1. Let’s start the interview with an introduction to yourself and your academic journey.

I pursued my undergraduate degree in Management, specifically in BBA, at New York’s prestigious Pace University. From the outset, my plan was clear – to return to Bangladesh and make a meaningful impact in my homeland. This vision was always at the forefront of my mind during my studies, and I applied myself diligently, achieving excellent results and successfully graduating.

Upon completing my degree, my father offered me a valuable advice. He suggested that I gain experience working in American companies to understand the nuances of corporate culture. However, my ultimate goal remained to return to Bangladesh as soon as possible and make a significant contribution to the business landscape. To expedite this, I completed my courses ahead of schedule, eager to embark on my journey in Bangladesh.

I secured a job offer with Ralph Lauren, one of the biggest brands in New York, but I made the swift decision to return to Bangladesh. My heart was set on pursuing my own path and achieving self-realization. Although I held a Directorial position in the family business, I didn’t find fulfillment in that role. My aspirations were unique, driven by a desire for personal achievement and self-reliance.

In 2013, I joined Lanka Bangla, where I worked for a year. It was during this period that I gained invaluable experience, delving into various aspects of trading, stocks, and corporate culture. More importantly, I developed genuine local connections and bonds that were instrumental to my growth.

Reflecting on my journey, I realized that my experiences in the corporate world of Bangladesh held more significance for me than those in American corporations. These experiences helped shape my vision and determination to make a meaningful impact on the business landscape in my home country, Bangladesh.

2. Walk us through your role in Evince Textiles Limited and shed light on the motivations that influenced your decision to join your family’s business. 

I didn’t consciously choose to join my family’s business; rather, it felt like destiny had chosen this path for me. The business had deep roots in my family, with my father’s unwavering dedication to its success. Consequently, it always felt as if this journey was meant to be mine. In a sense, the career in the family business chose me, not the other way around.

Upon joining the family garment business, my brother and I assumed distinct roles. He took charge of the production side, while I focused on the merchandising and marketing aspects of the business. This division of responsibilities allowed us to complement each other’s skills and contribute effectively to the company’s growth.

In addition to our roles within the existing family business, my brother and I had a shared aspiration to establish our own factory. This ambition led us to create Evitex Dress Shirt Ltd., a unique and eco-friendly factory. We embarked on an extensive journey, from sourcing the raw materials to collaborating with various vendors, including those providing glass, thai aluminum, and other essential components. The end result is a factory that resembles a picturesque resort, emphasizing sustainability and green practices in its operations.

3. What led you to expand your ventures toward retail brands considering Noir and Miniso are two very distinct brands in the retail sector? 

After returning to Bangladesh, my journey in the business world took shape organically. It wasn’t a choice I consciously made, but rather a path that seemed destined for me due to my family’s involvement in the business. My father’s deep commitment to the family business made it feel like my natural calling.

While considering various business opportunities, including franchising frozen yogurt and exploring brands like Subway, I quickly realized that Bangladesh had its own unique culture and preferences that diverged from global trends. Subsequently, I channeled my energies toward an area where my strengths lay – the garment industry. With our existing garment business as a foundation, I could oversee production while focusing on merchandising, marketing, and retail aspects.

In pursuit of this vision, we established Noir in July 2014, marking our foray into the world of retail. This endeavor became a significant learning experience. We ventured into manufacturing a wide range of products, including shoes, sunglasses, bags, and various garments. This journey broadened my understanding of the industry and enriched my knowledge base.

Following my stint with Noir, I returned to our family’s garment business to continue contributing to its growth and success. However, the desire to explore new opportunities persisted. It was during this time that I was introduced to Miniso, a concept that intrigued me immensely. In 2015, I visited China with my family, and we were all impressed by Miniso’s organized retail approach.

In early 2018, a chance encounter with a Chinese friend, who later became involved with Miniso, opened up new possibilities. He informed me about Miniso’s plans to enter the Bangladeshi market. This revelation felt like destiny, given my longstanding interest in Miniso. I wholeheartedly assisted in setting up the first Miniso store in Banani, offering guidance on matters such as rent negotiation and team selection.

The journey to acquire the Miniso franchise in Bangladesh wasn’t without its challenges. It took nearly a year of negotiations, and we encountered some setbacks along the way. However, my father’s initiative and my commitment ultimately led to a successful partnership with Miniso in late 2018. We officially took over the operations in early 2019.

During this time, I also took on a significant role at Noir. Despite initial apprehensions, I embraced the opportunity and became involved in design and marketing. Noir became an integral part of my identity, and I gained invaluable experience from my involvement.

The stark differences between the clothing business and retail were evident. In Bangladesh, the clothing business is highly seasonal, with a substantial portion of sales concentrated during events like Eid. We recognized the need to diversify into a retail segment that operates consistently throughout the year, regardless of seasons or festivities. Miniso, with its focus on essential items, represented this ideal model. However, the retail landscape in Bangladesh lacked structured rental systems and consistency. To mitigate these risks, we devised a franchise model, allowing us to share the operational and financial responsibilities with franchisees while maintaining brand identity.

Our franchise model was designed to provide franchisees with a time-friendly and hassle-free experience. We managed day-to-day operations, infrastructure, and team management, allowing investors to focus on production. This approach was mutually beneficial, sharing the risk and effort involved in running a successful retail venture in Bangladesh.

4. In recent years, there has been significant changes in consumer preferences with fast fashion, how do you adapt to evolving market trends and consumer demands to stay relevant? 

Understanding the specific context in which we operate is paramount, and Bangladesh presents a unique set of challenges and opportunities. To thrive in Bangladesh, brands like Miniso recognize the importance of comprehending the intricacies of the local market, which can be quite challenging. Bangladeshi consumers exhibit a diverse range of preferences and behaviors, making it crucial to navigate their idiosyncrasies effectively.

Bangladesh’s customer base can be described as both intricate and discerning. Consumers here tend to be highly selective and often exhibit extreme preferences. The challenge lies in comprehending the nuances of Bangladeshi body shapes, tastes, and the wide array of preferences that exist. To establish a strong foothold as a Bangladeshi brand, a deep understanding of the local customer base is essential.

For brands like Noir, the focus centers on incorporating and preserving traditional culture. This forms the foundation upon which they build their products and fashion trends. Noir’s product line primarily consists of ethnic wear, which tends to maintain a degree of consistency in terms of fashion. The reason behind this strategy is that Bangladeshi customers tend to be risk-averse and value traditions and cultural aspects.

In Bangladesh, the key to building a brand lies in capturing and embracing the rich culture and traditions that hold significant value in the hearts of the local populace. Merely following global trends will not suffice, as Bangladeshi consumers have a unique and deep-seated sensitivity to their cultural heritage. Therefore, to establish a lasting brand presence in Bangladesh, it is imperative to harmonize with the local culture and cater to the distinctive preferences of its consumers.

5. How do you see consumer expectations evolving in terms of product quality, sustainability, and ethical practices with the growing interest in conscious consumerism?

In today’s market, consumers prioritize both brand recognition and exceptional service, alongside the provision of the right products in the right manner. This commitment to quality and excellence is exemplified by brands like Noir and Miniso, which have successfully met these expectations. Moreover, in the realm of apparel, consumers have grown increasingly discerning when it comes to garment quality.

Sustainability has emerged as a pivotal aspect of contemporary business practices. As consumers become more environmentally conscious, there is a growing demand for sustainable products and practices. Brands are now embracing sustainability as an integral part of their business model. It is crucial for brands to actively engage with the concept of sustainability and raise awareness among consumers about its significance. By doing so, brands can not only meet customer expectations but also contribute to the broader conversation about environmental responsibility and preservation.

6. Shed some light into your role in EO and how it contributes to the entrepreneurial ecosystem in Bangladesh?

In 2019, I became a member of EO, making me the youngest member at the time. While I’m also a part of BGMEA due to family connections, EO holds a distinct place in my life. It’s not merely an association; it’s akin to a second home and a close-knit community. EO has played a pivotal role in shaping my journey as an entrepreneur, helping me strike a balance between work, social life, entertainment, and continuous learning.

EO has been instrumental in my ongoing education. For instance, last year, I had the incredible opportunity to attend Harvard Business School’s Entrepreneurial Strategy program through EO. Such opportunities are regularly offered to EO members, granting access to renowned institutions like MIT, INSEAD, and Ivy League schools for continuous learning. Additionally, EO brings successful business leaders to Bangladesh, providing training, top-tier management programs, and valuable insights.

Another invaluable aspect of EO is the sense of community it fosters. Finding like-minded individuals for regular interaction can be challenging, but EO’s rigorous membership selection process ensures a solid group of engaged and committed members. EO goes beyond the individual entrepreneur and includes their family, encouraging spouses to get involved, interact, and learn together, creating a true sense of family within the organization.

My role within EO has evolved over time. As the youngest member, I was entrusted with various responsibilities from the outset and served on the board. Last year, I was part of the SAP (Strategic Alliance Partnership) team where we onboarded different brands and companies to benefit EO. We were recognized as an award-winning team for onboarding the highest number of SAPs.

This year, I’m taking on the role of MARCOM (Marketing Communications) Chair, with the assistance of the co-chair, Ammar Mamoon. Our focus is on branding EO and shaping the perception of EO within the general audience. EO is a global organization, and we aim to promote Bangladesh on a global scale through our marketing efforts. We want to portray Bangladesh as a formidable hub of entrepreneurship and a strong chapter within EO. Additionally, we actively promote entrepreneurs, as they are the ultimate ambassadors and marketing assets for EO. This is the core responsibility of my team within EO.

7. Walk us through some of the key initiatives that EO Bangladesh is currently involved in to support local entrepreneurs and what vision you wish to accomplish for the organization?

EO is not an open platform that aggregates everyone locally, but it offers significant benefits to all involved. One of the ways in which EO contributes to the local entrepreneurial ecosystem is through the Global Student Entrepreneur Awards (GSEA). This competition provides a unique opportunity for student entrepreneurs to showcase their ideas, pitch their ventures, and potentially secure investment and mentorship support for their startups. GSEA is an annual competition, and it is closely affiliated with Startup Bangladesh.

This initiative not only provides a platform for young, aspiring entrepreneurs to present their innovative concepts but also creates a sense of inspiration within the community. We have had the privilege of hosting esteemed ministers who have participated in our programs to motivate and encourage local individuals who possess brilliant ideas but may lack the financial means to bring them to life. These initiatives serve as a beacon of hope and inspiration for the youth.

Furthermore, EO members themselves benefit significantly from their involvement in such activities. Their overall development is enhanced through exposure to these budding entrepreneurs and their innovative ideas. EO’s engagement in initiatives like GSEA demonstrates its commitment to fostering entrepreneurship and contributing positively to the local entrepreneurial landscape.

8. Tell us about your vision in terms of your own business and EO?

My vision for both my own business and EO (Entrepreneurs’ Organization) revolves around a clear and focused approach to maximize opportunities and benefits.

In terms of my own business, our primary goal is to be laser-focused. We recognize the multitude of opportunities available to us, but we’re currently prioritizing product diversification and expanding our capacity within the garments industry. We aim to establish a robust setup for product diversification that can fuel our growth.

Regarding our retail ventures, we are committed to maintaining our focus. We have come to appreciate the significance of franchise opportunities, particularly in the context of Miniso’s tremendous potential. With 26 showrooms already in operation and the 27th about to open, and more in the pipeline, the scope for Miniso’s growth in Bangladesh is substantial. Additionally, we are actively seeking essential brands that are not seasonal-dependent to join our portfolio.

I believe that one doesn’t need to juggle a multitude of endeavors. Success can be achieved by concentrating on one’s strengths and taking a step-by-step approach. Time is a finite resource, and balancing work with one’s personal life is crucial. Thus, our vision is to stay dedicated to our strengths and incrementally work towards success.

Turning to EO, my vision for this organization is centered on continuous value creation for its members. It is essential to make every member feel valued and appreciated. Within EO, entrepreneurs are individuals who highly value their time and seek value in everything they do. Therefore, our goal is to ensure that EO remains a platform where members can consistently access valuable resources and benefits. Entrepreneurs can be quite selective in their engagements, driven by their pursuit of value. Hence, my vision for EO is to retain and enhance the value it offers its members, thereby encouraging active participation and contribution. This way, EO can continue to be a supportive and enriching community for entrepreneurs.