1. You’ve worked extensively in both Japan and Bangladesh, wearing multiple hats. How did your journey unfold across continents, and what personal values shaped the work you do today?

My journey is deeply rooted in my bicultural upbringing. Born and raised in Bangladesh to a Japanese mother, I was immersed in both cultures from childhood. My mother instilled in me core Japanese values that shape my work today: integrity, humility, a strong work ethic, and a commitment to long-term goals. She also taught me the Japanese language, which has been a significant professional advantage.

My academic path began in Bangladesh, where I attended Government Laboratory High School and started a BBA at IBA, Dhaka University. To pursue the best business education, I transferred to The Ohio State University in the USA, where I completed my bachelor’s degree and an MBA.

I began my career at the Fortune 100 company Nationwide Insurance before founding my own venture, Blueline International LLC, an internet applications firm in the US. In 2008, I returned to Bangladesh after living in the USA for 13 years, driven by a conviction to contribute to my home country and to be with my parents as the only son.

Leveraging my unique background, I identified an opportunity to facilitate Japanese foreign direct investment (FDI) in Bangladesh. I co-founded New Vision Solutions Limited, a consulting firm that guides Japanese companies entering the Bangladeshi market. To date, we have worked with over 120 Japanese firms.

This work led to deeper involvement with the Japan-Bangladesh Chamber of Commerce & Industry (JBCCI), where I now serve as President. I am the SME Platform Coordinator for Japan External Trade Organization (JETRO) and I am also the Infrastructure Advisor to the Embassy of Japan in Bangladesh.

Concurrently, I co-founded two culinary ventures: the Japanese restaurant Ginza and the US coffee chain Crimson Cup, which now has 13 locations in Dhaka.

Tragically, my mother, a revered Japanese language teacher to over 2,000 Bangladeshis, passed away in 2016. To honor her legacy, we established the Kazuko Bhuiyan Welfare Trust. Through the trust, we have built a state-of-the-art Japanese language lab at Department of Japanese Studies, Dhaka University and publish Bengali translations of biographies on iconic Japanese entrepreneurs to promote Japanese culture and business philosophy in Bangladesh.

2. As a leader facilitating FDI, how do you assess the current state of Japan Bangladesh trade and what are the key untapped opportunities?

The current relationship between the two countries is one of the strongest foundations and holds immense potential. Japan is our largest bilateral development partner, with JICA funding critical infrastructure like the Metro Rail and Matarbari Deep Sea Port. However, with only about 350 Japanese companies here, our commercial relationship is still nascent compared to Thailand or China, signaling massive room for growth. We are now strategically shifting from aid to trade. While the current bilateral trade volume is approximately $3 billion, I am confident we can target exceeding $10 billion by 2030.

The core of our existing trade rests on two pillars: Bangladesh’s garment exports to Japan and Japan’s automobile imports. The key to reaching our future target lies in diversifying into high-potential, untapped sectors. Significant opportunities exist in ICT and digital services, renewable energy and green infrastructure, skilled manpower export, advanced manufacturing and robotics, agro-technology, and fostering a collaborative startup ecosystem with Japanese venture capital. The growing interest from Japanese companies, coupled with Bangladesh’s developing infrastructure and economic zones, positions us perfectly for this new wave of investment and commercial collaboration.

3. Bangladesh’s upcoming graduation from LDC status is a defining moment. How should Bangladesh prepare to retain and grow Japanese investments?

Our primary strategy is the Economic Partnership Agreement (EPA) negotiation with Japan. This is Bangladesh’s first comprehensive agreement of this kind and is crucial to ensure our trade relationship is not negatively impacted by the loss of LDC benefits. We are hopeful it will be signed before graduation, turning this challenge into an opportunity for even stronger ties.

Beyond Japan, Bangladesh must proactively pursue similar bilateral and multilateral agreements with other major blocs like ASEAN, RCEP, and the EU. This will safeguard our key export markets, particularly for garments and also usher new investments in other manufacturing sectors.

Furthermore, global shifts, like recent tariff wars, may actually benefit Bangladesh by making us a more attractive investment destination compared to competing countries like China and India, from whom we are already seeing increased investment interest.

4. What is your personal take on LDC graduation? Should we delay it or move forward?

This is a great debate. Personally, I believe we must embrace graduation. We cannot remain an LDC forever. While the exact timing is debatable, the mindset is not.

We must avoid complacency. Whether we graduate in 2026 or 2028 is less important than our actions now. We cannot relax simply because we have a few more years of benefits. We must move with full force on EPA and FTA negotiations with other major trading partners immediately.

The right mindset is to accept that graduation is inevitable and focus on making ourselves more competitive. Relying on LDC advantages is not a sustainable or winning strategy for the future.

5. What is the core philosophy behind NewVision Solutions, and how do you align it with long-term value creation and sustainability?

The core philosophy of NewVision Solutions is rooted in the belief that Foreign Direct Investment (FDI) particularly from Japan is uniquely beneficial for Bangladesh’s sustainable development. This is because of the Japanese business ethos, which is inherently win-win and long-term. Japanese companies are stakeholder-oriented, meaning they prioritize the well-being of their employees, the local environment, the community, and their vendors, rather than being solely focused on short-term shareholder profit. This model creates deep, sustainable value in the countries where they invest.

We align with this philosophy by facilitating exactly that kind of investment. Over time, our services have expanded to support this mission in several ways. For example, when it comes to engineering and ODA projects, we’ve been helping Japanese firms with critical services such as drone surveys, topographic and soil surveys, providing engineers and detailed design work.

In IT and technology, we make use of our office in Japan to secure software development projects, which our team in Bangladesh then executes. This not only improves efficiency but also enables valuable technology transfer. We have also formed a joint venture IT company in Japan called InnoTech, which specializes on Building Information Modelling (BIM). 

We’re also very active in renewable energy. Through the Joint Crediting Mechanism (JCM) between Bangladesh and Japan, we’ve been facilitating green energy projects and promoting carbon trading. And finally, partnerships remain at the heart of what we do — we’re consistently building joint ventures between Bangladeshi and Japanese firms. That way, the investments we bring in are grounded in collaboration and designed for long-term success.

6. How do you manage the cultural differences between Japanese and Bangladeshi business practices?

This is a central challenge. The core difference lies in time horizon and governance. Japanese companies seek partners for decades, not just years. Their due diligence is therefore extremely thorough, focusing on long-term succession planning, transparency, and the character of their potential partners.

This often clashes with a more short-term, less governance-focused approach found in some Bangladeshi businesses. The strict Japanese adherence to compliance can also make navigating certain government processes difficult.

However, the landscape is improving. A new generation of Bangladeshi business leaders is more transparent and values good corporate governance. Furthermore, many government services are digitizing, reducing friction and increasing transparency.

While these differences can be challenging, the attractiveness of the Bangladeshi market—with its large, young population and growing economy—makes it a compelling opportunity. The key is finding the right partners who share a commitment to a long-term, win-win relationship, which is what the Japanese value most.

7. Are there initiatives to leverage cultural diplomacy, like Korea does with K-pop, to strengthen Japan-Bangladesh ties?

Cultural diplomacy is indeed powerful, as Korea’s success demonstrates. Japan has a strong foundation with globally recognized exports like anime and gaming, which are already popular with Bangladeshi youth, as seen with events like Comic Con.

The historical presence of Japanese media, from older series like Oshin to modern ones like Doraemon, has built a lasting cultural connection. The Japanese Embassy is actively interested in fostering more of these kinds of collaboration.

Beyond media, people-to-people exchanges are crucial. This includes scholarship programs like MEXT and JDS, which send Bangladeshi students and government officials to Japan, and encouraging more student exchange programs in both directions.

To build on this, we need more structured efforts. This includes facilitating exchanges between startup incubators, attracting Japanese venture capital to invest directly in Bangladesh, and creating more cross-cultural training programs. While we are promoting this through our trust, it is an area where we can still grow significantly to match the level of cultural integration seen with other countries.

8. As chamber leadership, what key transformations are needed to adapt to new global realities?

Our key focus is the Economic Partnership Agreement (EPA). We are actively shaping this policy by preparing detailed recommendations, hosting seminars, and engaging with both governments.

A critical platform is the Public-Private Economic Dialogue (PPED), where we address challenges faced by Japanese companies at a high level. This is vital because existing Japanese companies are our best brand ambassadors; their satisfaction directly influences new investment decisions.

To further reduce barriers, we are organizing delegations to Japan and planning a major Japan Trade Show next year to connect businesses. Ultimately, our effectiveness hinges on working with policymakers to ensure a stable, predictable business environment, which is essential for securing the large-scale, long-term investments Japan is known for.

9. How has your diversified experience across ventures shaped your perspective, and how do you manage it all?

My experience across multiple countries and industries has taught me the importance of empowerment and partnership. I cannot micromanage. My strategy is to hire people more intelligent than I am and empower them to lead, while I focus on overarching strategy and finance.

The core principles that unite all my ventures are a commitment to quality, integrity, and long-term thinking, which I learned from the Japanese approach to business. I am not money-driven but impact-driven. The goal is always to create sustainable value and build win-win relationships.

The real satisfaction comes from seeing the tangible impact—facilitating major investments, creating jobs, and building something that has a lasting, positive effect on people’s lives. This holistic perspective is what guides and balances my diverse portfolio.

10. How do you manage the talent pool in Japan versus in Bangladesh? What differences do you see?

The key difference is in professional mindset and ownership. My Japanese team demonstrates immense accountability; they require no micromanagement and take ownership of their tasks as if they were the company’s owners. Their timeliness and commitment to deadlines are absolute.

While I don’t micromanage my Bangladeshi team either, instilling this same level of intrinsic ownership is more challenging. Many initially view their role as just a job, not a long-term commitment.

To bridge this gap, I have focused intensely on training and mindset. My team at New Vision has been cultivated to think like our Japanese clients. I constantly emphasize that our salaries come from the customer, not the company. The goal is to provide more value than we receive and to never complain about a customer’s demands. This customer-centric, high-quality service ethos is what truly sets us apart.

11. If you had to describe your Bangladesh–Japan journey with one city, one meal, and one lesson, what would they be?

City: Dhaka. It is the vibrant, resilient, and chaotic heart of Bangladesh. Its incredible energy, creativity, and youthful drive are its greatest strengths, constantly surprising you and demanding flexibility.

Meal: Rice and Fish. It is the foundational staple that beautifully connects both cultures—bhaat, daal, machh in Bangladesh and gohan, misoshiru, sakana in Japan. It symbolizes our shared culinary heritage.

Lesson: Trust is the ultimate currency. Compromising integrity for quick gain erodes everything—business relationships, self-respect, and legacy. Earning slowly and honestly to build long-lasting, trusted partnerships is the only path to sustainable success and inner harmony.

12. What is your realistic yet hopeful vision for Bangladesh-Japan economic ties by 2030?

My vision is that by 2030, bilateral trade will exceed $10 billion annually and Japan will be the top foreign investor in Bangladesh.

The single most accelerant for this vision is the successful signing and implementation of the Economic Partnership Agreement (EPA). This, combined with demonstrating political stability and resolving systemic hurdles for foreign investors, will signal that Bangladesh is truly open for business. This will unlock massive Japanese investment, leveraging our young demographic and strategic infrastructure to make Bangladesh a premier FDI destination in the region. I am very hopeful for this future.

13. Beyond your business plans, what are you looking ahead to personally? And how important are family and mental health to professional success?

Personally, I am a lifelong learner. I enjoy reading — from autobiographies and classics like Think and Grow Rich by Napoleon Hill, The Alchemist by Paulo Coelho, and How to Win Friends and Influence People by Dale Carnegie, to exploring disruptive technologies like AI. I believe we must learn to ride the wave of AI, not be consumed by it, so I have dedicated teams implementing it across our companies. As for movies, some of my favorites include The Shawshank Redemption, Seabiscuit, The Pursuit of Happiness, and Life Is Beautiful — each of them deeply inspiring in its own way.

My goal is to continue creating impact by building successful businesses and facilitating more beneficial Japanese investment in Bangladesh.

Regarding family and mental health, they are the absolute foundation of success. I am not a “self-made” man; my core values of integrity and hard work were instilled by my family. My decision to return to Bangladesh was driven by a desire to contribute to my country and to be with my parents, and I am profoundly grateful for the time I had.

A strong family provides the engine to progress. However, one’s mindset is crucial. Successful people don’t blame their circumstances; they use their experiences, good or bad, as a source of strength. This conviction, combined with a clear vision and daily action, is what leads to achievement.

Ultimately, this ties directly to mental peace. I subscribe to the Japanese concept of Ikigai—finding what you love and are good at, and doing it with integrity. I love business not for the money, but for the positive impact it allows me to have on others’ lives. That sense of purpose is what brings true satisfaction and prevents burnout. I don’t plan to retire; I plan to keep contributing for as long as I can.