Paragon Group has evolved into one of Bangladesh’s most diversified private sector groups, with operations spanning more than a dozen business lines, including poultry, dairy, fish, footwear, plastics, renewable energy and consumer goods. In this interview Managing Director Moshiur Rahman highlights how the company has built its reputation on quality, innovation and a forward-looking approach to national and international opportunity.
Q: How has your vision evolved since you assumed leadership of Paragon Group in 1982, and which decisions have most defined your strategic direction so far?
Moshiur Rahman, Managing Director: When I assumed leadership in 1982, the priority was stabilising the business. Over time, the vision evolved toward sustainable growth, vertical integration and institutional strength.
Early investments in technology, biosecurity and professional management have been the most defining strategic decisions.
Q: How do you work to manage your company’s reputation, and how do you aim for it to be perceived by investors from the UAE?
MR: At Paragon Group, we manage our reputation through consistent product quality, strong governance and operational transparency across all businesses. For investors from the UAE, we aim to be recognised as a reliable long-term partner with scalable platforms, international standards and proven export capability.
We already export FIBC bags, frozen foods and consumer products to Europe, the UK, Saudi Arabia, France, Ireland, Japan and India, while processed chicken, table eggs, tea, fish and fresh vegetables are in the export pipeline. We are also exploring new markets in Kuwait, Korea and the USA.
We strongly believe Bangladesh and the UAE can benefit greatly from deeper collaboration, and Paragon is fully prepared to pursue joint ventures, technology partnerships and import-export collaborations that create sustainable value for both economies.
Q: How do you describe your current market position and the key competitive advantages that sustain it against other regional and global players?
MR: Paragon Group is a regionally strong and globally connected organisation built on deep vertical integration. From farm to fork, we maintain direct operational control, ensuring consistent quality and supply reliability.
Our strength lies not only in production but also in our ability to collaborate with international partners through technology transfer, strategic imports and joint venture expansion.
Supported by a skilled workforce and long-term growth mindset, we continue to strengthen our global competitiveness and partnership opportunities.
Q: What specific opportunities and potential synergies within your company would you highlight to investors from the UAE?
MR: The UAE–Bangladesh partnership aligns closely with Paragon Group’s strengths. We see clear synergies in poultry, fisheries, dairy, footwear, processed foods, sustainable packaging and renewable energy.
Paragon Group is expanding into the Healthcare sector through the development of a modern technology enabled hospital and nursing institute on 10 acres of company-owned land already secured for execution. The project is designed to incorporate advanced medical infrastructure, international clinical standards and integrated training facilities to support Bangladesh’s growing demand for quality healthcare services.
This project offers a prime Joint venture opportunity for international investors, particularly from the UAE, to co-develop a future-ready healthcare platform with strong technology integration, operational excellence and sustainable long-term returns.
With extensive company-owned agricultural land, sweetwater ponds and strong production infrastructure, Paragon is well positioned to develop export-oriented manufacturing for both domestic and international markets. Fresh vegetables, sweetwater fish, poultry and processed foods offer strong export potential, especially for the Middle East, and we welcome joint ventures with UAE investors to expand production, technology partnerships and global supply chains.
Q: How are you strengthening your position as an innovation leader within the industry?
MR: Paragon Group leads through knowledge-sharing, strategic global partnerships and rigorous technology adoption. Our collaborations with Novogen and Hubbard demonstrate our research strength, advanced biosecurity and pioneering role in developing Bangladesh’s poultry industry.
Q: How do your renewable energy ventures demonstrate your approach to embedding sustainability into your group’s business practices?
MR: Our renewable energy projects show that sustainability is part of how we do business.
By investing in solar power, we reduce environmental impact, strengthen energy security and support communities while creating long-term value for the group.
We have started almost 10 years back and currently we have the capacity of total 24 MW of solar energy which is supplied to the grid & factory internal operation. More than 30 MW of rooftop solar on factory premises is under way. We are adding 50 MW more to the grid which will be extended to overall capacity of over 100 MW focusing to achieve the SDG.
Q: What is your message to investors from the UAE about why now is the right time to invest in Bangladesh?
MR: Bangladesh is a small country with limited land, but it has strong advantages. Living standards are rising, consumer lifestyles are changing and the country’s geographic location makes exports to Asia and Europe highly efficient. Combined with competitive labour costs and a young generation of around 55%, Bangladesh offers a strong opportunity for export-led growth and long-term investment.
Q: What are the key lessons you have learned throughout your career and how do you apply them to your leadership style?
MR: From my student life in eighties, my father encouraged me to adopt new technology and integrate it into the business. Over time, I realised that growth is not possible without continuously adopting technology and evolving with the times.
Discipline, integrity, deep operational understanding and adopting new technologies are essential for long-term success. These principles guide my leadership style, which focuses on people, data-driven decisions and institutional strength.
