In recent weeks, energy has dominated headlines, seminars and market discussions, not only in Bangladesh but across the world. Securing reliable energy resources is critical, as it will determine how economies prosper in the years ahead.

In recent years, Bangladesh has faced political uncertainty, macroeconomic stress and structural weaknesses in the financial sector, compounded by the ongoing crisis in the Middle East.

For years, businesses in Bangladesh have struggled with an invisible but formidable opponent: a web of outdated, inconsistent and burdensome regulations.

Trump launched the crisis, blamed Iran, blamed Europe, blamed the media, and then asked allies for urgent support. It felt like a bad boss breaking the office printer, shouting at staff, and ending the day with a lecture on teamwork.

“Tell me about yourself” is the most common opening question in a job interview. By asking this, an interviewer may inadvertently signal they have not fully gone through the candidate’s CV.

Bangladesh is not directly involved in the Iran conflict, but its effects are already visible from Dhaka’s upscale areas to rural petrol pumps.

Trump seems to treat war like a reality show season finale: loud entry, dramatic lines, and then a tweet-sized promise that everything is under control, while the rest of the world is left counting the bill. Sadly, this is not Hollywood, and countries like Bangladesh end up paying for the popcorn, the petrol and the power cut too.

There is a particular kind of courage that does not announce itself. It does not arrive with fanfare or a formal declaration.

It is a very tough exercise for our central bank to arrive at an optimal exchange rate and interest rate and, more importantly, ensure adequate liquidity in the market for credit creation without denting market discipline.

The establishment of commercial courts marks a significant and timely reform in the justice delivery system of Bangladesh.

The new government has inherited a financial system burdened by three interrelated weaknesses: poor governance, fragile balance sheets and erosion of public trust in policy decisions and credibility.

In every office, there’s that “corporate friend” who calls you brother but forwards your email to the boss with “just for visibility.” He borrows your charger, your ideas, and occasionally your lunch. At appraisal time, he suddenly develops selective amnesia about team efforts. Yet at office parties, he hugs you, saying, “We survived together!” “We are one team!” In corporate life, friendships are real, just performance-linked and ego-driven.

After a roller coaster period since the reciprocal US tariff was announced in April last year, the cut from 20 percent to 19 percent is modest but offers some relief. Under the new deal, certain Bangladeshi RMG and textile products made with US cotton and man-made fibres can enter the US duty free, with volumes tied to Bangladesh’s purchases. Turning this window into real export gains will require careful planning.

A trade agreement signed between Bangladesh and the United States on February 9, just days before a national election, has drawn sharp criticism from economists and policy observers.

Bangladesh’s recently signed trade deal with the United States promises slight tariff relief but carries deeper implications for fiscal stability, foreign policy and democratic transparency, according to Fahmida Khatun, executive director of the Centre for Policy Dialogue (CPD).

It is difficult for an economy to grow when the engines of growth themselves suffer from fundamental defects.

A statutory audit is not a demand-driven service. It is a legally mandated regulatory requirement.

Bangladesh is entering a decisive phase of its digital journey. With a new government soon to be in place and a young, ambitious population looking towards opportunity, the question is not whether technology will shape the future, but whether the ecosystem is ready to support that transformation.

While I was auditing Indonesia during the Asian financial meltdown, a senior colleague asked me if I had seen any branches of Goldman Sachs or Bankers Trust.

The CEO and board spent three meetings arguing over his bonus, quoting KPIs and “current market conditions.” The consultant calmly billed for conflict management and facilitation, earning more than the bonus, even though they did not attend the final meeting.