1. Let’s start with your early life and what initially inspired you to pursue a career in Media and Communications.

I was born in Rayer Bazar, a vibrant area beside the Buriganga River, known for its cultural and historical significance as a meeting place for Hindus and Muslims. Attending a local Pathshala school, I witnessed the political divisions that affected our lives, including the exodus of many Hindu families returning to India.

Growing up, I saw how deeply politics shaped everyday life in Bangladesh. After studying at West Dhanmondi Yusuf High School and Government Science College, I began writing to earn a living. My work was well-received, which encouraged me to continue. I contributed to small newspapers and eventually wrote for notable outlets like Bornona and Kagoj, and I take pride in my time at ‘Bichitra’, which uniquely focuses on society and politics.

In 1997, I transitioned into advertising, expanding my role in the field. My journey as a writer has always been about influencing, informing, and inspiring the people of Bangladesh. During my seven years at ‘Bichitra’, we investigated pressing issues and held society accountable in a golden era for journalism.

In 1993, at just 23 and still a student at Jahangirnagar University, I received the prestigious Philips Award for my investigative reporting, balancing my studies with demanding journalistic work while commuting 30 kilometers daily to pursue meaningful stories.

2. Walk us through the key services that Benchmark offers and how your agency ensures effective communication strategies across the sectors.

Upon founding Benchmark, I was determined to avoid the pitfalls of traditional advertising agencies, which often lacked impactful brand-building and creative campaigns. My goal was to establish a Tier-1 agency capable of nurturing brands from inception and integrating global brands within the local cultural context. In a few years, Benchmark emerged as a leading advertising agency in Bangladesh.

A key aspect of our approach was assembling a team of young, talented individuals whom we groomed to align with our vision. Coming from a journalism background, I instilled in Benchmark a strong sense of social consciousness, ethical integrity, and a focus on sustainability. We prioritized “conscious creativity,” ensuring our campaigns were respectful and free from misinformation.

Over time, Benchmark expanded its services to include media planning, public relations, and crisis communication. We organized our operations into three divisions: strategy and creative, public advocacy, and media strategy and planning. This structure allowed us to offer comprehensive solutions to our clients, with some engaging multiple divisions for integrated support. We emphasized building long-term partnerships, believing that sustained collaboration was essential for effective brand development and impactful campaigns.

3. Benchmark PR has made a significant leap by expanding its operations to Nepal, marking it as the first Bangladeshi agency to do so. How has the experience of operating outside Bangladesh shaped your company’s growth, and what are the key differences and challenges in managing PR strategies across borders?

Twelve years ago, we established an outpost in Nepal as part of our global ambitions, forming a joint venture with a local partner. While the Nepalese market isn’t as large as Bangladesh’s, we’ve maintained a presence there since then. Interestingly, not many people were aware of this, so when we recently posted about the outlet, many assumed it was a new venture. In reality, it’s been operating for over a decade. Now, with Bangladesh’s economy growing, we’re planning to put more focus on this outlet and maximize its potential in the region.

4. As an award-winning journalist, what motivated your transition from journalism to entrepreneurship, and how did that experience shape your journey to founding Benchmark Limited?

Journalism has always been my first love and passion, not just a profession. I’ve dedicated over 25 years to this field, primarily in electronic media, embracing its challenges, from political pressures to maintaining objectivity. After leaving Bichitra, I chose not to join another newspaper, but rather to explore advertising at Grey Dhaka. This pivotal experience deepened my understanding of the industry but led me to establish Benchmark Limited, Bangladesh’s homegrown advertising agency, when they wouldn’t promote me to head of the Dhaka office.

Starting in 2000 from humble beginnings, ‘Benchmark’ created posters and promotional materials with a team lacking advertising experience. Driven by determination, we gained momentum with clients like Premier Bank and BRAC Bank. Our groundbreaking market research for restaurant preferences helped launch Pizza Hut and KFC in Bangladesh, securing a 15-year partnership.

In 2004, we became the advertising agency for Standard Chartered Bank, handling various services and enhancing our reputation. That year, our affiliation with the global agency TBWA elevated our standards and creativity. Through their influence, we adopted the Disruption planning tool, focusing on innovative ideas that challenge conventions.

Alongside my advertising career, I hosted impactful talk shows, such as Ekushey Shomoy, during crucial democratic moments, and interviewed key figures for war crimes trials. My early involvement with the Ghatak Dalal Nirmul Committee exemplified my commitment to justice. 

Since 2014, I’ve shifted from hosting to sharing my insights as a guest. My entrepreneurial journey is guided by the belief that powerful visions and disruptive ideas transcend conventional norms, allowing me to create a business that is commercially viable and artistically fulfilling. Whether in advertising or media, I see my work as a meaningful contribution to the growth of businesses, big or small.

5. Over the years, how have you seen the communication and PR industry evolve in Bangladesh? What trends do you believe will define the future of the sector?

There’s a misconception that merely being present on digital or social media equates to creativity, with some calling themselves “digital agencies.” However, digital platforms are just that—platforms. True success lies in creativity and effective communication that engages audiences and converts them into believers or buyers. 

Today, brand communication is increasingly challenging due to a gap between what people watch, believe, and buy. As David Ogilvy noted, “The consumer isn’t a moron, she’s your wife.” Modern consumers are sophisticated, evaluating reviews and making calculated decisions.

For media and newspaper brands, staying relevant is vital in an era of diverse news sources. Audiences want to know a brand’s stance on important social issues, from gender equality to climate change. A brand’s position on these matters is crucial for its relevance and success.

This presents a golden opportunity for honest and authentic brands. Today’s consumers prioritize transparency and accountability, creating space for genuine, trusting communities. Trust is the cornerstone of any brand’s success, whether it’s a coffee brand, electronics company, or media outlet. Without authentic trust, brands will struggle to sustain themselves in the long run.

6. In your opinion, what role do communication agencies play in shaping public perception and corporate branding in Bangladesh, and how has Benchmark PR differentiated itself in a competitive market?

The creative and advertising industry in our region hasn’t evolved as it should. Here, we often have to educate clients on basic creativity. Despite their education—MBAs or business degrees—many struggle to understand that campaigns aren’t for them but for the audience, be it housewives, young men, or office workers.

One of the main issues is that clients often judge campaigns based on personal preferences rather than consumer insights. In markets like India, campaigns are driven by deep consumer understanding, and that’s where agencies must step in with skills, honesty, and courage to guide clients toward what their audience wants.

There’s also a misconception about creativity. People think it’s about being chaotic or unconventional, but globally successful creatives are disciplined, organized, and grounded in understanding human behavior. Creativity isn’t about chaos; it’s about insight.

To build strong brands, you need powerful ideas, and the media must embrace these ideas. Everything is media, even a bus seat, but our industry often sees creativity as wild, unfiltered ideas. That mindset needs to change—creativity should be strategic.

Take Coca-Cola’s PR disaster: they tried to use creativity to solve a crisis, but it backfired because they didn’t address the issue from a human perspective. Brands must understand human emotion and connect with it to succeed. Disconnected campaigns can damage a brand, while authentic, human-centered communication fosters growth.

7. The recent unrest in Bangladesh has brought various social and political issues to the forefront. What is your perspective on the current situation, and how do you think it might impact the country’s future, especially in terms of social and economic development?

Our key export sectors—garments, leather, and pharmaceuticals—are thriving, but it’s time to think disruptively. In 2024, countries like India, Myanmar, and Pakistan are watching Bangladesh closely as we emerge as a global force for good. This can become a powerful element of our national branding.

For this, the branding industry must be honest and creative. PR and advertising are vital in shaping the global perception of Bangladesh, especially after the human revolution in July. India’s interference in our politics, supporting the fascist Hasina regime and spreading propaganda, must be challenged internationally. Despite this, we are moving forward as a democratic nation, reducing inequality and empowering citizens.

Now is the time to tell our story of transformation, revolution, and hope. PR and communication are crucial tools to highlight Bangladesh’s rise as a democratic and empowered society contributing to the global community. This is our moment to redefine our national identity and ensure the world hears our story of progress.

8. Looking ahead, what is your vision for Benchmark PR, and how do you hope to contribute to the overall communications landscape and development of Bangladesh in the coming years?

Over the last 15 years, we deliberately chose not to work with the fascist government. From the very beginning, we recognized that their decision-making process, rampant corruption, and false narratives would not align with our values. However, many PR agencies participated in spreading their propaganda—promoting events like Bangabandhu’s 100-year anniversary, defending controversial projects like the Rampal power plant, and even pushing smear campaigns against Dr. Yunus on behalf of the ICT and energy divisions.

We took a different path. We stood against that wave of misinformation, and now, we want to work with a fair government, one that truly prioritizes the country’s development. Our goal is simple: fair opportunities and transparent processes. The media and creative industries are filled with examples of unethical practices, and we aim to address that by telling these stories, setting a new standard for honesty and integrity in our work.

We believe that with our talent, network, skills, and disruptive ideas, we can make a meaningful contribution to the nation. That’s why we’re advocating for fair competition, where selections are merit-based and results-oriented. We want to do work that is honest, impactful, and ultimately beneficial for the country’s progress.

9. What advice would you give to the younger generation, based on your journey?

For the past 15 years, I made the conscious decision not to work with the fascist government. Ironically, under previous military rule, we experienced a fairer working environment, while the so-called elected government facilitated the rise of fascism in civil society, media, and the creative industry. I don’t know anyone else in Bangladesh who has consistently protested against this regime’s misrule over the past decade and a half. My resistance began on day one. I also criticized the BNP government for its corruption, always standing against the wrongdoing of those in power. This stance cost me friends, social networks, and financial opportunities, but I have no regrets. Many of my friends went abroad to protest from a distance, while I stayed and faced challenges head-on, including encounters with DGFI.

I have always acted with courage, not being tied to any political party or vested interests. Courage is contagious, and I believe I’ve operated courageously throughout. When others were labeling students as terrorists, I spoke out, saying their claims were valid and the quota system was holding back society. The death of Abu Sayed showed that it wasn’t just a quota movement; it was a human rights movement. I predicted many of the government’s failures because I wasn’t afraid to speak the truth.

Courage is contagious, and creativity is the key instrument in business and social movements. We need to respect skilled individuals and value creative communication. Without courage and creativity, movements cannot happen. Every organization and institution must embrace these qualities to be true game changers.