From family business to global player

Ahsan Khan Chowdhury 
Chairman and CEO of Pran-RFL Group

Ahsan Khan Chowdhury, chairman and CEO of Pran-RFL Group, has been named the recipient of this year's Business Person of the Year, one of the most prestigious accolades presented at the Bangladesh Business Awards.

The annual event is co-organised by DHL Express Bangladesh and The Daily Star to recognise and honour outstanding contributions to Bangladesh's economic progress.

In an exclusive interview, Chowdhury reflected on the journey of building one of Bangladesh's largest and most diversified business conglomerates.

The small family business has grown into a multinational group with over 6,000 product lines and $3 billion in annual turnover, equivalent to Tk 36,000 crore.

"When I joined my father's business in 1992, we were a team of about 30 to 40 people. The company's turnover was only about Tk 1 crore. But I had a dream—to make this company the best in Bangladesh," Chowdhury said.

The late Maj Gen (retd) Amjad Khan Chowdhury, founder of Pran Group, laid the foundation of the business in 1981.

Ahsan joined in 1992, shortening his business studies in the US to return to Bangladesh and fulfil a lifelong dream—to work alongside his father and carry forward his vision.

"My father was passionate about agriculture. He believed in building value-added industries around our country's primary strengths—farming and food. I inherited that belief," Chowdhury shared.

Pran's early ventures included processing and canning pineapple and other local produce.

With time, the company expanded into juices, sauces, pickles, and snacks—responding to both domestic and international demand. Gradually, the group extended its footprint into plastic goods, home appliances, bicycles, footwear, and heavy manufacturing.

Under Chowdhury's leadership, Pran-RFL Group grew from a small agro-processing business into one of Bangladesh's largest employers, directly engaging over 167,000 people.

"We want to create 10 lakh jobs. That's our dream," he stated with conviction.

He credits rural empowerment as a cornerstone of their strategy.

"We're investing massively in northern and southern Bangladesh, including our upcoming industrial park in Bhola, which I believe will be our biggest project yet," he said.

From food processing to fisheries, Pran-RFL Group's investments are helping to stabilise rural incomes, improve nutrition, and foster economic self-reliance across the country.

"Today, the largest number of jobs we're creating are in rural Bangladesh, not in Dhaka or Chattogram. We are shifting the industrial conversation," he explained.

Pran-RFL Group exports to over 145 countries, with a current annual export revenue of $500 million. But this did not come easily.

"We initially struggled against Thai competition. That taught us a lesson—dominate your domestic market first, then go abroad," Chowdhury explained.

Their international strategy is driven by continuous innovation, adapting to diverse consumer trends from Kerala to Kenya, and staying ahead of food safety standards aligned with British Retail Consortium (BRC) certifications.

"Export is not just about volume; it's about trust and quality. We had to learn this, the hard way sometimes," he added.

Diversification was also key. From canned pineapples to injection-moulded plastics and bicycles, the group expanded both vertically and horizontally.

"If one sector slows, others carry the weight. That's how we stay resilient," he said.

Asked about the future, Chowdhury emphasised the importance of adaptability, technology, and grooming young leadership.

"My children are already getting involved. We're building a culture where the next generation is ready to compete globally with fresh ideas and smart thinking," he said.

Pran-RFL Group uses real-time data, international market research, and predictive analytics to shape product development and consumer engagement.

"If we're selling in New York, we can't think like we're in Narayanganj. We have to benchmark against the best," he said with a smile.

The company also invests heavily in training, design, packaging innovation, and market-specific research and development.

"We are becoming a design-first, consumer-centric brand. That's what the future demands," he added.

To aspiring entrepreneurs, Chowdhury's message is clear:

"Stay positive. Stay in Bangladesh. Work hard, be competitive, and build something here. Our country has what it takes."

He urges young Bangladeshis not to give in to negativity or the allure of going abroad permanently. "We need the best minds here. This country needs you."

"Don't be afraid of hard work or risk. Believe in ethical business, believe in long-term vision, and most of all, believe in yourself," he added.

While acknowledging government efforts, Chowdhury believes more can be done to create an enabling environment for large-scale industrialisation.

"If the government listens to economists, business leaders, and think tanks, and provides policy support, we'll go much further, much faster," he said.

He highlighted areas such as export incentives, trade facilitation, infrastructure development, logistics improvement, and land access as critical areas where government support can accelerate private sector growth.

"We have a resilient economy and a capable workforce. What we need now is a smarter, business-friendly policy," he said.

With current growth trends of 30 to 40 percent annually, Chowdhury sees no reason why Pran-RFL Group cannot become a $25 billion company within the next 20 years.

"We're not done. We're just getting started."

He cites rising per capita income, the growth of the Bangladeshi middle-income group, and increased global demand for processed food as favourable tailwinds.

"We're investing in future-proofing the company. Our dream is to make Bangladesh proud on the world stage," he concluded.

With deep roots, a bold vision, and an unshakeable belief in Bangladesh, Ahsan Khan Chowdhury continues to inspire a new generation of entrepreneurs—not just to dream big, but to build bigger.