My career began at Standard Chartered Bangladesh, starting in credit collections before moving into branch network risk management and relationship management for small and medium enterprises. These early roles established a practical foundation: how credit behaves under stress, how operations function as a risk environment, and how clients experience the institution from the outside. After five years, I joined NRB Bank.
NRB Bank, a new commercial bank in formation, offered a different register of experience. Supporting the Head of Retail as Head of Risk and Business Performance Manager, the mandate was broad. I worked across treasury budgeting, retail product design, credit card setups, and branch licensing. This offered a rare view of institutional construction, showing how governance is built rather than just operated.
Returning to Standard Chartered, I took over the risk governance of the retail banking product portfolio, eventually leading the team as Senior Business Risk Manager. A decade at the bank across both stints established a deep familiarity with global compliance standards and the metrics of institutional resilience.
Joining bKash during a period of rapid growth required adapting risk governance to a platform operating at national scale. With over seventy million accounts, the platform represents a structural shift in how the population participates in the economy, providing wallets, payment rails, savings, and credit profiles. Governing product and campaign risks in this environment requires managing decisions at a volume and velocity which has no industry precedent or playbook to refer.
As Vice President and Head of Product and Campaign Risk at bKash, I work at the crossroads of product design, campaign execution, and automated decision systems. The mandate is to construct the governance architecture that allows the business to scale safely, translating risk controls into active business enablement.
The failure is rarely a missing framework.
It is a framework written for conditions
that no longer exist.
The frontier of risk is now defined by artificial intelligence. While not a technologist, I study the governance debates, capabilities, and failure modes at the edge of this transition. Because modern platforms operate in AI-adjacent territory, a risk function that cannot assess automated decisioning is already behind. Globally, the appetite for AI infusion in financial services is outpacing the governance structures required to contain it.
The LITUp Framework developed from observing how governance behaves under pressure across banking, digital payments, and microfinance. The central question was clear: why do standard frameworks fail at the precise moments they are most needed? The methodology was refined through sustained, pro-bono advisory work inside a major microfinance institution, running parallel to my corporate roles. Working across product design, core banking systems, and process mapping provided a live surface to test how governance transfers. The framework operates in four phases (Locate, Illuminate, Transfer, Uplift), ensuring an institution can operate independently once the design is complete.
I write about these operational realities here and on LinkedIn, focusing on regions where rapid institutional growth outpaces legacy governance frameworks.