Balancing Vision and Execution for a Sustainable Tomorrow
Ilanga Kumudu
COO
Delta Galil Industries
As the business landscape grapples with ample opportunities coated in apparent hindrances, mastering the ABCs of innovation at scale is the only priority of corporate leadership. Mastering the three key roles—architect, bridger, and catalyst—Ilanga Kumudu, COO at Delta Galil Industries, Bogart Lingerie Ltd., is leveraging decades of expertise to unlock capabilities for cocreation and organisational transformation in the modern world. Ilanga’s journey began in 1996, when he pursued textile engineering at a prestigious Sri Lankan university, nurturing a passion for industrial processes and automation. His determination to excel led to an internship at MAS Holdings-Slimline Pvt. Ltd., where he gained invaluable insights into industrial engineering. His professional foundation was further strengthened at Bodyline Pvt. Ltd., with significant contributions from both Delta Galil and MAS Holdings shaping his operational expertise. Over the years, Ilanga progressed from an industrial engineer to senior leadership roles in production, quality, lean manufacturing, and automation. His expertise spans regulatory compliance, sustainability, and advanced manufacturing technologies—skills that define his impact as a leader. Today, as COO, he oversees operations across multiple countries, integrating lean principles with cutting-edge technologies to drive efficiency and sustainability by nurturing human talent. TradeFlock interviewed Ilanga to delve deeper into his strategic insights, operational acumen, and transformative leadership.
“Ilanga is more than a leader—he’s a visionary architect of progress, a connector of talent, and the driving force behind transformative change.”
Reflecting on your 25+ years in apparel, what moments have defined your career?
If I had to pick defining moments, they’d start with the day I first set foot in a textile mill as a young engineering student—it was like discovering a whole new world. Another key moment was leading the setup of a manufacturing excellence & automated plant in Sri Lanka, which tested every skill I had and pushed me to innovate. But perhaps the most rewarding has been watching teams thrive under a culture of continuous improvement, knowing I played a part in building that foundation. Each role I’ve taken—whether in production, quality or operations—has been a step toward mastering the art of balancing innovation with efficiency, ultimately preparing me for my current role as COO at Delta Bogart Lingerie Ltd.
What drew you to lean management and automation, and how have they shaped your leadership?
Lean management and automation have always fascinated me because they embody the principle of “doing more with less.” My early exposure to lean methodologies at MAS Holdings & Now with Delta Galil showed me how small, deliberate changes could transform an entire production line into a scaled-up factory setup. Automation, on the other hand, opened up possibilities for precision and consistency that manual processes could not achieve or to de-skilled. Together, they’ve become the backbone of my leadership philosophy: driving efficiency while fostering innovation. As COO now, I’ve leveraged these tools not just to improve operational metrics but also to create a culture of continuous improvement where our teams are encouraged to think critically and innovate.
With automation rising, how do you keep human expertise valuable in your operations?
At our organisation, we focus on upskilling our teams, equipping them to work alongside advanced technologies rather than being overshadowed by them. By fostering a culture of innovation and critical thinking, we ensure that human expertise drives strategic decision-making and delivers value that no machine can replicate.
How have your studies in textiles, business, and finance prepared you as COO?
I’ve always believed that ‘knowledge is the best toolkit a leader can carry.’ My studies in textile technology taught me to appreciate the art and science of fabric, while business administration sharpened my ability to lead teams and streamline operations. Adding finance to the mix gave me the clarity to make strategic, numbers-driven decisions. Together, these disciplines have been the backbone of my approach as COO, enabling me to bridge technical expertise with business acumen effectively.
How has managing new plants in Sri Lanka and abroad influenced your leadership style?
Opening a new plant feels like writing the first chapter of a unique story—it’s exciting and unpredictable. Each plant I’ve managed, from Sri Lanka, Indonesia, India, Myanmar, Vietnam and Thailand, taught me that leadership is about ’embracing differences to find common ground.’ Whether it was adapting to new cultures or aligning diverse teams, these experiences shaped my ability to lead with empathy, adapt quickly, build effective relationships with everyone, and create strategies that work globally and locally. This is all about Leadership wherever we go wherever we work.
Automation is transforming industries, but I firmly believe that 'technology is an enabler, not a replacement for human creativity'
What is your view on smart textiles, and how is Delta Galil positioning for this trend?
Smart textiles are reshaping the future of apparel, blending innovation with functionality in exciting ways. At Delta Galil, we’re investing in research and sustainable practices to lead this transformation, ensuring our products not only meet evolving consumer needs but also push the boundaries of what textiles can do.
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