1. Let’s start with a little about your academic background and early life, what influenced you during those formative years?

I was born and brought up in Dhaka in a middle-class family setting. My father was in the Government Administrative Service and my mother was a homemaker. I am the youngest of 3 siblings. I grew up in Iqbal Road, Mohammadpur in a joint-family and lived in an independent house. I was lucky to have my grandparents when I was growing up. 

During a TEDx talk at North South University, I reflected on how, for the first half of our lives, we don’t make the most important personal decisions—our parents guide almost all of our choices. It was no different for me. My elder brother studied at St. Joseph, so I followed in his footsteps. Although I wanted to skip my HSC and go abroad directly after my SCC like some of my friends, my parents insisted I join Notre Dame College. Later, I expressed my desire to study law in England. However, my parents urged me to apply to the IBA (Institute of Business Administration) of the University of Dhaka. 

Looking back, I realize that up until I joined IBA, most of my life’s major decisions had been made for me. Almost 20 years after that phase, I have no regrets. Alhamdulillah, joining IBA marked a turning point in my life, and I haven’t looked back since. Today, I would like to thank my parents for giving me a solid foundation. 

I truly started making decisions for myself after joining IBA. In my quest for independence, I began teaching at Mentors Coaching Center and continued for four years. In my final year, I also worked part-time at Dhansiri Communications. Earning money while still at university was a transformative experience; it made me feel independent, responsible, and in control of my life. I couldn’t feel the transformation from my university life to a full-time work life due to my involvement in jobs early on. 

I was always deeply involved in extracurricular activities. I was a part of my school’s scouting program briefly, I was school prefect, played inter-school cricket tournaments for a few consecutive years, and served as the general secretary of St. Joseph’s prestigious Scintilla Science Club. I was also actively involved in the school’s debate club. At Notre Dame College, I was the general secretary of the Debate Club. Later, at IBA, I was president of the IBA debate club and captain of the IBA Cricket Team. I was part of Bangladesh’s Under-13 cricket camp, where I became friends with future national players like Mohammad Ashraful, Shahriar Nafees, and a few others. 

I believe that extra-curricular activities, which I prefer to be termed co-curricular activities play a crucial role in shaping who you become. Along with structured education, these activities can significantly influence your development. Debate, science clubs, and cricket helped me nurture leadership skills, practice teamwork, and cultivate a pragmatic approach to life. Organizing events, managing competitions, and taking on leadership roles not only expanded my outlook but also prepared me for real-life challenges.

I’m grateful that my parents guided me toward the right institutions. My personal belief is that 10% of life is what happens to you, things you can’t control, while 90% is how you respond to it. In school, I sacrificed my time to engage in them, and now I feel it has paid off in the long run.

Strong education and rich experiences in co-curricular activities shaped me into who I am today. I credit all 3 of the institutions I attended and some smart decisions for helping me grow and succeed.

2. What inspired you to pursue a career in corporate affairs and legal services? Were there specific experiences that guided you in this direction?

When I joined BATB (British American Tobacco Bangladesh) as my first job, I never imagined that I would end up working in corporate affairs. After graduating from IBA, I didn’t have the opportunity to become an entrepreneur. I wasn’t a top student with a high CGPA and I often skipped classes. I only did what was necessary to get by.  I wanted people to know me for more than just my grades. To achieve this, I decided to create a group on Yahoo and connect with all the IBA alumni. I arranged the first-ever BBA reunion and celebrated 12 years of the BBA program— it had never been done before. This event allowed me to meet many seniors who became my mentors for life and it gave me visibility as well. By the time I graduated, people knew who I was and many encouraged me to join their organization. Even though I still had to go through the assessment process, I never had to send out my CV and wait for a call based on that. After graduation, I had five job offers in hand, and I found myself with a difficult choice.

Some offers were more attractive in terms of pay and comfort, but I chose BATB because I was looking for growth, not just a paycheck. BAT hired me as a Territory Officer outside Dhaka. The idea of leaving the city and facing new challenges was exciting as I never lived outside my parents’ house. In 2006, I was posted in Khulna, which became my corporate training ground. I later worked in Rajshahi and spent a total of around three years outside Dhaka, challenging myself in different ways.

After around four years in trade marketing, I realized I needed a different experience. As I had developed the required personality traits, thus I shifted to a channel development job. Working closely with brands during that time, I realized I needed to learn more about branding and so I transitioned to that field. After almost seven years in marketing, I realized I had done almost everything: trade marketing, business development, and brand management—about 90% of the BATB marketing roles. Unfortunately, I didn’t see myself becoming the Head of Marketing at BATB. That’s when I made a bold decision.

I told my seniors that I wanted to move to corporate affairs. Many told me I would “burn my fingers” and that I was groomed for marketing. But after consulting a few mentors, I made my decision. After facing an internal evaluation, I transitioned into the role. I am grateful to BATB for taking that leap of faith and trusting my gut feeling.

I always had a dream of becoming an entrepreneur- working in corporate affairs would help me learn how a real business is run. I noticed that the CEO and the Board often spent a lot of time with corporate affairs people: joining this department would help me fast-track my knowledge and my contributions would be much more visible to the top. 

I spent a decade in this new field, and I made it to the top of the department. Climbing the corporate ladder rapidly, I reached a point where no suitable role was available so a new role was created for me. I was fortunate enough to get an offer to work as a Global Regulatory Engagement Manager at the Globe House, BAT groups headquarters in London, UK. After returning from global assignment, I was also promoted to the leadership team.

Throughout my journey, I remained true to myself and executed whatever task was assigned to me diligently and honestly. I was clear about what I wanted to achieve and pursued it through passion and hard work. The excellent mentorship around me played a significant role in my success.

Interestingly, I always wanted to be a lawyer and when I was working in corporate affairs, I found myself collaborating closely with the legal department. I got to learn from lawyers. I realized that legal professionals interpret things differently from business people. I started bridging the gap between the two, helping to manage work in a way that satisfied both sides. 

This growing interest in legal matters led to my current role at Abul Khair Group (AKG), where I was also offered to look after legal affairs in addition to corporate affairs. AKG is one of the biggest conglomerates in the country. 

It wasn’t part of the plan to work in corporate affairs, but I felt it was the right move at the time—and it turned out to be a great decision. I’m glad I took that bold step. It gave me invaluable experiences and created lasting as well as fulfilling memories.

If you have a vision and you give your 100% to achieve that then you become unstoppable. You will face speed bumps. Sometimes, you may need to change the course of your path to reach the desired destination. However, eventually overcoming those obstacles, you will see the expected light at the end of the tunnel. All you need is to grow patience and keep your hopes high. In this journey, your mentors play a big role in keeping you motivated and grounded. There is no alternative to having a few mentors in life. 

3. As the Head of Corporate Affairs & Legal at Abul Khair Group, share your responsibilities and some key initiatives you’ve led to align with the company’s strategic goals.

When I joined Abul Khair Group (AKG), I thoroughly assessed the organization. Founded in 1953, this company has been around for 71 years and has established itself as one of the most respected conglomerates in Bangladesh. AKG has built its reputation on strong financial health, trusted brands, quality products, and nurturing people. I saw this as a unique opportunity, not just for the organization, but for myself as well.

After working in a fast-moving consumer goods company at BATB and later managing a digital financial service business at Nagad, I was looking for a new challenge. AKG operates across a vast range of industries. It’s a diverse portfolio, and I felt I could both contribute to and learn from this environment. My endless hunger for growth has always driven me, leading me from marketing to corporate affairs. If everything aligns well, I believe I can make a meaningful impact here.

I joined AKG in July 2024. My primary responsibility is to keep the business growing by managing the external environment and following the regulations of the country. Managing a business of such a scale is extremely challenging in Bangladesh, however, with an open-minded and pragmatic approach, we are trying to craft an approach to grow in a sustainable way.

I appreciate AKG’s unwavering commitment to quality. They never compromise on products, machinery, or practices. The right people are in the right place to drive the business forward. This focus on excellence is what makes them an industry leader in more ways than one. Beyond business, AKG is highly conscious of its environmental impact. During my factory visits, I was impressed to see their commitment to sustainable practices, including water recycling, rainwater harvesting, and using renewable energy, like many companies in the garment sector. AKG does this because it’s simply the right thing to do.

I am still getting oriented with the group activities. It is too early to take any initiatives by myself. Rather, it is time to understand the business deeply to identify the areas where I can create real value. However, one of my goals is to align our business practices with sustainable development goals (SDGs). Bangladesh has made commitments to the United Nations and I feel AKG can play a significant role in achieving them. I plan to contribute to this mission. I would like to lead AKG as a beacon of positive change and encourage other organizations to step up and contribute to society.

Lastly, I believe Bangladesh has great potential as an investment destination. Global investors seek insights from established local businesses about the business environment, support systems, and financial health. AKG can play a pivotal role in shaping this narrative, and I hope to contribute to this effort. Together, we can enhance the image of “Brand Bangladesh” and show that investments are valued, profitable, and impactful here. Through our good practices, we can create a future where international companies see Bangladesh as a prime destination for their ventures, benefiting both the economy and society as a whole.

4. You have held leadership roles across a variety of industries and markets. How did your approach to corporate affairs change across these different sectors?

The three organizations I’ve worked with are vastly different in their nature and approach, each offering unique learning experiences. 

British American Tobacco Bangladesh (BATB) is a global giant, operating in over 180 countries with around 120 years of experience. Hence, BAT’s policies and practices are shaped by the collective knowledge and best practices from around the world. As we had access to a wealth of global expertise, we followed world-class standards while adapting them to the local context. At BATB, I learned to benchmark corporate affairs initiatives against international standards. 

When I transitioned to Nagad, the digital financial services industry offered an entirely different experience. It’s a highly dynamic sector, constantly evolving. These services have advanced to the point where you don’t even need to carry a wallet—you can manage everything on your phone, cashless. Nagad presented unique challenges- being a follower in the industry meant we had to work harder and adopt new innovative approaches. 

AKG is a billion-dollar conglomerate. The group has grown immensely in the last two decades, even without a formalized corporate affairs structure. Their ability to predict future business potential and execution capabilities have been impeccable. As we continue to expand, we need to establish guiding frameworks to ensure long-term sustainability. 

There is a saying, “When in Rome, do as Romans do”. So, being an agile and flexible person who can adapt to different situations, I try to fit into any environment without compromising my individual touches. My unique approach is to bring innovative solutions that are relevant to the operating environment. The best practices I’ve gathered from my previous experience will be helpful for thriving in this current role. 

5. What strategies would you suggest large conglomerates adopt to effectively navigate legal and compliance challenges, and how is Abul Khair Group preparing to implement these approaches?

We need to start implementing globally-recognized best practices that are tried-and-tested. The first step in doing this is ensuring that the right people are in the right roles—a strength that AKG already demonstrates. AKG is vast, and while the owner has traditionally managed many aspects of the business, the inclusion of professionals like us will help bring more structure and focus to operations. 

Each division within the company faces unique challenges. There is no one-size-fits-all strategy. Government regulations and market conditions are constantly shifting, so having a fixed strategy isn’t feasible. We need to stay adaptable, agile, and open-minded, ready to assess each situation and respond with solutions tailored to the specific problem at hand. This flexibility will allow us to navigate uncertainties and continue driving the business forward effectively.

6. Are there any structured corporate affairs training programs or courses available in Bangladesh? If not, what steps can be taken to encourage universities to offer corporate affairs-related courses?

It’s unfortunate that Bangladesh currently lacks dedicated courses or institutes focused on corporate affairs. Foreign countries have established institutes and specialized programs. Locally, this academic gap remains, even as the demand for corporate affairs professionals has grown significantly.

Ten years ago, the role of corporate affairs wasn’t as prominent. Today, businesses focus more on sustainability and big corporations seek to adopt global best practices, the demand is increasing rapidly. Unfortunately, the supply of qualified professionals remains low. If this gap isn’t addressed, it will only widen over time. There’s a clear opportunity here—if we can train corporate affairs professionals, there’s a vast potential for employment in the sector.

I personally receive numerous calls from organizations searching for corporate affairs talent, but it’s difficult to find fitting individuals. Many Bangladeshis who wish to pursue this field are forced to take expensive courses abroad at institutions like Harvard, INSEAD, or the London School of Economics (LSE), which are not accessible to everyone.

This is why it’s crucial for academics and practitioners in Bangladesh to collaborate and create customized corporate affairs courses tailored to our local context. We can’t simply replicate strategies used abroad. The way tools and techniques are applied abroad doesn’t necessarily work here. For example, in Bangladesh, many globally popular social media platforms are not widely used. We must design corporate affairs training programs or courses in ways that suit our own market.

By developing homegrown courses, we can ensure that our students learn not only from global practices but also how to apply them effectively in Bangladesh. Furthermore, this will create new opportunities for our talent to be exported abroad as well. It’s high time that academia and industry work together to bridge this gap.

7. Is there an established corporate affairs practitioners’ body in Bangladesh? How could such an organization benefit professionals in the field?

This is something I have been personally striving to accomplish for a long time. I’ve had discussions with many corporate affairs practitioners, and just two months ago, 10-15 of us sat down and decided to establish a dedicated body, which we aim to call the “Corporate Affairs Forum Bangladesh (CAFB)”. Our forum will have primarily two main objectives.

The first is sharing knowledge. I firmly believe that sharing knowledge doesn’t mean giving up competitive advantages. What I learn today, I can pass on to others, and in turn, I can learn from their experiences. This should be a cornerstone of our forum, fostering continuous growth for everyone involved.

Second, the forum will work to strengthen the supply side. Our forum can guide interested individuals on what practical skills and knowledge are required in daily corporate affairs operations. This forum will also work with academic communities in the future to introduce structured learning. 

It’s essential that we build an organized forum. It will help amplify voices, offer protection to practitioners, and provide a unified platform for advancing the profession. I believe it will be a game-changer for corporate affairs professionals in Bangladesh, offering support, collaboration, and a foundation for the future growth of the field.

8. How do you foresee the role of corporate affairs evolving in the coming years, particularly with the increasing emphasis on sustainability and corporate social responsibility in the industry?

The role of corporate affairs has expanded significantly. Many people doubted whether I could operate on the same scale as marketing was seen as a much larger field. However, over time, the importance of corporate affairs has grown immensely due to factors like regulatory compliance, legal requirements, governance, and sustainable business operations. Corporate Social Responsibility (CSR) has now evolved into Environmental, Social, and Governance (ESG) commitments. 

Nowadays, businesses are evaluated on ESG parameters alongside financial performance. Companies are judged on their sustainability, environmental impact, and the strength of their governance. This shift has opened up opportunities in corporate affairs.

Most global corporations have committed to becoming carbon neutral by 2030, ensuring their products have minimal environmental impact. Investors are assessing factors like their environmental footprint, social responsibility, and governance standards. For example, Apple are working to make all their products carbon neutral, and in every new product presentation, they highlight their environmental progress. Socially, they focus on improving lives through their products—the Apple Watch provides real-time ECG monitoring. Apple also demonstrates excellence in governance, ensuring its operations meet the highest standards.

In Bangladesh, the implementation of these ESG principles will require skilled corporate affairs professionals. I see tremendous opportunities in this field, and I strongly believe that within the next decade, the demand for corporate affairs professionals will grow exponentially. Thus, we will see dedicated courses on corporate affairs in universities, with students pursuing this area with great interest. I can envision our newly formed “Corporate Affairs Forum Bangladesh (CAFB)” will be a key facilitator in this space as well. 

9. What advice would you give to young professionals? What skills and qualities do you think are most important?

Summarizing my 40+ years, the important lesson I’ve learned and understood: “Every individual needs to have a vision and then follow his/her instincts to chase that”. Growing up, when people asked me what I wanted to be, my answers shifted—some days I wanted to be a pilot, then a cricketer, a lawyer, or a businessman. Eventually, I joined the field of marketing. However, it wasn’t until I gained more experience that I realized I could excel in the field of corporate affairs. All my experiences are stations in a long journey, not the real destination. To me, the ultimate destination is to leave behind a legacy—something good for society. 

During my time at UK, I was full of self-doubt. I had traveled abroad for training and conferences before, but this was different. This time, I feared I might fail or, worse, let my country down. However, I realized not only was I holding my own, but in some cases, I was outperforming my colleagues. This boosted my confidence, and I saw firsthand the respect and recognition Bangladeshi talent can achieve on a global stage. I began to believe that my dreams could become a reality if I put in the necessary time, effort, and energy.

I worked hard to create opportunities for myself. While I performed well in marketing, I realized it wasn’t my passion. So, I switched paths. I believe in looking at life through a “rear-view mirror”—it’s only later that you realize how your hard work and vision have led you to where you are. If you’re invested in your goals, even if things don’t go according to plan, you’ll eventually find your way and you will be better off from where you started.

My advice to the younger generations is to find your vision. I ask interview candidates a cliché question: “What do you really want to be?” I want to know if they’re just saying what they think will get them the job or if they genuinely have a passion. That passion is what drives effort and commitment. Self-reinvention is key—if I can reform myself, I can achieve my goals. The same applies to anyone.

Hard work is non-negotiable. I’ve had countless sleepless nights throughout my career, even shedding tears in the office when I couldn’t meet sales targets or expectations. But it was those struggles that brought me to where I am today. I feel that today’s generation chases immediate gratification instead of stepping back and reflecting on their long-term aspirations. They have access to technology and opportunities that we didn’t have. The time is now for them to take advantage of these resources. The role of us mentors is to share our stories—not to push, but to inspire. They have a blank canvas, and they can paint whatever picture they choose. Dream big and work hard, trust me “magic” will happen. Trust that someday, you’ll look back through your own “rear-view mirror” and proudly smile at how far you’ve come. 

In summation, my advice would be to reflect on one of my favorite quotes- “Stay hungry, stay foolish.” This quote also motivated the great Steve Jobs. The time to act is now, the only way to fall behind is failing to take action.