Leadership is the capacity to translate vision into reality, it is not a position but rather it is all about action and setting new examples. Apparel manufacturing is one such business that completely revolves around people. Right from the owner to the worker level, there is a lot of human involvement, and in this scenario, CXOs play a highly significant role, since they are responsible not only for the smooth functioning of day-to-day operations, but also for creating significant organisational strategies. Depending on the company, their responsibilities are akin to the owners and they are instrumental in getting expected results. Right from operational efficiency to continuously growing thrust on sustainability to financial management, there is hardly any segment that is not on their radar.
Our endeavour in this article is to highlight the thought processes, working approaches and vision of various leading CXOs as they remain on their toes to ensure the growth of their organisations as well as that of their teams and working culture.
Succeeding on the strength of sweaters and sustainability
Almost 25 years ago when Md. Mizanur Rahman, CEO and Founder, MT Sweaters (Shahana Group) ventured into the business, he had very little idea about the business but he took the help of technical people and learnt a lot. From day one, he believed in working hard and learning as much as possible, across various departments. Despite several challenges, he not only survived but grew well. His wife also supported him since she was involved in the business too.
Shahana Group: Exporting globally
The organisation has a turnover of more than US $ 42 million and has prestigious companies like MT Sweaters, Bangla Fashion and Fatima Denim under it, to mention a few. The group has expanded its business across the globe and has clients in France, the Netherlands, UK, Germany, Denmark, the US, Canada, Korea, Japan, Australia and more.
At its core: Sustainability and worker welfare
The group has a strong focus on sustainability and places a high premium on the health of its employees. MT Sweaters’ factory in Gazipur obtained a LEED platinum certificate with a score of 82 from the United States Green Building Council (USGBC).
Leadership mantra: Belief in long-term relations
Md. Mizanur Rahman’s success mantra is simple – work hard with patience. He believes in planning well and working from a long-term perspective as a business is all about long-term thinking and long-term relations.
Vision for the RMG industry
On a larger level, a challenge that can be solved with collective effort is regarding raw materials. Stakeholders should make sure to always get all raw materials within the country as it will push businesses in a big way.
Government subsidy is required to do business and expand. As per Md. Mizanur, countries like India are supporting their industry in a good way.
| Md. Mizanur Rahman’s success mantra is simple – work hard with patience. He believes in planning well and working from a long-term perspective as a business is all about long-term thinking and long-term relations. |
Message for aspiring CXOs: Motivated team – a pillar for success
In his opinion, the problem is that today, young entrepreneurs want to achieve everything quickly, whereas, they should have patience since things take time. At the same time, entrepreneurs should support their workers and have open doors for them. A motivated team is the pillar of success.
From local excellence to global leadership
Md. Rokonuzzaman, Managing Director at AMANN Bangladesh, combines a strong educational background with an illustrious career trajectory. With a Bachelor’s in Business Administration and a Chartered Accountancy qualification from ICAB and ICAEW, Rokonuzzaman has amassed over a decade of experience with leading firms like Coats and Robi Axiata before joining AMANN Bangladesh in 2013.
Creative solutions amidst crisis: Finding pathways through adversity
Rokonuzzaman believes in the power of collective problem-solving. During challenging times, he and his team often step away from the office to engage in brainstorming sessions in a natural environment, which has
led to innovative solutions and renewed perspectives.
AMANN Bangladesh: A beacon of quality in textile solutions
AMANN Bangladesh, part of the renowned AMANN Group, has rapidly established itself as a key player in the textile industry. The company, which began operations in late 2013, provides cutting-edge solutions for sewing, embroidery and special applications threads. Its commitment to quality and innovation has earned the trust of over 100 brands and 1000+ factories in Bangladesh.
The dual challenge: Growth and autonomy in leadership
What Rokonuzzaman loves most about his role is the opportunity for professional growth and learning. The greatest challenge lies in balancing the autonomy granted by the board with the demands of maintaining and growing the business in a competitive environment.
Leadership mantra: Empowerment and inspiration
His leadership approach is centred on empowerment and inspiration. By fostering a sense of ownership among team members and setting high ethical standards, he believes in driving performance and creating a motivated team.
Vision for RMG industry: Enhancing worker safety and standards
Rokonuzzaman aims to improve safety and working conditions in the RMG industry, advocating for better compliance with safety standards and fair wages to enhance both productivity and global reputation.
Message for aspiring CXOs: Cultivate vision and strategic skills
He advises aspiring CXOs to develop a strategic vision, gain a broad business understanding and build strong networks to advance in their careers.
Making HR instrumental for organisational growth
Mohammad Mohi Uddin Khan has been in HR for 19 years and has gained experience in multiple industries such as manufacturing, trading, retail, real estate and services. He has worked for well-known companies in Bangladesh, such as Northern, ETBL, SQ, Esquire, Doreen and Saiham. His expertise includes workforce planning, talent acquisition, compensation, employee relations, training and legal compliance, as well as developing a diverse, equitable and inclusive organisational culture. He has received an MBA in HRM from IIUC and an EMBA from IBA, University of Dhaka. He has also received a scholarship from AOTS Japan for a training programme called Solving Human and Organisational Problems in 2018.
Ensuring skill development for cultural change
Over the years, he has brought cultural changes in a couple of organisations and established L&D wings in Esquire & Doreen. He has ensured proper training of over 6000 freshers and converted them to skilled sewing operators for new line buildups at SQ & Esquire. He successfully ran an MT program at Esquire and developed People’s Guide, a complete employee handbook at Doreen.
TEAM Group: Rapidly growing conglomerate
TEAM Group is a rapidly growing conglomerate, working in industries including RMG, Pharmaceuticals, Retail, IT and Real Estate. Since its inception in 2009, the company has been guided by its mission – “To become a reliable global organisation that provides excellence and quality through innovation with a forward-looking approach.” TEAM Group emphasises product diversity with manufacturing units specialising in composite knit, outerwear, sweaters, denim and wovenwear. Sustainability is a cornerstone of TEAM Group’s business philosophy. The company owns two green factories. Additionally, two more manufacturing units are in the pipeline to achieve LEED green factory certification.
Troubleshooting: Calmness is key
When something unexpected happens and a solution seems out of reach, people tend to panic. Mohammad Mohi Uddin Khan always makes an effort to stay calm and composed when he encounters such situations. Taking a short break to calm himself down helps him approach the problem with a clear mind and consider different perspectives. He usually finds a solution to most cases on his own, but if there is still trouble, he seeks the support of his team or reaches out to experts in the subject matter to get their inputs and come up with a solution.
RMG industry needs: More thrust on teamwork and skills
He is passionate about teamwork and encourages a positive work environment. He has always enjoyed creating a culture of collaboration and trust, which ultimately leads to increased employee engagement and productivity. Even though many people mention the challenges of finding a job in the market, as an HR professional, he encounters difficulties in locating the right candidates for recruitment.
Mantra to lead the team: Understand the team well
There is no specific mantra to manage a team, yet he makes an effort to understand each person’s psychology and adjust his own approach accordingly. He aims to create a safe space where the team can openly talk about their concerns and joys. He shows compassion by offering support and giving honest feedback, rather than pointing fingers when mistakes are made.
Change that industry needs: Promote professionalism
Since the early 1980s, the RMG industry has faced challenges. During this time, entrepreneurs worked hard alongside experts and governments to shape the industry’s work culture. The customers also provided ongoing guidance to create a safe and peaceful work environment. However, there are still many opportunities for growth in this area.
Message for aspiring CXOs: Work with ownership
“Keep in mind that you are the driver of your career. Work with ownership. Always strive to find smart, efficient and effective ways to complete your tasks. Stay humble at all times.”
Navigating financial frontiers with expertise and vision
Sabbir Ahmed, Chief Financial Officer at Ha-Meem Group, is a seasoned executive with over 26 years of transformative experience in finance and operations management. His career spans across major conglomerates and global organisations, including Babylon Group, Rahimafrooz Group and Novartis Bangladesh. With a post-graduate degree in Finance from the University of Dhaka and qualifications as a Cost and Management Accountant, Sabbir has been instrumental in steering diverse financial landscapes.
Ha-Meem Group: A powerhouse of Bangladesh’s apparel industry
Founded in 1984, Ha-Meem Group stands as one of Bangladesh’s leading clothing manufacturers, exporting to both the USA and Europe. The conglomerate boasts an impressive infrastructure with 26 garment factories, 11 washing plants and a multitude of other facilities, including tea gardens and media outlets. Employing 70,000 people, Ha-Meem Group continues to be a major player in both the local and international apparel markets.
Innovative solutions in crisis: Navigating the Covid-19 challenge
During the Covid-19 lockdown, Sabbir faced the unprecedented challenge of paying salaries amid limited resources. His approach was both compassionate and strategic – implementing salary cuts based on need rather than performance and ensuring that those most in need were protected. This human-centred strategy helped mitigate the impact of the crisis while preserving jobs and morale.
Balancing act: Financial control vs. business growth
As CFO, Sabbir finds the greatest challenge in balancing stringent financial controls with the need for business growth. In a rapidly evolving economy like that of Bangladesh, maintaining this equilibrium requires acute awareness and timely decision-making to align financial control with growth objectives.
Leadership mantra: Leading by example
Sabbir’s leadership philosophy revolves around leading by example. He believes in demonstrating value through actions, which in turn inspires his team. His approach also emphasises courage and boldness during challenging times, setting a strong example for his team to follow.
Future vision: Strengthening RMG export opportunities
Sabbir envisions Bangladeshi RMG manufacturers expanding their footprint in the international market, particularly by exporting to Bangladeshi brands abroad. This shift could enhance the global presence and competitiveness of local manufacturers.
Message for aspiring CXOs: Embrace challenges and expand horizons
To mid-level managers aspiring for executive roles, Sabbir advises pushing beyond comfort zones and continuously challenging oneself to prepare for the next level of responsibility.
Seasoned professional prioritising sustainable practices and ethical manufacturing
Indika, a seasoned professional of the apparel industry, has an MBA degree besides knowledge on CIMA certification, Lean Manufacturing and a Black Belt in Six Sigma, CIM, textile technology and many other diplomas. Over the years, he has accumulated extensive experience in managing large-scale operations and driving business growth through the right leadership, large-scale personnel management, budgets and cost management, innovation and operations excellence. His notable achievements include successfully implementing advanced automation and digitalisation techniques through lean principles that have significantly improved productivity and reduced defect rates.
Fortis Group: Renowned for specialised and engineered garments
Fortis Group is a leading RMG manufacturer in Bangladesh, renowned for its specialised and engineered garments. The group’s commitment to integrating advanced technologies, such as AI-driven production software and IoT-enabled tools, has streamlined its workflows and enhanced production efficiency. Additionally, the organisation’s dedication to sustainability is reflected in its LEED PLATINUM-certified factories and various environmental conservation measures.
Collaborative approach leveraging collective expertise of the team
When faced with seemingly unsolvable problems, Indika relies on a collaborative approach, leveraging the collective expertise of his team. He conducts thorough root-cause analyses, explores alternative solutions and often seeks external perspectives. He is a firm believer in the fact that innovation and adaptability are key, and sometimes, the most effective solutions arise from unconventional thinking and persistent efforts.
To lead a team: Foster culture of transparency, continuous learning and empowerment
Fostering a culture of transparency, continuous learning and empowerment are Indika’s mantras for leading his team since he believes in setting clear goals, providing necessary resources and support when needed and encouraging open communication and collaboration.
Knack to drive positive change amidst challenges
What Indika loves most about his job is the opportunity to drive positive change and witness the tangible impact of the team’s efforts on the business and employees. The most challenging aspect is balancing the demands of rapid industry evolution while ensuring the well-being and development of the workforce.
| One change Indika wishes to see in the RMG industry is a stronger emphasis on sustainable practices and ethical manufacturing. The industry must prioritise environmental stewardship and fair labour practices to ensure long-term viability and a positive social impact. |
Wish for RMG industry: More thrust on sustainability and ethics
One change Indika wishes to see in the RMG industry is a stronger emphasis on sustainable practices and ethical manufacturing. The industry must prioritise environmental stewardship and fair labour practices to ensure long-term viability and a positive social impact.
Message for aspiring CXOs: Embrace lifelong learning, seek mentorship
Indika’s message for mid-level management aspiring to become CXOs is to embrace lifelong learning, seek mentorship and develop a holistic understanding of the business. The focus should be on building strong leadership skills, fostering innovation and maintaining unwavering integrity in one’s endeavours.
A legacy of excellence in sports apparel industry
Moyeen Hyder Chowdhury, Country Manager at Puma Bangladesh, brings over 30 years of experience in the apparel industry. With an MBA from Saint Petersburg Electro Technical University and a Post Graduate Diploma in Marketing Management, Moyeen’s career spans manufacturing, agency work and global brand management.
Puma dedicated to innovation and sports excellence
Puma, a global sports brand established in 1948, recently celebrated its 75th anniversary. The brand is renowned for its presence in sports events and collaborations with athletes worldwide. Puma prioritises product sustainability and circularity, reflecting its commitment to innovation and environmental responsibility.
| Moyeen’s enthusiasm for his role lies in tackling new challenges and solving them creatively. The most difficult aspect is engaging teams to align with common goals, but achieving this is crucial for driving success. |
Turning challenges into opportunities: The power of patience
Moyeen’s approach to overcoming challenges involves patience and a 360-degree evaluation of problems. By maintaining a level-headed perspective, he and his team often find effective solutions to complex issues.
What drives passion: Embracing new challenges
Moyeen’s enthusiasm for his role lies in tackling new challenges and solving them creatively. The most difficult aspect is engaging teams to align with common goals, but achieving this is crucial for driving success.
Leadership mantra: Simplicity and integration
Moyeen’s leadership philosophy is centred on simplicity and integration.By being a part of the team and maintaining straightforward communication, he fosters a collaborative and effective work environment.
Vision for RMG industry: Elevating industry standards
Moyeen advocates for a shift in mindset within the RMG industry, encouraging a higher level of commitment and performance to meet global standards.
Message for aspiring CXOs: Stay humble and supportive
For those aiming for executive positions, Moyeen advises maintaining humility, mastering one’s work and being supportive towards others to achieve success.
Expert in managing complexities of sourcing and operations
Nurul Amin Mahmood is a postgraduate in business and has more than two decades of experience. Starting his career in merchandising, Nurul Amin Mahmood has worked with a few prestigious companies and delivered results. His expertise lies in managing the complexities of sourcing as well as the operational side of the factory.
Bengal Knittex Limited: Moving towards a growth track
Bengal Knittex Limited is part of Bengali Aircraft Group which is on the path towards growth. The group started as a freight forwarding company which later diversified into travel and tourism and is now also into garments production and has sourcing companies as well. It has a good client base across the US, UK and EU. With a turnover of more than US $ 21 million, Bengal Knittex Limited offers a large range of products.
Problem-solving skills: Get to the bottom of the problem
The best way to solve a problem is to get to the bottom, starting with where the problem started and then giving a solution. In the apparel industry, suppliers’ commitment needs improvement as well as solutions involving the customs and banking sides since they are also a major part of the business.
Both suppliers and buyers are under pressure for managing the cost aspects. One should try to solve this problem by working with factories, textile mills and the supply chain to bring it to an optimum level. Also, for the productivity of factories to go up, the efficiency levels have to be increased.
Challenges in working: Love challenges to solve them
Nurul Amin Mahmood loves challenges from customers as they create opportunities to stay ahead of the game. Challenges also create options to meet different people from various countries and to discuss various aspects of the industry with them.
Mantra to stay ahead: Finish your job as it comes, every day
Nurul Amin Mahmood tries to be strict in finishing a job as it comes each day and then proceed and wait for the next day and a new challenge. So the challenge should be on the job. One needs to complete it every day and not keep anything pending.
| Don’t come with a problem to the management. Come with a problem and its possible solutions so that management can see that you are actively dealing with the problems. With your solutions in hand and with advice from management, you will have what you need to make those solutions work in the best way for your organisation. |
Advice for RMG industry
The industry needs to fcous on strong commitment from both sides – the customer as well as the supplier.
Message for aspiring CXOs: Be proactive and troubleshoot
Be proactive with your everyday job, solve problems and be proactive with your partners so that you can protect your business. Even though you face problems every day, get to the bottom of the problem, find different solutions and options and propose them to your management.
Transforming challenges into opportunities through collaboration
Samsul Alam, Country Manager at QIMA Bangladesh, brings over 12 years of experience in the apparel sector. A graduate of Bangladesh University of Textiles, Samsul has held pivotal roles at companies like SGS, H&M and MANGO. At QIMA, he leads front-end operations, overseeing inspections, audits and compliance services for a diverse clientele.
Solving the unsolvable: Harnessing the power of teamwork
When faced with challenging problems, Samsul turns to teamwork and collaboration. By gathering diverse perspectives and engaging in collective problem-solving, QIMA often uncovers innovative solutions that individual efforts might miss.
Passion and challenge: Navigating technology and supplier education
Samsul’s passion for his role stems from the technology-driven approach at QIMA. The challenge lies in helping local suppliers understand and utilise the company’s online platform effectively, a task that is ultimately rewarding as it improves operational efficiency.
Leadership mantra: Clear expectations and ethical standards
Samsul’s leadership style focuses on setting clear expectations and upholding high ethical standards. He believes that valuing and empowering team members leads to a more productive and motivated workforce.
Vision for RMG Industry: Strengthening local supply chains
Samsul aims to enhance backward linkages in the Bangladeshi RMG industry by reducing reliance on imported raw materials, thus improving the industry’s global competitiveness.
Message for aspiring CXOs: Focus on hard work and integrity
For those aspiring for executive roles, Samsul emphasises the importance of hard work, integrity and staying updated on industry trends to achieve career goals.
| QIMA is a leading provider of testing, inspection, certification and compliance services, offering its clients smart solutions to make products consumers can trust. It has global presence in 100+ countries and over 5,000 employees. |
QIMA Bangladesh: Ensuring global standards in quality and compliance
QIMA is a global leader in testing, inspection and certification services, operating in over 100 countries. In Bangladesh, the company plays a crucial role in maintaining high standards of quality and safety for consumer products, food and life sciences industries, supporting over 30,000 brands and manufacturers.
