Md. Mizanur Rashid
CEO, Probridhi Apparels Ltd.
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- Invest in leaders 4. The sustainability of the success of
As much as in factories. Bangladesh’s RMG industry lies not only
- Promote leaders based on merit, in exports but in producing in world-class
competence, and integrity – not leaders.
necessarily nationality or networks. 5. Continuously upgrade technical expertise,
- Global exposures create global leaders. Communication and global business skills.
6. Credibility is an executive’s greatest asset;
ethics build lasting trust.
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Bangladesh has earned its place as the second-largest apparel exporter in the world. In FY2024-25, the Ready-Made Garment (RMG) industry exported nearly US$39.35 billion, contributing more than 81% of the country’s total export earnings. More than 4 million workers, together with their families, and millions of people engaged in banking, insurance, shipping, C&F, transportation, logistics, ports, accessories, and numerous supporting industries depend directly or indirectly on this sector for their livelihoods. Thousands of visionary entrepreneurs and countless dedicated professionals have collectively built this remarkable success, making the RMG industry the backbone of Bangladesh’s economy.
Yet one uncomfortable question continues to surface:
If Bangladesh can build one of the world’s largest apparel industries, why are so many of its highest leadership positions still occupied by expatriates?
This is not an argument against expatriate professionals. Many of them have made valuable contributions to our industry, introduced global best practices, and helped strengthen buyer confidence. The real question is different:
Why has Bangladesh not developed enough local executives who can compete equally for those positions?
The answer lies not in a single reason but in a set of structural, educational, cultural, and organizational challenges such as-
1. The confidence gap
Many factory owners still believe that appointing an expatriate executive is a safer business decision. Whether this perception is entirely justified is another matter. Perception itself influences decisions.
Experienced expatriates are often entrusted with key leadership roles because owners assume they possess stronger international exposure, greater buyer confidence, and broader strategic capabilities. As a result, they frequently receive salaries two, three, or even five times higher than equally competent local executives, along with housing, transport, education, airfare, and other benefits.
Unfortunately, when local professionals in this sector are rarely given similar opportunities, they are also denied the chance to prove they can perform at the same level. Leadership cannot develop without opportunity.
2. Technical excellence alone is no longer enough.
Bangladesh has produced thousands of excellent production managers and operational experts. But today’s apparel industry demands much more. Modern executives must understand sustainability, ESG, digital transformation, ERP integration, automation, data analytics, supply chain management, industrial product engineering, and global sourcing strategies.
While our neighboring and competing countries like India, Sri Lanka and Vietnam have invested for decades in specialized apparel education, executive development, and research institutions, Bangladesh still has limited industry-focused R&D and comparatively fewer advanced programs that prepare professionals for strategic leadership.
Operational experience is invaluable, but the future belongs to those who combine experience with innovation.
3. Communication is a business asset
One reality cannot be ignored that international business runs on communication.
Buyer meetings, negotiations, presentations, compliance discussions, factory visits, technical explanations, and even simple email correspondence shape business relationships.
Many Bangladeshi professionals possess outstanding technical knowledge but hesitate when communicating in English with international buyers. The problem is not a lack of intelligence or capability. It is the result of limited exposure, insufficient practice, and a lack of confidence.
No communication often means no confidence. And no confidence consequently means no opportunity.
4. Ethics build trust
Some owners believe expatriates present lower governance risks because they work on contractual assignments and receive attractive compensation, and are generally less connected to local commercial networks.
It would be unfair to suggest that expatriates are inherently more ethical than local professionals. Integrity has no nationality. However, isolated incidents involving procurement commissions, supplier favoritism, recruitment irregularities, or misuse of authority have damaged confidence in parts of the local leadership pool.
Trust is difficult to earn and easy to lose. For any executive, credibility is the most valuable asset.
5. The power of professional networks
Another reality often overlooked is professional networking. Senior expatriates frequently recommend people they have worked with before, many of whom come from their own countries. This is not unique to the apparel industry; it happens worldwide. Yet when recruitment becomes heavily dependent on existing networks rather than open competition, many highly capable Bangladeshi professionals remain outside the circle of opportunity.
Talent should never be limited by nationality.
6. Limited investment in leadership development
Most of the local organizations invest millions in machinery and factory expansion but comparatively little in developing future leaders. Promotion is often based on operational excellence rather than leadership readiness.
Managing a production floor and leading a multinational organization requires different competencies.
Strategic thinking, financial literacy, negotiation, crisis management, business transformation, stakeholder engagement, and people leadership must all be cultivated deliberately. Without structured succession planning, organizations continue looking outside instead of building leadership from within.
7. Exposure Matters
Many expatriate executives have worked with multiple international brands across different countries and business cultures. That exposure shapes confidence, decision-making, and strategic thinking. By contrast, many Bangladeshi professionals spend most of their careers within a single organization.
Greater participation in buyer meetings, international trade fairs, overseas assignments, executive education, and cross-functional leadership would significantly strengthen the next generation of local executives.
8. Looking beyond the numbers
According to the latest global apparel export data, China remains the largest exporter with approximately US$157 billion in annual apparel exports. Bangladesh follows with around US$39 billion, closely matched by Vietnam at US$38 billion. India exports around US$17 billion, while Cambodia, Pakistan, and Indonesia export approximately US$12 billion, US$10 billion, and US$9 billion, respectively. These figures demonstrate that Bangladesh has already established itself as a global manufacturing powerhouse.
The next challenge is no longer about increasing production alone. It is about developing leadership that matches the industry’s global demand.
9. The Way Forward
The solution is not to replace expatriates. The solution is to prepare Bangladeshi professionals so thoroughly that owners and international buyers choose them based on competence rather than nationality. That requires investment in technical education, executive leadership programs, communication skills, research and innovation, succession planning, ethical governance, and international exposure.
Factories should evaluate executives by performance, capability, and integrity- not by nationality.
10. The Bottom Line
Bangladesh has already proven that it can manufacture garments for the world’s leading brands. Now it must prove something even greater. It must demonstrate that it can also produce world-class leaders. The future competitiveness of our industry will not be determined solely by lower costs or higher production. It will depend on whether we have the courage to trust, develop, and empower our own people.
We do have trust and confidence that when opportunity is given on the basis of merit, competence, and integrity, Bangladeshi executives will not merely participate in the global apparel industry- they will lead it.
