An Exclusive Leadership Conversation with Sakib Chowdhury, CEO, Shoishob Bangladesh Limited
Editorial Focus: Sustainability | RMG Industry | Children’s Clothing | Artificial Intelligence | Entrepreneurship | Leadership
Introduction
Bangladesh’s ready-made garment industry has long been a cornerstone of the country’s economic development. As the global fashion industry faces growing pressure to reduce its environmental footprint, strengthen ethical supply chains and embrace technological transformation, a new question is emerging: How can business leaders balance commercial growth with responsibility toward people and the planet? For children’s clothing businesses, this responsibility carries additional significance. Beyond affordability and design, parents increasingly value product safety, durability, responsible manufacturing and environmental consciousness.
In this edition of Global Leaders Chronicle (GLC), an editorial initiative of Bangladesh Business Bureau (BBB), we explore these questions through a leadership conversation with Sakib Chowdhury, CEO of Shoishob Bangladesh Limited.
Drawing on themes of responsible entrepreneurship, emotional intelligence, sustainable fashion and emerging technologies, this conversation examines how Bangladesh’s apparel industry can prepare for a more sustainable and AI-enabled future.
01 | Sustainability Beyond Fashion
GLC: As the CEO of a children’s clothing business, how do you personally define sustainability, and why should it become a strategic priority for Bangladesh’s apparel industry?
Sakib Chowdhury: I believe sustainability is fundamentally about responsibility toward future generations. When we manufacture clothing for children, we are not simply producing garments; we are serving the generation that will inherit the environmental and social consequences of today’s business decisions. For me, sustainability must begin with product quality, safety, responsible material selection and ethical business practices. It also requires us to consider how our products are manufactured, consumed and eventually disposed of. Bangladesh has developed remarkable manufacturing capabilities over the decades. Our next challenge is to ensure that economic competitiveness and environmental responsibility progress together. Sustainability should not be treated merely as a compliance requirement. It needs to become part of a company’s long-term business strategy and organizational culture.
02 | The Challenges of Sustainable Children’s Clothing
GLC: Children’s clothing involves unique considerations regarding fabric safety, durability, affordability and frequent changes in size. What are the biggest challenges in making this segment more sustainable without compromising accessibility for families?
Sakib Chowdhury: One of the most important challenges is balancing affordability with responsible production. Parents naturally want comfortable, safe and reasonably priced clothing for their children, while businesses must manage material costs, manufacturing efficiency and quality standards. Children also outgrow garments relatively quickly, creating opportunities to rethink product durability, reuse and responsible consumption. I believe businesses should explore better material selection, improved production planning and designs that support longer product use. Another important area is consumer awareness. Sustainability cannot be achieved by manufacturers alone. Consumers, suppliers, retailers and policymakers all have roles to play. The goal should be to make responsible choices increasingly practical and accessible rather than positioning sustainable fashion exclusively as a premium product.
03 | Transforming Bangladesh’s RMG Industry
GLC: Bangladesh is recognized globally for its garment manufacturing capabilities. What structural changes are necessary for the industry to move beyond cost competitiveness and become a global leader in sustainable apparel production?
Sakib Chowdhury: Bangladesh has an opportunity to strengthen its international position by competing not only on price and production capacity but also on innovation, reliability, quality and environmental performance. This transformation requires investment in human capital, modern production systems, energy efficiency, responsible sourcing and stronger collaboration across supply chains.
Small and medium-sized manufacturers should also have access to practical sustainability knowledge and affordable technological solutions. I believe long-term competitiveness will increasingly depend on a company’s ability to demonstrate responsible operations and adapt to changing market expectations. The businesses that prepare early will be better positioned to build trust and establish lasting relationships with customers and international partners.
04 | Artificial Intelligence and the Future of Fashion
GLC: Artificial intelligence is rapidly transforming industries worldwide. Where do you see the greatest opportunities for AI to improve sustainability, operational efficiency and customer experience in children’s clothing businesses?
Sakib Chowdhury: Artificial intelligence offers significant opportunities for the apparel industry, particularly in demand forecasting, inventory management, design development and operational efficiency. One of the major sustainability challenges in fashion is overproduction. AI-powered forecasting tools could help businesses better understand customer preferences and seasonal demand, potentially reducing unsold inventory and unnecessary waste. Technology can also support more efficient fabric utilization, quality control and supply-chain planning. For children’s clothing businesses, AI may help us understand changing consumer needs and improve product recommendations.
However, I believe technology should support human judgment rather than replace it entirely. Successful AI adoption requires reliable data, skilled employees and responsible implementation. The objective should be to use technology to create measurable value for businesses, consumers and the environment.
05 | Circular Fashion and Responsible Consumption
GLC: Children frequently outgrow their clothing before the garments reach the end of their usable life. Could circular business models – such as clothing exchanges, resale, recycling or take-back initiatives—be commercially viable in Bangladesh?
Sakib Chowdhury: I believe circular fashion presents an interesting opportunity, particularly in children’s clothing. Because children grow quickly, many garments remain usable even after their original owners no longer need them. This creates opportunities for reuse, resale, donation and responsible recycling. However, any circular business model must be designed around consumer convenience, hygiene, product quality and commercial feasibility. For Bangladesh, we should begin by studying consumer behavior and testing small-scale initiatives rather than assuming that models successful in other countries will automatically work here. Collaboration among clothing brands, entrepreneurs, community organizations and technology platforms could help develop practical solutions. Circularity should ultimately reduce waste while creating meaningful value for consumers and businesses.
06 | Leadership, Emotional Intelligence and Sustainability
GLC: In your earlier leadership reflections, you discussed the growing importance of emotional intelligence. How can empathy, employee engagement and human-centered leadership influence sustainability decisions within a business?
Sakib Chowdhury: Over time, I have come to appreciate that leadership is not only about achieving financial targets or making operational decisions. It is also about understanding people, building trust and creating an environment where individuals feel respected. Emotional intelligence helps leaders listen more carefully, recognize different perspectives and respond thoughtfully to challenges. I believe this is closely connected with sustainability because responsible business practices depend on people at every level of an organization. When employees understand why sustainability matters and feel empowered to contribute, meaningful organizational change becomes more achievable. Technology, strategy and investment are important, but leadership determines how effectively these resources are used. For me, a sustainable organization must also be a human-centered organization.
07 | Opportunities for Young Entrepreneurs
GLC: Bangladesh has a growing community of young entrepreneurs interested in sustainable fashion, green innovation and technology-driven businesses. What opportunities do you see for startups, and what advice would you offer aspiring founders entering this sector?
Sakib Chowdhury: I believe young entrepreneurs have an important opportunity to challenge traditional business practices and introduce innovative solutions. The fashion industry presents opportunities in sustainable materials, textile-waste management, digital commerce, AI-enabled inventory solutions, circular business models and responsible manufacturing services. However, entrepreneurship should begin with identifying a genuine problem rather than simply following a trend. Young founders need to understand their customers, validate their ideas and develop financially viable business models. I would encourage students to gain practical industry exposure, engage with experienced professionals and experiment with small-scale solutions before expanding. Sustainability and innovation can create strong opportunities, but execution, resilience and continuous learning remain essential.
08 | A CEO’s Vision for 2035
GLC: Looking toward 2035, what is your vision for Shoishob and the broader Bangladeshi apparel industry? How would you like artificial intelligence, environmental responsibility and ethical leadership to shape the next generation of businesses?
Sakib Chowdhury: My vision is to see Bangladeshi businesses become increasingly recognized for quality, innovation, responsible practices and long-term value creation. I believe the next decade will bring significant changes in how apparel products are designed, manufactured, distributed and consumed. Artificial intelligence can improve decision-making and operational efficiency, while sustainability principles can guide businesses toward more responsible resource utilization. At the same time, we must remember that technology alone cannot define progress. The well-being of employees, customer trust and responsible leadership will remain essential. For Shoishob, I would like the future to be shaped by continuous improvement, customer understanding and responsible innovation. Ultimately, I hope Bangladesh will be recognized not only as a major garment-producing nation but also as an important contributor to the future of sustainable fashion.
Editorial Reflection | Beyond Profit, Toward Purpose
The future of Bangladesh’s apparel industry will depend on more than production capacity and competitive pricing. It will require businesses to rethink how products are designed, how resources are utilized, how employees are supported and how technology is integrated into decision-making. Children’s clothing provides a particularly meaningful context for this transformation. Every decision about materials, durability, manufacturing and waste carries implications for the next generation. The perspectives explored in this conversation demonstrate why sustainability, artificial intelligence and human-centered leadership deserve a place at the center of modern business strategy. For emerging entrepreneurs, the broader message is clear: building a competitive business and contributing to a more sustainable economy need not be opposing objectives. The next generation of business leadership will be defined not only by the value companies create, but also by the responsibility they demonstrate in creating it.
About the Interviewee
Sakib Chowdhury
CEO, Shoishob Bangladesh Limited
About Global Leaders Chronicle
Global Leaders Chronicle (GLC) is an international leadership-interview and editorial publication by Bangladesh Business Bureau (BBB).
Through conversations with business leaders, entrepreneurs, academics, innovators and changemakers, GLC explores professional journeys, leadership philosophies, emerging opportunities and ideas shaping the future of business and society.
Conversations. Perspectives. Impact.
An editorial publication by Bangladesh Business Bureau (BBB).
