1. Let’s start with your journey in Elite Force, what motivated you to join the family business, and how has this experience shaped your entrepreneurial vision?

I was born in 1984 and attended Scholastica, making me the only one in my family to experience an English medium education. It turned out to be a pivotal decision. Initially, I went to the USA to pursue engineering, but after the events of 9/11, I returned to Bangladesh. I then completed my Bachelor’s in Business Administration from North South University.

My father was in the army, so I grew up with the discipline and structure that comes with military life. I always admired it and even had aspirations of joining the army myself, though that never materialized. Before finishing my graduation, I started working with my father. After his retirement in 1994, he opened a real estate company, and in 1999, he founded Elite Force, a private security company. At that time, private security was a burgeoning industry, and the demand was just beginning to rise. We started with only seven guards on November 11, 1999, and now, 24 years later, we have grown to 25,000 guards with operations in every district of Bangladesh. We have 14 main offices and 30 sub-offices across the country.

From the beginning, I was deeply involved in the company. Even before I graduated, I found myself increasingly drawn to the business, and it became my full-time commitment. Although some people used to mock the idea of working in a “security guard company,” I always felt a deep sense of pride. Providing employment opportunities to those in need and supporting entire families through this work is something to be proud of, not ridiculed.

My focus has always been on elevating the company’s image, transforming it from a simple security guard service to a sophisticated private security company. Achieving this mental shift required hard work, attention to detail, and an emphasis on professionalism—everything from polished presentations and reports to professional uniforms, well-maintained offices, and strict adherence to protocol. We have worked tirelessly to meet international standards.

I must also give credit to G4S, who entered the Bangladesh market and introduced modern security practices we had never seen before. I have no shame in saying that I emulated their methods as a way to learn and improve our company. Alhamdulillah, today, Elite Force is the leading private security company in Bangladesh, serving some of the highest-level clients in the country.

The market is vast, with over 900 security companies in Bangladesh. Yet, we remain the largest, with 25,000 guards. Our clients place immense trust in us, especially banks, international companies, and many others. In fact, 90% of the top companies in Bangladesh rely on Elite Force’s security services, including UNDP and 32 embassies.

2. What were the challenges in winning trust as a security company?

It was a significant challenge because the public perception was deeply ingrained in the idea of a “guard company.” It took nearly a decade to shift this mindset and establish our personnel as “security officers” rather than just guards. To achieve this transformation, we made several strategic changes, starting with the uniform and modernizing our training programs. Today, we have one of the largest training centers in Bangladesh for a private security company, attracting visits from army personnel, ministers, and embassy representatives.

The uniqueness of our company lies in our service and brand value. The core material—our guards—comes from similar backgrounds as those in other security services. Many are from villages, often from poor backgrounds, seeking employment. What sets Elite Force apart is the exceptional training we provide and the brand name that our guards proudly carry on their shoulders. Additionally, we use top-quality equipment, ensuring that while the input may be the same, the output is vastly different.

Our commitment to service goes beyond the ordinary. When a client calls, we go all out. For instance, in a crisis where a company faced issues with top management, we responded within 20 minutes, dispatching 200 personnel on motorcycles to secure the office, evacuate the management, and bring them to a safe house. We were the first responders, and our swift action saved the day.

Another example of the trust we’ve built is our work in Baridhara, the most prestigious area in the country. Starting from August 6th, when everything else failed, they called us, and we secured the entire area—from gate security to comprehensive protection. This level of trust is a testament to the reputation we’ve earned.

Foreign companies entering Bangladesh look to Elite Force first, whether it’s Google, Meta, Facebook, or Amazon. Our service begins right at the aircraft door, where we handle everything from receiving them, managing their luggage, handling immigration, and escorting them to their hotels. We’re heavily involved in government projects, including U.S.-based initiatives, and we have a strong presence in the media and entertainment industry. Whether it’s securing concerts for stars like Badshah, Shreya Ghoshal, or Atif Aslam, or providing protection for figures like Shah Rukh Khan and Sachin Tendulkar, we’ve been there.

We’ve been providing security for Dr. Yunus for the last 5 years. No matter who needs our support, we deliver it with independence and dedication. The trust we’ve earned is the result of years of hard work and a commitment to excellence.

3. Walk us through the range of services and operations of Elite Force that have established it as a leading security provider in Bangladesh?

At Elite Force, while providing security guard services is our foundational offering, we go far beyond that. We offer a wide range of specialized services, including bodyguards, armed guards, and cash-in-transit services. We securely transport cash from banks to businesses, such as garment factories, and back to banks. Additionally, we handle vaulting and ATM cash replenishment, ensuring the safe movement and storage of funds.

We also provide comprehensive event security, covering everything from small birthday parties to large-scale events requiring helipad and aviation security. For instance, in Bangladesh, we are entrusted with the security of Singapore Airlines, managing everything from baggage handling to on-ground operations. Securing the trust of an airline like Singapore Airlines is no small feat, and we also provided similar services to US-Bangla and Biman airlines.

Our services extend to embassy security as well. For example, we work closely with the Singapore Embassy, Saudi Embassy, handling background checks, passport collection and submission etc. Elite Force also provides specialized security for hospitals and power plants. Our personnel range from entry-level guards to highly trained elite officers. We thoroughly vet our guards and pay them accordingly, based on their background and experience. We even have a dedicated research and development wing that produces weekly, monthly, and annual reports on the country’s security situation. These reports are highly valued and purchased by many international organizations, including several U.S. companies. The information in these reports is sourced from publicly available news and is not confidential.

We also cater to VIPs who prefer to keep a low profile when visiting Bangladesh. For them, we provide comprehensive services, including agents, vehicles, and security details. Our fleet includes around 75 vehicles, with 15 VIP armored cars, including BMWs, Prados, and Range Rovers. These vehicles are owned by Elite Force, not rented, and our drivers are highly trained, with some having undergone Japanese defense driving courses.

Our capabilities extend to specialized units, such as our K9 unit, which is the country’s first private dog squad. We operate a dog training center with around 56 highly trained German Shepherds, some of which were retired from the Rapid Action Battalion (RAB). Our dogs and trainers are deployed for various security operations, including recent patrolling missions in Uttara to prevent theft and dacoity.

In addition to our security services, we offer training programs for guards. We have a dedicated training center with classrooms, lodging, and dining facilities. Trainees stay with us until they complete their training, after which we assist them in securing jobs abroad, including in Malaysia. We also conduct insurance background checks. For example, when Alico receives a death claim, they often approach us to verify the claim’s authenticity. Our team conducts thorough investigations, visiting hospitals, villages, and even graveyards to ensure the legitimacy of the claim, as many fraudulent cases occur.

4. How has technology been integrated into the operations of Elite Force and are there any specific tools or systems you’ve adopted to enhance security services?

At Elite Force, we’re at the forefront of digital security, utilizing cutting-edge technology like AI-based cameras, advanced security detectors, and remote monitoring systems. Our digital security team in Dhaka oversees international clients’ security stations, allowing them to monitor their operations remotely from a centralized control room. We also provide third-party monitoring services for U.S. institutions. All our vehicles are equipped with cameras, allowing us to monitor not only the vehicle’s movements but also the conversations and activities inside. Additionally, we utilize CCTV cameras, access control devices, and other state-of-the-art digital security tools to ensure comprehensive protection.

However, in Bangladesh, the reliance on human labor is still predominant. While digital security will undoubtedly grow, it’s important to note that labor is the most cost-effective resource in the country. When asked what makes them feel safer—a camera or a live guard at their doorstep—most Bangladeshis would choose a guard. There’s a certain comfort in knowing that a human presence is there to actively protect you. Digital security, though powerful, has its limitations. High-end companies may incorporate biometrics or other advanced technologies, but the mindset here still heavily favors human security.

For example, drone patrolling, while gaining traction in other parts of the world, is not yet widely applicable in Bangladesh. We’ve explored the possibility of robotic patrolling, but the market isn’t ready for it yet. In Bangladesh, robots could serve as preventive tools, but when it comes to reactive actions, they still fall short. That said, we are actively considering the introduction of robotics into our operations in the near future, as we believe it will be a great addition. However, we firmly believe that human presence will continue to be necessary for at least the next 15 years.

Even in highly advanced regions like Dubai, while robots might be used for welcoming guests, human interaction remains essential. Robotics is undoubtedly the future, but in Bangladesh, its adoption will take time. We are committed to staying ahead of the curve, but we also recognize that for now, and in the foreseeable future, human security personnel will remain the backbone of our operations.

5. With a diverse clientele ranging from local businesses to multinational corporations, how does Elite Force tailor its security solutions to meet the specific needs of such a varied client base?

We had been closely monitoring the situation and, like everyone else, were deeply concerned about the growing lack of safety and security. Starting from July 18th, we began receiving requests for additional guards, which made us realize that we needed to be prepared for any eventuality. However, we didn’t anticipate how quickly the situation would deteriorate.

When everything collapsed on the night of August 5th, we observed that the police presence had drastically diminished. The next morning, we held an emergency meeting at our office. As the largest security company in Bangladesh, we knew it was our responsibility to take a leadership role in protecting our communities. Despite facing a severe shortage of personnel due to the overwhelming demand from various sectors like garment factories, which were experiencing unrest, riots, and vandalism, we understood that we had to step up. We even received calls from government institutions, including the Supreme Court of Bangladesh, seeking our assistance.

That morning, we saw on the news that students had taken to the streets to manage traffic. Inspired by their initiative, we decided that we needed to do our part as well. We deployed our guards to key areas such as Gulshan, Banani, and Baridhara. I personally joined them, and we assured the students that we were there to support them, offering umbrellas for protection from the sun. The students welcomed our presence, and our guards were enthusiastic about being part of this effort.

Our initial deployment involved four patrol teams, and I personally joined the patrolling efforts for four to five nights. We quickly increased the number of vehicles to 25, spreading them across different areas. This was entirely a voluntary initiative, as it was not about who would pay us; it was about serving our nation. Although only the Baridhara Society compensated us, we continued our efforts without expecting anything in return, because our duty is to our country and its people.

As our patrolling efforts grew, we introduced 56 dogs to different areas like Uttara, enhancing security. We were heartened to see civilians joining us in the streets, united in the effort to protect our country. This experience brought us closer together, and the response from the public was overwhelmingly positive. People shared photos of our teams on social media, praising our efforts, and we quickly gained even more trust from the community.

We also supported the students by providing umbrellas, whistles, and 500 traffic jackets without our logo, as our goal was to help, not to market our company. We coordinated with student leaders, who appreciated our assistance, and for seven consecutive days, we provided food to the students on the streets. Our efforts inspired other security companies to join in, with Secure X also doing an excellent job.

There were a few negative incidents, such as some bad actors in Uttara pretending to be Elite Force guards and attempting to rob people. However, they were caught by the public and handed over to the army. We quickly issued a disclaimer to clarify the situation. Overall, the experience was overwhelmingly positive and brought our community together. We’re proud of what we accomplished during those challenging days, and we remain committed to continuing our efforts for as long as necessary.

6. The traffic system in Dhaka city often faces criticism and poses significant challenges, with many proposals suggested to solve these issues. Based on your recent observations, particularly during the recent crisis, what are your thoughts on the situation?

While on the streets during the recent events, I noticed something quite telling: people who usually disregard traffic police were strictly obeying the students. This compliance, however, stemmed from a sense of fear rather than respect for the law. Traffic signals were in disarray, yet people were following instructions because, at key intersections, there were four students along with four Elite Force personnel guiding the flow of traffic. This collaborative effort ensured that the rules were being followed, but it’s important to recognize that this was a temporary solution.

The core issue is a shortage of human resources. Currently, you don’t see four officers managing an intersection; instead, there’s often just one cop standing in the center of the road, which is not sufficient. This scarcity of personnel reflects a broader national problem: as a society, we haven’t ingrained a respect for traffic laws. People don’t want to follow the rules, and this needs to change at a foundational level.

One potential solution is to start teaching traffic discipline in schools. If the authorities were to initiate such a program, we at Elite Force would be more than willing to participate as part of our CSR activities. I’ve seen mothers crossing roads with their children without following the rules, and this behavior sets a poor example for the next generation. Instead of just complaining, each of us needs to take responsibility and lead by example.

Traffic discipline isn’t just the responsibility of the authorities; it’s something we all must contribute to. By instilling these values early on, we can create a culture of respect for the rules, which will ultimately lead to safer roads for everyone.

7. If you had to propose three solutions to reform the traffic issues in Dhaka, what would you suggest?

To address the traffic challenges in Dhaka, I would suggest a comprehensive approach that begins with enhanced traffic light management and monitoring. It’s essential that all traffic lights are fully functional and synchronized, but beyond that, there needs to be enforcement at critical intersections to ensure compliance. Having enforcers on the ground to monitor and guide traffic is crucial in maintaining order. However, enforcement should also be complemented by the use of technology. By installing sensors and cameras at intersections, we can automate the detection of traffic violations and issue fines directly. This not only acts as a deterrent but also fosters a culture of accountability among drivers. Yet, setting up such systems is just the beginning; there must be continuous monitoring to ensure that enforcement remains consistent and effective. Regular checks and quick responses to any gaps are necessary to maintain this system’s integrity.

If the government were to seek our assistance, we would be more than willing to contribute our expertise. Unfortunately, the government often perceives us as merely a security guard company, overlooking the broader capabilities we can bring to the table. We have already worked closely with the police, and they appreciate the value we add. If the government could recognize our potential, we could significantly enhance the traffic management system in Dhaka.

Moreover, there is a pressing need to address the wage disparity in the security sector. For instance, while the minimum wage for a sweeper is Tk 12,000, a security guard earns only Tk 8,000. This disparity needs to be corrected to ensure that those responsible for maintaining safety and order are adequately compensated. We have the capacity and expertise to make a real difference, similar to how private security companies like CISCO in Singapore collaborate with the police. If we had the government’s support, we could mobilize a substantial workforce, potentially as many as 100,000 people, and bring about significant improvements in a short time. There are many unemployed individuals who could contribute to this effort, and with the right support, we could transform the traffic management landscape in Dhaka.

8. What is your vision for a reformed Bangladesh, and what changes do you hope to see? How do you envision your role contributing to this vision?

In reforming Bangladesh, one of the most significant issues we’ve faced over the last 15 to 20 years is our collective silence and fear. We were too afraid to speak out, and when a few brave voices did, they faced severe consequences, which only deepened our quiet submission. This fear of speaking up has been our biggest problem. Now that we have the opportunity to build Bangladesh 2.0, the first and most crucial area of reform must be economic and financial. Thousands of crores of our hard-earned money have been laundered and stolen—money that we, our guards, and our clients worked tirelessly to earn. This money, if recovered, could solve ten of the most pressing issues we face today. Therefore, the first reform we need is a comprehensive economic overhaul, where accountability within banks and financial institutions is paramount, and politics must be kept out of this process.

Equally important is educational reform. The root of many of our problems lies in our education system. Look at India and Sri Lanka—they have surged ahead because of their focus on education. Sri Lanka, in particular, managed to recover swiftly because they are an educated nation. Unfortunately, we cannot reform as quickly because our masses lack education. We need to revamp our curriculum to make it more relevant to the current times, teaching practical knowledge like traffic systems, moral responsibilities, and the duties of a citizen. Our educational system must evolve to produce a more informed and responsible populace.

Furthermore, our political landscape needs fresh, young leaders—individuals with new ideas and the energy to drive change. We need to give the best political minds a chance to reshape our future.

One major suggestion for Bangladesh 2.0 is that while internal reforms are crucial, we must also prioritize our international image. It’s not enough to reform from within; we must also project our progress globally. We need a dedicated PR team composed of the best professionals whose sole focus is promoting the new Bangladesh. A Bangladesh where our garments industry is the best, where security is top-notch, and where everything is thriving. Right now, our buyers and clients are apprehensive, and some are looking elsewhere. We need to counteract this with a positive narrative. We need a strategic propaganda team that collects and amplifies good stories, showcasing our progress on platforms like Facebook to shape a positive international image.

And we have the perfect figure to lead this charge—Dr. Yunus. He embodies the best of Bangladesh, and under his guidance, we can achieve remarkable things. Let’s use this opportunity to not only reform but to reshape how the world sees us, ensuring that Bangladesh 2.0 is recognized for its successes on the global stage.

9. Given your experience with Gen-Z, who are often seen as enthusiastic but less experienced, how do you address these concerns on a diverse advisory board with members aged 24 to 84? Do you think reform should rely on the fresh perspectives of Gen-Z, or is a multi-generational approach more effective?

I believe that a blend of multiple generations is crucial for effective reform. Look at examples from countries like New Zealand and Thailand, where younger leaders are making significant strides. Their success isn’t due to age alone but the effective integration of experience and innovation. In our advisory board, for instance, Nahid and Asif don’t make decisions in isolation. They benefit from the collective input of a diverse group of 10-12 people, combining the insights of both seasoned experts and fresh, young perspectives. This collaborative approach leverages the strengths of each generation.

The same principle applies to our company, Elite Force. Our success is due to the synergy of senior army generals, experienced professionals, and enthusiastic younger team members. Everyone’s voice is heard, and this diversity of thought drives our progress and rapid growth. It’s about balancing the wisdom of experience with the energy and new ideas of the younger generation.

Gen-Z brings incredible potential to the table. They have unprecedented access to resources like Google, YouTube, and e-books, which allows them to learn and adapt quickly. They are articulate and innovative, benefiting from a wealth of information that previous generations didn’t have. Their fresh perspectives and technical skills are invaluable.

However, for meaningful reform, we must integrate the seasoned judgment of older generations with the dynamism of Gen-Z. This combination fosters a well-rounded approach to decision-making and problem-solving, ensuring that we benefit from both historical wisdom and modern innovation.

10. Working in a high-pressure environment like yours must be incredibly stressful. How do you and your employees manage mental stress, and do you have any specific programs or practices in place to support mental well-being?

One of the ways we help relieve stress for our personnel is by organizing weekly zone commander meetings. Every Saturday, 50 to 100 zone commanders gather at our office for conducting these sessions. During these meetings, our employees have the opportunity to discuss the challenges they face, both internal and external, including issues with clients or even personal and family matters.

Senior army officials, including generals, brigadiers, and majors, lead these conferences. They listen to the concerns, provide motivation, and work together to find solutions. These sessions, which run from 10 am until lunchtime, function as a blend of therapy and problem-solving, ensuring that every issue is addressed. This initiative is a key part of our stress-reduction program, demonstrating our commitment to the well-being of our team.

We have implemented our own program to address the mental stress that our team faces. Given the nature of our work, which includes managing situations like riots and shootings, we need to provide our guards with protective gear such as combat helmets and suits. This high-stress environment not only affects their safety but also their morale, especially since they are often underpaid, which compounds their stress and diminishes their motivation.

Despite these challenges, I’ve been impressed by the unwavering dedication of our team. Recently, they have demonstrated a profound commitment to our country’s safety, showing remarkable resilience even when compensation is minimal. This spirit of selflessness is commendable.

Our company operates with a mindset akin to that of a paramilitary organization, which has prepared us well for high-pressure situations like those during COVID-19 and other crises. We have developed a strong mental readiness to handle demanding conditions. Personally, I see these challenges as opportunities to make a meaningful impact. Although we experience mental pressure, our focus on protecting people and contributing to the safety of our nation has become a form of therapy for us. By remaining active and vocal in the face of adversity, we turn our concerns into positive action. Our commitment to safeguarding our country and its citizens drives us to keep moving forward, united in our mission.

11. Beyond your work with Elite Force, what other projects are you involved in and can you share some insights into what drives you outside of your professional life?

We offer comprehensive logistics services, specializing in transportation and the transfer of sensitive equipment, such as telecom gear, from Chittagong to various locations. Our expertise extends to construction, with a strong emphasis on security, logistics, and manpower management.

12. As the Director of Elite Group, what has been your long-term vision for the company and how do you see the company evolving and contributing to the country’s overall landscape?

One of my core visions for Elite Force is to advance the company significantly while creating employment opportunities for 50,000 people. My ultimate objective is to make a meaningful impact on society. I’m currently spearheading a major project focused on enhancing healthcare accessibility through digital means. This initiative aims to provide affordable, instant healthcare services to individuals in remote areas like Chuadanga. Our goal is to offer seamless access to medical consultations and essential medicines, addressing a critical need in Bangladesh.

By expanding Elite Force’s role, I hope to address both physical and mental health challenges in the country. This project is a testament to my commitment to giving back to Bangladesh, which has given me so much. My dream is to see a stable and prosperous Bangladesh, where political differences are set aside in favor of genuine, collective progress.