Hi, this is one of my work samples.
Four full brand strategy and marketing communication projects. Click anything to explore deeper.
I started in a small suburban town of Kurigram, in the Rangpur Division of Bangladesh. Limited access to education, but an abundance of curiosity. I taught myself to pass exams, spent hours sketching muscle cars, composing music, and obsessing over typography and posters I made for my own room. A self-made creative before I had a name for it.
Marketing found me before I found it. I won national and international competitions in business case studies and brand challenges while at university, and realised that what I loved most was the intersection of design, psychology, and culture. That is where strategy lives. I joined one of Bangladesh's most acclaimed creative companies, handling brands that ranged from global automotive giants to luxury fashion houses and fintech disruptors.
Now I am in London pursuing a Masters in International Fashion Business at the University of East London. My ambition is to operate at the intersection of culture and commerce, creating frameworks that don't just win pitches, but genuinely change how brands are perceived.
Global icons, regional champions, and category-defining names across luxury, automotive, fintech, aviation, and FMCG.
A sustainable premium fashion brand built on material science, radical transparency, and the conviction that the most luxurious thing a garment can do is last.
House of Recluse began as a personal investigation into why fashion continues to be one of the most environmentally harmful industries despite decades of awareness. The brief I set for myself: build a brand that doesn't ask people to sacrifice aesthetics for ethics, but demonstrates through operational decisions and material science that permanence is the most radical and commercially sound luxury positioning available in 2026. This document is the full business plan, brand strategy, and investment case.
Derived from Recycle + Use, the name describes complete commitment to one's own path. A deliberate retreat from trend culture as a radical act of self-mastery.
100% TENCEL™ lyocell, 340 GSM. Engineered for genuine end-of-life recyclability. The blending problem, solved by design at the point of conception.
Complete financial breakdown: unit economics, three-year projections, funding roadmap, and revenue model architecture.
600–900 units at launch
EBITDA positive at high scenario
3-year total: £1.77M
Shoreditch outlet. Three-zone layout. Repair workshop visible from sales floor.
30 SKUs, Barcelos facility + Scottish Borders. Full QC on every unit.
Podcast, events, editorial photography, PR, social test.
3-month operating runway. Tech stack, overheads, contingency.
22% equity. Founder-funded + business angel. Launch + Year 1 operating.
Year 1 Q3/Q4. 10–20% equity. Inventory scale + team + tech.
Year 2–3. Flagship, headcount, Europe expansion.
Positioning Jeep as the brand that enables life's extraordinary journeys in Bangladesh — from the Sundarbans to the Chittagong Hill Tracks — through a three-phase inspire, connect, retain strategy.
The brief was to create a comprehensive integrated marketing plan for Jeep's launch into Bangladesh — a market with no dominant lifestyle automotive brand in the adventure space, a rapidly growing middle class, and extraordinary natural destinations that remain difficult to reach. The challenge was not to sell cars, but to sell a philosophy: that Bangladesh's most extraordinary places deserve a vehicle worthy of them.
A comprehensive digital strategy and social media creative communication plan for Bangladesh's newest airline — making every passenger feel like a star throughout their travel experience.
Air Astra entered a Bangladeshi aviation market where three competitors (US-Bangla, NovoAir, and Biman Bangladesh) had collectively failed to build emotional positioning. All three were selling routes and prices. None had built a brand promise that passengers could actually feel. The brief was to design a comprehensive digital and social media strategy that would make Air Astra the first passenger-centric airline brand in Bangladesh — one where every passenger feels like a star, not a seat number.
A full brand voice strategy for a wellness-first energy drink start-up — crafted to claim the unclaimed middle ground between clean functionality and emotional lifestyle appeal. From brief to tagline to Twitter bio, built on a complete strategic architecture.
Help FUZION — a new line of healthy energy drinks — define its brand voice: who it speaks to, how it speaks, and what it says, expressed through a social media bio and a defining tagline.
To do more, push through, stay alert, feel powerful. Maslow: Esteem + Self-Actualisation. McGuire: Cognitive Growth (Autonomy), Affective Growth (Assertion), Affective Preservation (Tension Reduction).
Category alternatives: coffee, tea, café culture, sleep, rest, supplements, soda, meditation. The consumer has many ways to fulfil the underlying need — which means the brand, not the formulation, becomes the deciding factor.
To feel sharp, aligned, and energised in a way that supports — not sabotages — their mental and physical state. The consumer isn't compromising wellness for energy. For the first time, they don't have to.
Hire statement: People hire FUZION to feel like their best selves, focused, and in flow, without compromising their wellness or identity. Chosen for autonomy. Retained as ritual.
High price, high wellness credibility — the unclaimed quadrant in energy. Kin Euphorics and Liquid IV sit here but are not energy drinks. FUZION enters this space as the first wellness-credible energy brand willing to hold premium positioning.
Competitors cluster in high price/low wellness (Prime, Ghost) or low price/low wellness (Monster, supermarket). The top-right quadrant is FUZION's alone.
Competitive advantage: product uniqueness, not low cost. Competing on price destroys positioning. Competitive scope: broad — the wellness-energy overlap is a mass market, not a niche.
Porter's Five Forces: Competitive rivalry HIGH. Substitutes HIGH. Supplier power LOW. Buyer power MEDIUM once loyalty is earned. New entrant threat MEDIUM — formulation is easy, brand-building is not.