Pulasthi Samaraweera

I've spent 20 years building the thing most companies don't realize they're missing until growth stalls: a working commercial engine.

Not a slide deck. Not a strategy document that gets filed away after the kickoff meeting. An actual operating system for revenue — the partner programme that turns contacts into a channel, the go-to-market plan that gives a sales team something real to sell against, the Business Development function with a mandate, a structure, and a budget that makes sense.

I moved to Australia in 2009, in the middle of the global financial crisis — not exactly the easiest time to land in a new country and start over. I learned to adapt fast: no network, no local track record, just the work itself to prove I belonged. I found my first job there and built my way up from it, growing into sales and channel leadership roles across Melbourne IT, Aptean, and IBM Australia. That period taught me something I still lean on every day: how to walk into an unfamiliar market with nothing but the fundamentals, and make something of it.

Eventually I moved back — not because Australia stopped working for me, but because Sri Lanka never stopped being home. I was born and bred here, and I wanted to give something back to it. I didn't arrive with a fixed plan. What I found instead, watching young professionals and founders navigate the space between university and the corporate world, was a real gap in how people are actually equipped to operate once they get there. That gap is what led me to start Arrow Consultancy in 2017.

What began as an answer to that specific gap has grown into something broader: a strategic consultancy built to get you on the right track to achieving your business goals. Along the way, I've built that same engine inside global organizations — Millennium IT, IBM, WSO2, and Wavenet — across Sri Lanka, Australia, Europe, the Middle East, and the Americas.

I pivoted into Strategic Sales, Business Development & Ecosystems consultancy because I kept seeing the same gap, company after company: founders and CEOs with a brilliant product, and no time to also become partnership strategists, sales architects, and business development managers all at once. That's the gap I close. I bring senior-level thinking in early — before the expensive mistakes happen — and I build the engine once, built right, so your next stage of growth doesn't depend on hiring your way out of a strategy problem.

Helping young companies find their feet isn't just work to me. It's a pleasure — and honestly, a responsibility I feel on my shoulders.