Why did you want to establish NRB Bank?
The main dream behind establishing NRB Bank was to create a bridge between non-resident Bangladeshis (NRBs) worldwide and the local economy.
Our purpose was to channel remittances and overseas investments into productive sectors, foster financial inclusion, and contribute meaningfully to the economic development of Bangladesh.
We aimed to create a dynamic, customer-centric bank that embodies transparency, innovation, and trust while serving as a platform for the global Bangladeshi diaspora to stay connected with their roots through investment and engagement.
You were founder and chairman at the beginning of the bank. Why did you withdraw from this responsibility?
I ran the show from the inception of the bank. But in 2016, I made the strategic decision to step back from the chairman role to allow for a new generation of leadership and to diversify my focus across other ventures in both the public and private sectors.
It was a time when I believed the bank had matured enough to sustain its operations under a structured governance framework. However, my commitment to the bank’s long-term vision never wavered.
Bangladesh Bank has selected you for this responsibility again after almost 9 years, how do you feel about this?
I am deeply honored and humbled by the trust reposed in me by Bangladesh Bank.
Returning after long years, I view this opportunity as a call to service—one that demands bold action, strong leadership, and a renewed focus on governance, performance, and stakeholder confidence.
I am committed to restoring NRB Bank to its founding mission and ensuring its sustainable growth and relevance in a highly competitive banking environment.
Has the previous board of directors kept the goals and objectives you established for the bank?
While efforts were made, I must acknowledge that core objectives and strategic vision with which NRB Bank was established were not fully realized.
There were gaps in execution, innovation, and governance. However, this presents us an opportunity to reassess, recalibrate, and return to our original mission with a stronger foundation and renewed commitment.
Out of the nine fourth-generation banks, except for two or one banks, NRB Bank is lagging behind in almost every parameter. What is the reason for this?
There are several reasons: inconsistent leadership, lack of strategic continuity, weak risk management, and a deviation from our core customer base and service model.
Additionally, internal governance and compliance issues have had a negative impact on operational efficiency and stakeholder trust.
These are precisely the areas we are now prioritizing with urgency and accountability.
What is your future plan for the development of the bank?
Our future roadmap is comprehensive.
It includes strengthening corporate governance, modernizing digital infrastructure, improving customer service, and re-engaging the NRB community globally by encouraging them to integrate, bring in remittances, open accounts, and utilize what the bank has to offer—anywhere in the world wherever they are, in any currencies, be it in GBP Sterling, US Dollar, Euro, and of course Taka.
We are also placing strong emphasis on SME financing, green banking, and inclusive banking to broaden our impact.
Initiatives will also include tailored products for farmers (agricultural loans, savings plans), low-interest loans for women with business support, Shariah-compliant services to expand Islamic banking offerings with transparency, youth banking with attractive savings accounts, education loans, and internships.
Talent development, innovation, and regulatory compliance will be cornerstones of our transformation agenda.
What steps will you take to regain the trust of customers, investors, shareholders, and bank officials?
Transparency, accountability, and performance will be key.
We are implementing robust internal controls, revamping our audit and compliance frameworks, and improving communication with all stakeholders.
Training and motivating our staff, revising our customer service charter, and realigning our corporate culture with our founding values are crucial steps in this direction.
We aim to lead by example and deliver consistent, measurable results.
What challenges do you think you have in establishing good governance and overall development of the bank?
The key challenges include resistance to change, rebuilding an organizational culture rooted in ethics, and enhancing regulatory compliance.
There’s also the need to swiftly address legacy issues that may still exist.
However, with the support of Bangladesh Bank, a capable leadership team, and the collective will of our stakeholders, I am confident that we will overcome these hurdles and steer NRB Bank toward a sustainable and prosperous future.