Shah Rayeed Chowdhury, a second-generation industry leader, enters the BGMEA election under the Forum panel with a clear mission: to steer the RMG sector into a future defined by collaboration, modernization, and sustainable growth. Inspired by his father’s legacy and shaped by firsthand experience in the business, Rayeed speaks with conviction about empowering the next generation, expanding global market access, and embracing innovation through thoughtful, phased technological adoption. In this exclusive interview, he shares his vision for a stronger, smarter, and more future-ready BGMEA.

1. What inspired you to run for the position of Director in the upcoming BGMEA election, and why under the FORUM panel specifically?

Initially, I had no intention of getting involved with BGMEA, largely because at that time, I wasn’t fully engaged in our business operations. However, as I became more involved over the years, my understanding of the industry deepened. I realized that in this sector, success doesn’t come from working in isolation. It’s a collective journey.

One important influence has been my father, who served as the BGMEA President under the FORUM panel. I witnessed firsthand how he dedicated his time and energy to both his business and the industry. I had always planned to focus on growing our business, but over time I understood that the business environment in the garment sector is globally interconnected.

When buyers place orders, they don’t look at companies first—they assess the country. They compare Bangladesh with other nations like Vietnam, Cambodia, and China, evaluating factors such as cost, lead time, and logistics. Only after they find the country favorable do they begin assessing individual companies.

This means we need to build a strong ecosystem together—an environment where all of us can thrive. That’s why I chose to get involved with BGMEA: to contribute meaningfully and help shape a stronger, more collaborative industry. With the right leadership, the right board—filled with capable and committed individuals—we can collectively uplift the sector. Working in isolation might bring individual success, but it won’t serve the broader purpose.

As someone raised in a Forum family, I naturally align with Forum’s ideology. I’ve grown up watching its values in action. Today, I represent the second generation of Forum within BGMEA, and my vision is deeply rooted in the principles I’ve grown up with.

2. What are the top three structural or policy changes you believe BGMEA urgently needs, and how would you drive them if elected?

If elected, my focus would be on three key areas where BGMEA needs urgent attention:

• Inspiring the Next Generation
• Expanding Market Reach
• Promoting Product Diversification and R&D

Inspiring the Next Generation

One of my top priorities is to connect with the younger generation and show them the long-term potential of the garment industry. Today’s youth are often drawn to the instant success stories of global tech icons like Mark Zuckerberg or Steve Jobs, largely influenced by social media. While that ambition is admirable, the reality in Bangladesh is that the garment industry remains our largest and most vital sector.

Our competitive advantage lies in our labor force—our people—and we must nurture and maximize that strength. It’s crucial that our generation becomes fully involved, carries this industry forward, and sees it not as a fading trade, but as a thriving sector with limitless possibilities. This is an industry built by the hard work of our parents and workers—we owe it to them to take it to the next level.

Expanding Market Reach

Despite our decades of success, we are still largely focused on Europe and North America. There is so much untapped opportunity in regions like South America, China, Korea, Australia, and beyond. Bangladesh needs a strategic policy shift toward exploring and penetrating new global markets.

Promoting Product Diversification and R&D

Another urgent need is to move beyond being just volume producers. Bangladesh has long operated as a manufacturing hub—taking designs from buyers and simply executing them. We must now evolve into an RMG destination that provides complete solutions — from design and development to production and logistics.

We must change the perception that only foreign designers can meet global standards. We have incredible local talent, and with the right encouragement and investment in research and development, we can build a self-sufficient ecosystem. I would strongly advocate for more R&D initiatives within BGMEA and promote innovation and creativity across the sector.

In short, the way forward is collective. We must think beyond ourselves, work selflessly, and build on the legacy that has brought us here. The future of this industry depends on how committed we are to growing it together.

3. As the industry evolves, so must its leadership. What are your plans to modernize BGMEA—be it through digital transformation, innovation support, or capacity-building for the next generation of entrepreneurs?

Modernizing BGMEA requires a structured and balanced approach. There are two core areas to focus on: one is manufacturing and production, and the other involves branding, new technology, and AI. Alongside these, we need dedicated wings to work on policy development and worker welfare.

One key step would be to establish a technology wing or tech group—a specialized team responsible for researching and implementing the right technologies for our industry. But automation alone is not enough. The real value lies in the people behind the machines. If we’re handed sophisticated machines that we don’t know how to operate, the system will fail from the start.

So, educating our workforce is critical. People need to understand which technologies are suitable for us and how to use them effectively. Bangladesh is not yet ready for full automation. We are currently in a semi-automated phase, and the priority should be to master this stage first. Once we do that successfully, we can gradually move toward full automation—but only after carefully analyzing whether it will truly benefit us.

Our real strength lies in our manpower. If we start cutting down on labor while increasing dependency on expensive machinery, our costs will rise. Trying to compete with China’s fully automated model may not be practical right now, especially when our workforce efficiency isn’t at that level yet.

So, instead of jumping into full automation, our focus should be on how to deliver better performance while remaining cost-effective. Automation should only be pursued when it clearly enhances lead time, speed, and overall capability—otherwise, we won’t remain competitive or attract new orders.

Ultimately, modernization must be approached in a realistic and phased way, involving all wings—production, technology, policy, and welfare—so that progress is sustainable and inclusive.