Every company I’ve built has started the same way: I noticed something broken, or missing, or harder than it needed to be, and I couldn’t quite leave it alone. Red Sparrow Digital was the first. Everything else followed from there.

When I founded RSD in 2019, Bangladesh’s IT sector was still proving itself on the world stage. That’s changed a lot since. The country is now home to more than 4,500 registered IT and software companies, employing over 750,000 tech professionals and exporting digital services to more than 80 countries, and I’ve had a front-row seat to that growth. But I’ve also seen how much further it can go. The talent has never been the problem. What’s often missing is the infrastructure and trust needed to connect that talent to the opportunities it deserves, and that gap is what RSD was built to help close.

As the agency grew into one of Bangladesh’s leading names in digital marketing, working with automotive brands, real estate developers, and international electronics companies alike, I kept noticing the same problem in industries far outside marketing. Healthcare was one of the clearest examples. An estimated 450,000 to 800,000 Bangladeshis leave the country every year for medical treatment, together spending an estimated $4 to $5 billion abroad, not because the care doesn’t exist at home, but because the trust and the information to access it often don’t. 

That imbalance didn’t sit right with me, so I founded Thai Medicure and Global Medicure to give patients a clearer, more reliable path to hospitals and specialists across Thailand and beyond.

I saw a similar pattern in education. The number of Bangladeshi students heading abroad each year has more than tripled over the past decade, now approaching 50,000 annually, yet the process of getting there is still tangled in confusion, cost, and bad advice. So I founded Global Admission Partner and Zenith Study Abroad, building real university partnerships and giving students a path they could actually trust.

At some point, it stopped making sense to treat these as separate businesses solving unrelated problems. They were all built on the same instinct, so I brought them together under Red Sparrow Group, the umbrella that now spans digital marketing and IT, medical tourism, international education, medical equipment supply, and aesthetic wellness. Different industries, one underlying rule: if the gap is real, it’s worth building for.

That’s still what drives me today. Bangladesh’s IT and digital economy is now valued at close to $9 billion and climbing, and it’s far from finished growing. I try to make sure everything I build adds to that momentum instead of sitting apart from it, whether that means a business finding its footing online, a patient finding the right hospital abroad, or a student reaching a university they once thought was out of reach. Different outcomes, same mission: helping Bangladesh, and the people in it, get access to the opportunities they deserve.

We’re not done. Not even close.