1. Let’s start with your early life—can you share a bit about your upbringing, academic journey, and how those experiences shaped your entry into the world of business?

I studied at Rajuk School and College before moving to the UK for higher education. I completed my postgraduate studies at London Metropolitan University and then returned to Bangladesh. Interestingly, my entrepreneurial journey actually began during my university days in the UK. While pursuing my studies, I had the opportunity to work at Wembley Stadium—an iconic venue that offers much more than just sports. With its network of shops, hotels, and restaurants, Wembley felt like an entire ecosystem, and working there gave me a unique perspective on large-scale operations.

While working at Wembley, a friend and I launched a call center service based in Bangladesh. I set up our office here, built a team, and began offering services remotely. That experience sparked my passion for business and laid the groundwork for future ventures.

When I formally joined our family business in 2008, it was primarily focused on commodities and had been established back in 2000. From the beginning, my goal was to diversify and transform it into a group of industries. With a growing interest in the automotive sector and recognizing rising demand in Bangladesh, I started with automotive lubricants—importing engine oil from Dubai. The first few years were spent understanding the market, customer behavior, and the manufacturing process. In 2013, we established our own lubricant factory, which is now operating successfully.

Around the same time, we expanded into the construction sector. As Bangladesh’s economy developed, Dhaka experienced a surge in returning expatriates and an increasing demand for housing. We identified that opportunity and stepped in—and Alhamdulillah, both the lubricant and construction ventures have progressed well.

My education, particularly in engineering, played a vital role throughout this journey. It sharpened my problem-solving skills, expanded my technical knowledge, and helped bridge the gap between academic insight and practical business execution.

2. You’re involved with multiple ventures spanning food, construction, energy, and IT. How do you effectively lead and manage across such diverse sectors, each with its own unique challenges?

We built our business by aligning closely with the evolving demands of the nation. My father, originally a service holder, founded the company in 2000. Before venturing into business, he traveled abroad to study innovations in developed countries—identifying trends and models that hadn’t yet reached Bangladesh. One of his earliest ventures focused on packaging, introducing sorted and premium-packed commodities at a time when such practices were virtually unheard of here.

I vividly remember one of the pivotal moments in our early journey. My father’s close friend, Mr. Niaz Rahim, was planning to open a supermarket, and my father supported him by preparing the packaged goods. That partnership gave us a strong footing. As consumer habits began shifting away from traditional markets, there was a growing appetite for higher-quality, well-sorted products. We were among the first to import and introduce items like cheese, processed meats, dairy, and baby food—products that were previously unavailable or uncommon in the local market.

In 2008, observing the increasing need for housing, we ventured into the real estate sector. Around the same time, we also stepped into the automotive business. None of these expansions were driven by pre-set ambitions—they were responses to emerging market gaps. At every stage, our approach has been rooted in a simple principle: Is this right for Bangladesh? Will it add value to people’s lives? If the answers were yes, only then did we move forward.

I’ve always believed that business requires more than just ambition—it requires deep technical understanding. It’s not a game of trial and error; it’s a significant financial commitment that demands informed decisions. That’s why we never rush. We begin with training, gather knowledge, map the supply chain, evaluate product quality, and study consumer behavior. Only after we are confident in our understanding do we consider setting up a factory.

Over the years, we’ve collaborated with both local and international experts. When needed, we bring in foreign professionals, invest in their training, and give them 4–5 years to build capacity within the organization. This approach has helped us ensure that our operations remain technically sound, sustainable, and capable of meeting the growing needs of the country.

3. What’s your assessment of the current state of Bangladesh’s construction and real estate sector? Where do you see the biggest opportunities and risks?

The real estate industry in Bangladesh originally took shape out of necessity—people urgently needed housing. Over the years, however, the landscape has evolved. Today, many residents in Dhaka have already secured their homes, and the focus has shifted from basic need to lifestyle and affordability.

Broadly, the market now caters to two distinct segments. The first is the high-end sector—encompassing areas like Gulshan, Banani, Dhanmondi, and Uttara—where buyers seek a premium lifestyle influenced by global trends. These neighborhoods have seen remarkable transformation and continue to attract a luxury-driven clientele.

The second, and perhaps more dynamic, segment is affordable housing on the outskirts of Dhaka. In surrounding areas near Uttara, where land prices are still relatively reasonable (though central Uttara can reach up to BDT 15,000 per square foot), a new and practical trend has emerged: the land-sharing model. In this approach, groups of friends or extended families jointly purchase land and collaborate with developers like us to construct homes—effectively reducing individual costs. This model, long popular in many developed nations, is now gaining traction in Bangladesh.

I firmly believe that this concept of affordable, cooperative homebuilding is the future of our real estate sector. In the coming five years, it is poised to become one of the most promising and sustainable segments in the construction industry.

4. Being involved in the food and commodity sector, what trends do you see shaping the future of food production and distribution in the country with changing consumer behavior?

Food culture in Bangladesh has evolved significantly. In the past, people were mainly concerned with having enough to eat—nutrition wasn’t a major consideration. But today, especially among the middle and upper classes, there’s a growing awareness of nutritional value. People now check for vitamins, calcium, Omega-3, and other health benefits before choosing food items. For example, Omega-3-enriched eggs have become a popular necessity—something that wasn’t even considered 15–20 years ago.

Even among the middle and lower-income groups, preferences have shifted. Where people once favored snacks like shingara and puri, many now opt for biscuits, cakes, and packaged food. With rising education and access to global knowledge online, people are making more informed food choices. This signals a positive future for the food market in Bangladesh.

As a company, we focus on serving the masses. Our core products include essentials like lentils, soybean oil, and sugar. A significant part of our work is with the Trading Corporation of Bangladesh (TCB), helping to supply these items to underprivileged communities. Although the margins are very low, we remain committed because we believe business should benefit people. Serving the nation has always been at the heart of our business ethos.

5. AI is transforming industries globally. How do you view its potential impact on the sectors you’re involved in, especially construction, food, and IT?

AI is undoubtedly the next big thing—just like the internet was back in 1998. At that time, the internet was a breakthrough; today, it has become an inseparable part of our lives. Similarly, AI is now moving from theory to execution, and its impact is becoming real and far-reaching.

As a student, I studied AI but never imagined it would shape the world so significantly. Now, AI can automate almost everything. While it may reduce the need for human labor, it can’t replace direction or vision. Its biggest strengths are automation, memory, and data processing. Unlike people, AI doesn’t forget—it retains and practices information. And in business, information is the most powerful asset. The more you know, the better decisions you can make.

In the construction sector, for example, we can now target potential clients with precision. If someone lives in Dhanmondi 10, we can run ads specifically in that location using AI—ensuring our brand stays visible and relevant to them. This kind of smart targeting influences buying decisions and gives businesses a competitive edge.

I firmly believe that those who don’t adapt to AI will fall behind. As a businessman and a young entrepreneur, I think embracing technology is non-negotiable. Learning must be continuous, and technology should be at the top of the priority list.

In our company, we’ve already started integrating AI into our operations. We also focus on training youth and upskilling our employees. Recently, we even brought in an AI expert from the UK for intensive training. This is just the beginning—we’re committed to staying ahead by staying informed.

6. How do you view the current business climate in Bangladesh, particularly for entrepreneurs looking to scale across industries?

Bangladesh is a fascinating country. From the outside, it may appear that progress is slow or unlikely—but when you zoom in and track the changes every five years, the transformation is undeniable. The development is not just visible; it’s real and sustained.

As a nation, we possess an extraordinary sense of resilience. No matter the challenge, the people of Bangladesh know how to adapt, persevere, and rise again. The current economic slowdown isn’t the first we’ve faced—and, like before, we have every reason to believe Bangladesh will come back even stronger.

Over the past 25 years, the country has undergone rapid advancement. From a business perspective, when the market slows and expectations aren’t met, we shift gears toward strategy. It’s a time to prepare—to refine our approach and position ourselves for the rebound.

We pay close attention to evolving consumer behavior, shifting priorities, and emerging trends. Bangladesh is a vast and vibrant market. If you can identify what people truly need, offer the right product at the right price, and respond with insight and agility—there’s always space for growth. That’s the reality of doing business here.

7. As a member of Entrepreneurs’ Organization (EO) Bangladesh, how has this network contributed to your personal and professional growth—and what are your future goals or contributions you hope to make through the organization?

Being a member of EO—Entrepreneurs’ Organization—has been a transformative experience for me. While Bangladesh is one chapter of this global platform, EO operates very differently from traditional commerce chambers. What truly sets EO apart is its focus on peer-to-peer learning.

As entrepreneurs, we often face knowledge gaps and decision-making challenges. We’re expected to give direction in boardrooms and lead our teams—but to do that effectively, we also need continuous input and insights. EO provides that. It’s a space where I can learn from global business peers, access valuable references, and bring that knowledge back to my own team.

One of the most powerful aspects of EO is the ability to share thoughts, doubts, and challenges in a trusted circle. Often, we’re faced with decisions that no one around us has made before, and naturally, doubts arise. In EO, we don’t give advice—but we do share experiences. If I bring a problem to the table, others will share how they handled similar situations. It’s still my decision to make, but hearing those experiences gives me clarity and confidence. And because EO is a highly trustworthy space, nothing shared leaves the room.

EO has also contributed immensely to my personal development. The members are highly accomplished individuals, with strong corporate values and leadership skills. Being surrounded by such people automatically pushes you to grow. When you’re in a room full of high-performers, you begin to fill in your own gaps to match their level. I can clearly see the difference in myself as an entrepreneur now, compared to two years ago.

EO offers selfless training programs that are hard to find in Bangladesh. Everything I’ve learned through EO—whether in leadership, operations, or personal growth—I’ve applied to both my business and life, and the impact has been significant.

Over the past two years, I’ve grown to truly love EO, and naturally, I’ve tried to give back as much as possible. As part of my responsibilities, I welcome new members, introduce them to EO’s values, and guide them in building forums—small, trusted groups of 6–9 members where open and honest conversations happen. I help them see the power of bonding, trust, and shared learning.

Beyond that, I also encourage spouse involvement, which adds value to both personal and social lives. EO’s impact is holistic—it improves both professional and personal dimensions—and I’m committed to contributing as close to 100% as possible to this journey.