The SAG Group of companies

SAKS is a subsidiary of the St. Anthony’s Group (SAG), which is one of Sri Lanka’s largest and oldest conglomerates.

Million Excess in Annual Turnover
Million Excess of Fixed Assets

  • Solid fiscal management, impeccable ethics and strong business acumen have created a diversified business empire that has several pioneering firsts to its credit.
  • SAG is a fully diversified conglomerate involved in BPM (SAKS), Manufacturing (Anton/Tokyo Cement/Rhino), Real Estate (OrionCity), IT , Building Materials, Agriculture, and Plastics.
  • OrionCity the Real Estate arm of SAG owns and operates Sri Lankas 1st and largest IT park. It is home to over 15 companies including global IT firms, such as Virtusa, Pearson, WNS.


SAKS was a entreprenurial idea of our CEO, Jeevan Gnanam, who saw the need of quality offshore services for companies that were looking at expanding their global business services overseas.


Senior Management Team

Jeevan Gnanam

View in detaill

Jeevan is an entrepreneurial idea generator like his grandfather late Mr. A. Y. S Gnanam, founder of St. Anthony’s Group (SAG). SAG is one of the oldest and largest conglomerates which pioneered industrialization in Sri Lanka by manufacturing textiles, building materials, plastic products, industrial fasteners, cement, fiber cement and corrugated roofing sheets.

Jeevan is the visionary behind Sri Lanka’s first operational IT Park – Orion City, home to some of the world’s leading IT firms. Since its inception in 2008, Orion City has experienced steady growth and is on track to achieve its goal of being a 3,000,000 square feet facility by 2020.  He also serves as the CEO of Anton one of the largest plastic manufacturers in the country.

To Be Updated

To Be Updated
Head Of Operations

Operations Management Team

Arulini Sivamoorthy
Team Lead - Research & Analytics

View in detaill

Arulini has been with SAKS since 2012 and heads up the research team at SAKS. She holds a bachelors degree in Business Administration (Specialized in Finance) from University of Colombo.
She has comprehensive knowledge in market research, corporate finance research, excel, creating and maintaining of databases, report compilation, project management software and knowledge management tools.
She has the ability to transform new client requirement to a process that can be executed. As the team lead, she is responsible for carrying out training processes for new team members, quality control and client relationship management.

Amila Darshana
Assistant Manager - Contact Centre Operations

View in detaill

Amila is currently in employment with the Contact centre Operations in SAKS Global (Pvt) LTD as the Assistant Manager. Starting his career with Providence Business Services (Pvt) Ltd, the contact centre of SAKS Global (Pvt) LTD as the Senior Training Coordinator back in 2011, he possesses a comprehensive professional and technical proficiency for more than 5 years in Customer service segment.

Amila accomplishes organisation goals by accepting ownership for managing contact centre operations, effective resource planning, setting up and implementing contact centre strategies and operations along with short and medium term development plans and implementing high quality standards of customer service for the corporate sectors in order to exceed their expectations and to assure their satisfaction.

To Be Updated
Assistant Manager - Contact Centre Operations

Let’s get started… SAKS Offshore Delivery Center

Engagement models

SAKS Process - Transition Methodology

Appraisal and Approval

  • SAKS would meet up/call and discuss the client requirements including overall objectives of the client sponsor, key stakeholders, current operations and processes to be outsourced initially.
  • SAKS would then send over an engagement proposal with pricing for approval.
  • Once approved, contract preparation would get underway.


  • Engaging the transition team – headed by the transition manager.
  • Implementing knowledge transfer plan – preparing SOPs, training docs.
  • Familiarizing with client technology.
  • Establishing SLAs.
  • Preparing the offshore team.

Pilot Phase

  • Transferring responsibility to Delivery Manager
  • Initiating offshore operations
  • Receiving and Reviewing client feedback

Kick Off

  • Ongoing delivery – business as usual
  • Continuing communication with client
  • Fine tuning the process necessary
  • Ramp up if required

Post Implementation/Governance

  • Implementing an effective quality management system with periodic health checks.
  • Informal and Formal (Csat Surveys) feedback.
  • Continuous improvement.

Governance Structure