and building a legacy that spans generations. From humble beginnings to becoming one of the driving forces behind several international brands in Sri Lanka, Shafraz shares the journey of steering the company toward innovation, diversification, and purpose-led growth.
"We’re not just expanding brands, we’re creating experiences that connect with people, which builds emotional loyalty beyond just products or services."
Q&A
Growing up in a business family, was it always clear to you that you’d one day be part of the company, or did you have different plans for yourself at one point?
Growing up, my father was a significant mentor to me. He was an aggressive businessman, and business conversations were part of my daily life from a young age. I would say, I was naturally drawn to the world of business. Although I explored various interests, deep down I always knew my passion was in continuing and expanding our family’s business legacy.
At what point did you officially join Ever Bright Holdings? Around what age, and what was your role at the time? How did your journey begin within the company?
Right after finishing school, I felt a strong pull toward the world of business. I wasn’t just interested in making money—I was fascinated by the process of building something from the ground up, of creating value and making an impact. At just 18, I officially joined my father in our family business. He saw potential in me and made a conscious effort to guide my journey, investing not just financially, but emotionally and intellectually in my development. His mentorship wasn’t limited to advice—it came through action, by giving me real responsibilities and the space to make decisions.
Speaking of Ever Bright Holdings, would you say the company is now in its second generation of leadership? Could you walk us through how the company was first established?
Ever Bright Holdings has been around for about 25 years now, and it all started with my father. He built the company from the ground up, beginning with just a small shop in the busy Pettah Market. Back then, it was a modest operation—we mainly brought in home appliances from countries like China, Singapore, and India. Over time, thanks to his hard work and determination, the business grew steadily. What started as a small shop turned into a large-scale importing company. One of our key milestones was creating the ‘Bright’ brand, which quickly became popular across Sri Lanka for offering quality home appliances at affordable prices.
What are some key business philosophies or principles that guide your decision-making? And who do you look up to as mentors or sources of inspiration?
My primary mentor and source of inspiration has always been my father. Witnessing him rise from humble beginnings to becoming an iconic figure in business taught me invaluable lessons about resilience, humility, and the importance of treating customers and employees with respect. His philosophy was simple yet powerful: take care of your people, and they will take care of your business.
The COVID-19 pandemic was undoubtedly one of the most challenging periods for any business leader. How did you and your team navigate that time?
We had to go back to the basics and focus on financial discipline. By carefully controlling expenses and prioritizing only the most essential operations, we managed to stay afloat. It wasn’t about profit during that time; it was about survival and safeguarding the future of the company. One of the key lessons I learned was the importance of hands-on leadership. I, along with the Board, spent extensive time on the ground, to find ways to cut costs and optimize operations. This hands-on approach not only helped us navigate the crisis but also strengthened our resolve and understanding of the business at every level.
Balancing work and personal life can be tough. How do you manage to find that balance?
Balancing work and personal life is definitely not easy, especially with the responsibilities I carry. As a business leader, my mind is often busy thinking about problems to solve and big decisions to make, so it’s hard to completely switch off. Still, I make it a point to spend quality time with my family—especially on weekends. Even if the balance isn’t perfect, I try to make the most of the time we get together.
"Food, to me, is not just a business—it's a way to connect with culture, creativity, and emotions. Dining should be an experience, not just a transaction."
You’re building your own legacy now. How do you hope people will remember you, more as a leader or as a businessman?
The legacy I’m building is not just for myself, but for my children and future generations. It’s not about seeking recognition from others, but about creating something meaningful and enduring. As my father used to say, ‘Don’t look for recognition in what you’re building; recognition finds those who are genuinely building.’ This philosophy keeps me grounded and focused on both growing our businesses and creating a lasting impact.
You’ve led Ever Bright Holdings into exciting new areas—franchising, lifestyle brands, even food and beverage. What’s your thought process when evaluating a new opportunity? What tells you it’s the right fit for the company?
Ever Bright Holdings is an umbrella of diverse brands spanning home appliances, lifestyle, retail, high fashion, and more. When we look at new business opportunities, we focus on ones that fit well with what we already do and can help improve our operations. It’s important that these new ideas work smoothly with what we already have in place. We also pay a lot of attention to affordability, because we’re working with a market in Sri Lanka where people’s spending power can vary. We carefully think about how any new venture fits with our overall goals and whether it meets the needs of our customers.
How do you envision Ever Bright Holdings evolving over the next 10 years, especially under your leadership?
Over the next decade, I envision Ever Bright Holdings transforming into a fully integrated, multi-sector conglomerate with a strong regional presence. Our focus will be on expanding existing brands across Sri Lanka while also venturing into high-impact sectors such as healthcare, education, and digital retail. Under my leadership, we aim to become not just a distributor or operator, but a creator of value – building homegrown brands with international appeal while elevating the customer experience in every industry we enter. I also want to invest in technology, sustainability, and human capital so that we’re not only growing vertically but doing so responsibly and intelligently.
If you could have a conversation with your 18-year-old self today, what advice would you give?
If I could speak to my 18-year-old self, I’d say: trust the process, stay patient, and don’t rush success. At that age, I was full of ambition and eager to make things happen quickly. But over time, I’ve learned that consistency, discipline, and emotional intelligence are far more powerful than speed.
What advice would you give to someone trying to bring an international franchise to Sri Lanka?
Bringing an international franchise to Sri Lanka requires more than just capital – it requires clarity, commitment, and a deep understanding of both the local market and the brand’s global standards. My first advice would be to choose a brand that aligns with your long-term vision, not just short-term trends.
Would you say you have a personal passion for food beyond just the business aspect?
Absolutely. Food, to me, is not just a business – it’s a connection to culture, creativity, and emotion. I’ve always believed that dining is an experience, not just a transaction.
What’s the best compliment you’ve ever received?
One of the best compliments I’ve received was when someone said, ‘You lead with both heart and discipline.’
What does success mean to you today, compared to when you first started and, what can we expect to see from you in the coming year?
When I first started, success was all about growth – sales, expansion, and milestones. I measured it by what I could achieve and how quickly I could get there. But over time, that definition has evolved.
The coming year is going to be one of focused growth and strategic expansion. We’re planning to strengthen the performance of our current brands like MINI GOOD, Gree, and our F&B ventures – while also launching new retail concepts.
