1. Let’s start with a little about yourself and your journey from being a Chartered Accountant to becoming an entrepreneur. What inspired you to make this significant career transition?

I am a Chartered Accountant (CA) by training, earning my CPA during an era when societal expectations revolved around becoming a doctor or an engineer. If those weren’t an option, CA was considered the “safe second-best.” For me, pursuing business studies and entering the CA profession was more than just meeting expectations—it became a path to discover my passion for solving problems and exploring the dynamic world of business.

In Bangladesh, the role of a CA is often reduced to auditing. However, in places like the UK, it extends to financial advisory and evaluating business health. This broader perspective shaped my understanding of what business truly stands for- finance at its core and impact as its purpose. Without wealth generation, sustainability is impossible; without creating impact, long-term value is lost. My CA training gave me a unique lens to assess financial health and make sound decisions, laying a strong foundation for my career.

Over time, I scaled these skills as the Asia Regional Director for SFAI, a global consultancy network ranked among the top 12 worldwide. Overseeing partner operations across 44 countries—including Australia, Malaysia, and China—gave me deep insights into the intersection of finance, strategy, and organizational dynamics. These experiences taught me how to connect dots, identify gaps, and create solutions that reinforced my natural inclination as a problem solver.

But my entrepreneurial journey didn’t start in boardrooms or international offices. It began in 2008, while I was still studying, with a strawberry farm in Mymensingh. Inspired by my love for strawberry cheesecake and the realization that strawberries could be grown locally at a fraction of their import cost, I took the leap. Soon, I was supplying top hotels like the former Sheraton with locally sourced strawberries, proving to myself that innovation isn’t always about grand ideas—it’s about spotting everyday problems and solving them with frugal innovations. 

Later, I pursued a postgraduate degree at Cambridge in Entrepreneurship and Leadership and six sigma from University of Oxford. Cambridge transformed my approach to innovation, introducing me to the concept of “zero to one”—solving real, fundamental problems rather than iterating on existing solutions. This became a cornerstone of my entrepreneurial mindset.

Despite opportunities to build a life abroad—including a  CA qualification and British citizenship—I chose to return to Bangladesh. My decision wasn’t about convenience; it was about purpose. The West may offer opportunities for innovation amid fierce competition, but the subcontinent presents something far more compelling: vast, untapped challenges waiting to be solved.

My mission is to address these challenges through entrepreneurship, setting new bars of excellence and raising standards for society. It’s about creating solutions that leave a transformative impact, proving that business can be more than just profit—it can be a force for change.

2. What was the vision behind founding LEAD Academy, and how did you identify the need for such a platform in Bangladesh?

I am passionate about education and have developed a diverse portfolio with five entities. These include Dhaka Institute of Fashion Technology (DIFT), Lead Academy, Springdale International School, and the newly launched Emerald Islamic School. Under Lead Academy, we also run Charity Right, a non-profit initiative providing free education and meals to underprivileged children across Bangladesh.

Lead Academy began as a training organization, inspired by my involvement with the World Bank’s HEQEP and IQAC programs aimed at improving higher education quality. As a consultant, I helped develop policy papers to enhance university standards. Initially, Lead Academy focused on training university faculty to foster outcome-based learning and bridge the gap between industry demands and academia. However, we soon realized systemic challenges: many universities haven’t updated their curricula for decades, despite the rapidly changing industry landscape.

This led to Lead Academy evolving into a solution to supplement university education by providing targeted upskilling programs. For example, accounting graduates often lack practical skills like Excel macros, QuickBooks, and Xero proficiency—essential for today’s job market. We address these gaps while preparing learners for future demands, including the integration of AI and advanced tools. Beyond professional training, we run a program called Dreamers, aimed at children aged 7–14, teaching coding and STEM to prepare them for a tech-driven future.

Another critical realization was the lack of inclusive education in Bangladesh. With over 1.2 million individuals with special needs, we became the first EdTech platform in the country to be accessible for persons with disabilities. For example, our website incorporates assistive technologies, and one of our instructors is visually impaired. We offer courses in speech therapy and skill development tailored for people with disabilities.

This approach has tangible results. We’ve partnered with companies like Unilever, where graduates of our courses have gained employment. At Intercontinental Hotel, staff trained in sign language through our academy are thriving in roles as chefs and waitstaff. These achievements underscore our commitment to creating opportunities for all. 

3. How does LEAD Academy plan to bridge the gap between traditional education and the skills demanded by the modern workforce?

I consider myself a patriot, driven by the desire to see Bangladesh thrive. I believe the best way to transform a country’s future is by cultivating nation builders. A country’s progress is shaped by the collective talent of its people—if many are corrupt, the nation reflects that, but if people are innovative, the country’s perception shifts accordingly. Our vision is to create a generation of nation builders, and that’s the core mission of our schools, universities, EdTech platforms, and Lead Academy.

To nurture future leaders, we need to begin at the school level. One of our main goals is to equip children with the technology skills necessary for tomorrow. Through coding, we not only teach technical skills but also foster problem-solving, creativity, and innovation. We aim to move away from the rote memorization culture and empower children to think critically. We are taking this online so that even children in rural areas can benefit. Our aspiration is to build a generation of children who excel in tech and problem-solving.

As Bangladesh’s economy is heavily reliant on garments—accounting for 72% of our GDP—we recognize the risks of this dependency. Our mission is to shift the mindset from tailoring to programming. A garment worker may earn BDT 12,000, but a skilled programmer can earn BDT 120,000. We are already teaching coding in orphanages & Madrassas, and our goal is to create a knowledge-based society where young people are empowered with digital skills to improve their futures.

We envision a shift away from traditional MBA programs, which often lack relevance to current industry demands. During my recent studies at Stanford University, I saw how education is evolving into a “just-in-time, just-in-need” model. People are no longer interested in learning general knowledge but want skills tailored to their immediate needs. At Lead Academy, we are developing specific modules in HR, marketing, supply chain management, and other areas, focused on what learners need to succeed right now.

We also believe in a strong faculty—unlike many training institutions in Bangladesh, where instructors often lack real-world experience, we ensure that our teachers bring not only the right qualifications but also years of hands-on expertise that simply cannot be learned from traditional books. By tapping into their practical knowledge, we aim to equip professionals with the skills and insights essential for thriving in today’s fast-paced and ever-evolving job market.

4. Tell us a little about how your involvement in TEDx events influenced your perspective on education, innovation, or entrepreneurship.

My involvement as curator of TEDx stems from my patriotism and my desire to share Bangladesh’s incredible stories with the world. I wanted to showcase the resilience, culture, and innovation of our people—stories like a blind individual overcoming immense challenges to introduce multimedia talking books into the national curriculum or how Coke Studio is preserving our endangered local music. These are narratives that deserve global attention, and my goal was to ensure the world hears them.

One key takeaway from TEDx was discovering how many extraordinary individuals in Bangladesh are making a significant impact, yet remain unnoticed by mainstream media. These unsung heroes, often working quietly, inspire with their remarkable journeys. For instance, we have an “Iron Man” in Bangladesh who competed and won the World Ironman Championship despite a broken back—a story that should inspire millions but remains largely untold. My experience with TEDx reinforced the importance of celebrating such achievements, learning from these inspiring journeys, and bringing them into the spotlight for others to draw motivation and hope.

5. As someone deeply involved in education and entrepreneurship, what do you see as the biggest challenges and opportunities in Bangladesh’s education sector, and how do you envision technology shaping its evolution over the next five years, both locally and globally?

The main challenge we are addressing is the lack of high-quality human talent in Bangladesh. Despite significant progress in industries like garments, we still rely on hiring CEOs from countries like India or Sri Lanka. Even multinational corporations in Bangladesh struggle to find capable local leaders. Our universities, though producing graduates, often fail to nurture top-level thinkers or innovators. This talent gap has stifled our potential for innovation. Historically, Bengal was one of the richest regions in the world, but we lost that edge due to a decline in integrity and cumulative talent.

Another significant challenge is the unfriendly business ecosystem. Bangladesh ranks low in ease of doing business, and practical challenges such as high tax rates, difficult capital-raising processes, and stringent government regulations create barriers. Startups often rely on foreign funding due to the immaturity of local funding sources. Moreover, utility services and overall business support systems need substantial improvement.

A third challenge is the lack of well-researched data and insights for innovative business ventures. Unlike global hubs like Silicon Valley, where universities and industries collaborate closely, Bangladesh lacks the academic-industry partnerships necessary for groundbreaking innovation. This absence forces businesses to replicate existing models rather than creating something new. Research success in Bangladesh is mostly limited to agriculture, with significant advancements in rice and poultry, but other sectors including  RMG (ready-made garments) have seen little innovation.

On the flip side, Bangladesh has immense opportunities. The high consumption behavior of our population is a major strength. With 18 crore people in a relatively small area, there is a substantial consumer base. Moreover, Bangladeshis are hardworking, resilient, and often take on multiple jobs, driven by aspirations to grow and succeed.

Our young demographic is another key opportunity. With 63% of the population under 40, we have a vibrant and energetic workforce. This could drive higher consumption, production, and output—provided we invest in their development and channel their potential effectively.

Lastly, Bangladesh’s geographical position as the world’s largest delta presents unique opportunities. Throughout history, delta regions like New York, Mumbai, and London have thrived as economic hubs. Bangladesh, with its strategic location and natural advantages, has the potential to follow suit if guided by visionary business leaders, supportive policymakers, and an enabling government.

6. Share your vision and what kind of impact you hope LEAD Academy will leave in the education and skills development landscape of Bangladesh.

I see myself less as an entrepreneur and more as a creator of ecosystems. My business, now in its twelfth year, has evolved from serial entrepreneurship into building impactful, life-encompassing services. My mission is to provide essential services that support people from birth to death, filling gaps where solutions are lacking. For instance, we’re working on a graveyard near our resort & housing project to address inefficiencies like the struggles people face securing a burial spot in the city—a basic but overlooked need.

Our goal is to establish innovative, high-standard services across various aspects of life. We’ve launched a not-for-profit school, a salon for women, a gym, and agro-resorts producing safe food. We’re building vacation spots, restaurants, and more, ensuring each venture sets a benchmark in its industry.

This vision goes beyond business—it’s about transforming communities. By dedicating 30% of our profits to uplifting the underprivileged, we’re setting a new standard for balancing enterprise with impact, and building a sustainable ecosystem that serves humanity with excellence.