1. To begin, could you share a bit about your early life and educational journey? What experiences or influences led you toward a lifelong commitment to social justice and humanitarian leadership? 

I started school quite early—at just two and a half—since my mother was a teacher at Vikarunnesa. But I never stayed in one school for long, as my parents moved frequently. We lived in places like London and Karachi. The advantage of having a mother who was a teacher was that she always ensured I continued learning, no matter where we were. 

We returned to Bangladesh end of 1970, when my father was posted back to Dhaka. I was 11 during the liberation war period, it was too dangerous to attend school in those 9 months of the liberation war, so we stayed home. My mother taught us herself.

After independence, I completed my O Levels, then HSC, and finally enrolled at Dhaka University, where I earned both my bachelor’s, master’s and MPhil degrees. I’m deeply grateful to Dhaka University—it offered me an affordable, quality education, with scholarships. That experience instilled in me a lasting sense of responsibility toward both the university and the country.

I believe the sense of duty and commitment comes from the family I grew up in. Both my parents were deeply engaged in advocating for people’s rights. My mother, who had studied philosophy, Bangla, and English—earning three master’s degrees—nurtured my love for learning and the humanities. My father was a journalist, which sparked my interest in current affairs and media. By the time I had finished my intermediate studies, I had started reading the news on Bangladesh Betar and Bangladesh Television, eventually becoming an English newscaster on BTV.

My commitment to social justice was shaped by my parents’ values and the turbulent early years of Bangladesh. In 1976, they encouraged me to join an amateur theatre group, which opened my eyes to the realities faced by people across the country. Through theatre, I engaged with issues like democracy, rights, and class—values that have guided me ever since.

2. You’ve been with ActionAid Bangladesh for over a decade. What have been some of the most defining moments for you as Country Director, and how have those shaped your leadership philosophy? 

I was working in the UK when I was offered the position at ActionAid Bangladesh. I decided to return—partly for family reasons, partly also because the organization was going through a period of major turbulence. Despite the instability, it was doing important work. I knew that while it’s easy to dismantle an institution, building one takes vision and commitment. So, I took on the challenge—that was a defining moment for me.

One of the most meaningful milestones in my journey with ActionAid began in 2007 with a project called Happy Home. It commenced with 150 girls living on the streets of Dhaka—homeless, lost, or brought to the city under difficult circumstances. Initially designed as a short-term project with five shelters, I couldn’t imagine telling the girls after three years, “We’re out of funds—go back to the streets.” It became my mission. Over time, Happy Home grew into a full-fledged residential center. These girls—now young women—have transformed their lives. Some are lawyers, nurses, one is studying journalism, others are in architecture, engineering, or baking, and many are thriving in public and private sectors. All of them, are very close to my heart, I consider them as “my girls.” Happy Home continues today and as the older girls move on, new ones join. Our purpose remains the same: to help each girl graduate into life with dignity, hope, and confidence.

Another key moment came when ActionAid transitioned to a federated governance model—the first of its kind in the development sector. Instead of a central headquarters, we now have a global secretariat in South Africa, and each country, including Bangladesh, operates with its own national board and general assembly. Setting up this governance structure in Bangladesh, at a time when the concept was still new, was both challenging and transformative.

The other defining moment was when I led the development of our Country Strategy Paper and placed climate change and climate justice at the center of our agenda in 2008. ActionAid was already recognized for its disaster response work, but I introduced the concept of climate justice in Bangladesh and helped influence its adoption across the global ActionAid federation. ActionAid Bangladesh has played a key role in areas like climate finance and loss and damage nationally and globally.

But above all, my most meaningful moments have come from working directly with communities. I’ve traveled to the most remote and difficult parts of the country—places many wouldn’t go. Those experiences, for me, are a true lifetime achievement.

3. Gender justice, youth empowerment, and climate resilience have remained core to ActionAid’s mission. Among these, which area do you believe needs the most urgent rethinking or redirection in the context of today’s Bangladesh? 

We need to shift our mindset and recognize that the people of this country, regardless of their economic status or location, have incredible potential. It’s often not a lack of competence but barriers to access to opportunity that hold them back. Everyone has something to contribute—whether it’s an entrepreneurial spirit or a unique skill. I’ve seen this proven time and again through our work.

It’s vital to acknowledge the power of communities—young people, women, farmers, and fisherfolk. During COVID, our farmers kept us fed, and there was no food shortage, showcasing their resilience. We need to address gaps in our institutions. While policies and laws exist, the issue lies in their implementation and the allocation of resources. A closer look at the national budget reveals significant gaps in funding for climate, gender, health, and youth, with resources often misused.

This is why I focus so much on youth. At ActionAid, we work with children through our sponsorship program, but what happens after they reach 18? Many young people feel directionless, with some wanting to leave the country or falling into harmful and anti-social behaviors. We need to help them realize their potential because they are capable of shaping the future. With the rise of startups and innovations, young people are driving change. They deserve recognition, support, and a focused national effort. Our future depends on harnessing this energy. 

4. In recent months, the global development landscape has seen shifting donor priorities, tighter funding, and new policy directions. How are these changes impacting your strategies at ActionAid Bangladesh, and how do you see the future of NGO work adapting? 

I took charge of ActionAid Bangladesh as Country Director in 2007. Just a year later, in 2008, the global financial crisis hit, leading to a sharp 30% cut in funding coming into AA Bangladesh. It was a wake-up call—not just for me, but for the entire organization and sector. We realized then that we could no longer rely on a single stream of funding.

In response, we made a strategic shift toward diversification. We adopted a blended financing approach—seeking support from institutions, philanthropy, trusts, foundations, and investing in national fundraising. Over the years, we’ve built a more resilient funding portfolio.

So, while recent global shifts have impacted the development sector, ActionAid Bangladesh has so far been able to navigate the challenges. That said, we remain cautious—particularly in areas like humanitarian response, where funding can still be vulnerable. But overall, we’ve positioned ourselves to be less dependent and more adaptive, which has made a significant difference.

5. Given the current challenges in funding, visibility, and regulation, do you believe a new NGO with a sincere cause can still make a meaningful impact in Bangladesh today?

Regulation is necessary, but when policies restrict people’s potential, they become counterproductive. For over a decade, we’ve advocated for changes in the NGO ordinance to make regulatory processes more enabling. Under the current interim government, we’ve seen positive steps, such as easier approval processes and responsiveness to our advocacy.

However, not all NGOs are the same. Many rely on microcredit and financial models, while organizations like ActionAid focus on rights-based work—equity, leadership, youth empowerment, and social justice—which doesn’t generate profit and is harder to fund. Yet we have found ideas and innovations to enable communities to graduate out of poverty.

We need more nuanced regulation and support, encouraging local NGOs to collaborate and strengthen this space. National foundations and CSR must also grow. Unlike donor funding, national and CSR funding can be more adaptable and contextual.

We must avoid replicating models that don’t fit Bangladesh’s context. What we need are frameworks for social enterprise and CSR tailored to our realities. I urge the media and policymakers to help build these frameworks to support national investment in social development, grounded in the context of our people and country.

6. How can it be ensured that CSR investments are not just reactive but integrated into national development goals?

What we often see is that CSR funds are mostly directed towards humanitarian emergencies—floods, cyclones, landslides. When a disaster strikes, banks and companies are urged by the government to contribute. That’s necessary, but it’s reactive.

What we really need is a proactive, year-round strategy. There should be clear guidelines that require companies—especially those making consistent profits—to invest a set percentage, say 2% or more, in broader social development. And this shouldn’t be limited to relief efforts or economic activities. It should include support for education, youth development, innovation, and especially research. Without research, how can we innovate or stay relevant—especially in an era shaped by climate change, AI, and rapid technological shifts?

Currently, some CSR funds do reach people and have some impact, particularly in emergencies. But ad hoc solutions aren’t enough. We need a long-term framework that encourages companies to contribute meaningfully to national development, ideally in collaboration with experienced organizations like ActionAid. This approach ensures accountability, impact, and sustainability.

7. Bangladesh is often seen as both a frontline victim and a model responder in the climate crisis. How is ActionAid helping build resilience in climate-vulnerable communities, and  what policy gaps still need urgent attention? 

One of my key milestones came in 2008 when I introduced climate change programming at ActionAid Bangladesh, focusing on both adaptation and policy advocacy. We began with grassroots engagement, such as in Lalua, Koyra, after Cyclone Sidr, where we asked communities, “What do you need to rebuild?” They mapped their resources and recovery needs, showing what real adaptation looks like.

We expanded this approach, advocating for a climate budget and national adaptation plans while working globally to support Bangladesh’s calls for action. A critical contribution was introducing the concept of loss and damage in Bangladesh, emphasizing invisible losses like children dropping out of school, early marriages, and food insecurity, which are often overlooked.

Bangladesh is now recognized as a model in disaster preparedness and anticipatory action, driven by our partnerships with the Ministry of Disaster Management. However, while I’m proud of our country’s resilience, I’m frustrated by the global inaction. Despite rich countries’ commitments in Kyoto and Paris, they continue to emit heavily. Bangladesh, with negligible emissions, is shifting to renewables, highlighting the stark injustice.

Despite this, our advocacy continues because Bangladesh’s resilience, creativity, and strength inspire me every day. I feel fortunate to have been born here.

8. Collaboration is key in today’s development world — not only with the government but also, with the private sector and youth-led networks. How do you see these partnerships evolving to ensure long-term, systemic impact? 

ActionAid follows a sponsorship-based model. Our work we assess if a community is economically marginalized, climate-vulnerable, or lacking basic opportunities. If so, we initiate a long-term partnership, typically committing for 10 years. This could involve direct intervention or collaboration with local NGOs, always focusing on empowerment and rights.

From the beginning in Bangladesh back in 1983, we’ve emphasized on localization and institution-building. From Bhola to Dhaka, we’ve supported small organizations in growing into national institutions. We’re proud of helping unlock potential in these communities.

At present, we work in 11 districts, having reduced our presence as local organizations mature. Beyond sponsorship, we’ve created strategic partnerships, such as Kendrio Krishok Moitree, an independent platform for farmers, and networks JNNPF for addressing gender-based violence, sex workers, and youth engagement. Over the past decade, we’ve nurtured grassroots youth activism, with many emerging leaders.

We believe when women, youth, and marginalized groups are supported, they don’t just survive—they lead real, lasting change.

9. On a lighter note — when you’re not managing teams, campaigns, or policy dialogue, what is something simple that brings you personal peace or recharges your energy? 

I’m passionate about music, reading, and films—I’m a big movie buff! In my free time, I enjoy watching a good film and starting my day in my veranda garden, which brings me peace and energy. Music of all genres helps set the tone for the day.

I love traveling and discovering new places and cultures. My sons and brother are usually my co-travelers. Above all, work is my true passion. It’s not just a job—it’s where I can live out my values of rights, justice, and equality. This organization feels like a family, and here, I know I can turn my beliefs into action.

10. Looking ahead, what is your vision for the next decade of ActionAid Bangladesh? And what kind of legacy would you like to leave behind in the wider fight for justice, equity, and inclusive development?

ActionAid’s vision is clear: we stand for rights and justice, committed to building our financial independence and strength. Our strong governance and supportive board align with this mission.

Personally, I prioritize values and principles above all. As someone who believes in gender equality, I stand for inclusion, justice, and shared leadership. We keep hierarchy minimal and my door is always open to ideas from all levels.

The values I hope to leave behind are simple: be human, empathetic, and recognize that others can have different needs from you, so we need to stay open to listening to everyone. We exist because of the trust communities have placed in us. That trust is everything—we don’t aspire to never become just another corporate entity. Our strength lies in standing for justice, rights, and dignity for all.