S M Robiul Islam is a Business Consultant, with extensive professional experience of 20 years in Sales, Business Development & Operations
Bengal Group of Industries
1st September 2019 to Present
Bengal Group of Industries, encompassing Bengal Structure Development Limited, Bengal Electricity Generation Limited, and Bengal Construction Company, operates with a team of 350 employees. Engaged in infrastructure development, construction, dredging, embankment, power generation (including solar), and corporate social responsibility (CSR), the group achieves a notable business turnover of 30 million USD.
Position: Chief Operating Officer (Operations), 1st August 2023 to Present
Position: General Manager-Business Development, 1st September 2019 to July 30, 2023
Achievement:
Increased yearly turnover from 9 core to 55 core.
Decreased operational expenditure.
Problem 1:
At the time of my joining the number of projects was very low. The company had only one dredger. It didn’t win any power project from the Government.
How did I solve the issues?
As I have well connections with the Government offices, I started regular visits to the Government concern departments, especially BEPZA, BIWTA, Bangladesh Water Development Board, Ministry of Shipping, Ministry of Water Resources, etc. In this way, I played my role for the company and achieved the following projects.
Power Plant Project:
2019: Signed the first power purchase agreement with BEPZA for a 50 MW power plant at Comilla EPZ. The project, valued around 300 crore Taka, is under construction and expected to become operational by 2025.
Dredging Projects:
2019: Expanded from 1 to 6 dredgers.
2020: Increased yearly turnover from 9 crore Taka to 38 crore Taka. Secured a 69 crore Taka dredging project with BIWTA, with a 5-year duration. Obtained another 5-year dredging project with BIWTA, valued at 63 crore Taka.
2021: Awarded a 1-year, 12.6 crore Taka dredging project from BIWTA. Achieved a turnover of 45 crore Taka.
2022: Secured an 8 crore Taka, 1-year dredging project and another 25.72 crore Taka, 1-year dredging project from BIWTA. Increased turnover to 48 crore Taka.
2023: Obtained a project from Khulna Shipyard for protective work along the Padma river, valued at 249 crore Taka, with a 1-year duration. Achieved a turnover of 55 crore Taka.
2024: Commenced dredging work for the old Brahmaputra river, valued at 80 crore Taka, with a 1-year duration. Initiated repair and maintenance of the boat workshop and slipway at the BCG base in Mongla, costing 5 crore Taka with an 8-month duration.
Problem 2:
When I joined Bengal Group, I found that they don’t have any expenditure/ cost reduction policy and didn’t have any SOP to follow.
How did I solve the issues
After joining to Bengal Group, I took the following steps to start monitoring and reduction of the expenditure.
Expenditure Reduction:
·Implemented a comprehensive cost-reduction policy.
·Developed and enforced SOPs for each project.
·Set expenditure limits for all employees.
·Automated all expense management tools (Using Tally ERP)
·Established strict monitoring of every transaction.
·Strengthened the pre-approval process, ensuring no expenditures occur without prior approval.
·Instituted a biannual audit process for all projects.
·Enhanced the transparency and clarity of the reporting system.
·Introduced employee awards for good governance practices.
United Enterprise & Company Limited
Location: Dhaka-Head Office but Responsibility countrywide
February 01, 2015, to August 31, 2019
United Enterprise & Company Limited | Power Division operates in the field of power generation and distribution. With a workforce of 320 employees, the company achieves a robust business turnover of 250 million USD.
Position: Business Coordinator
Achievement
During my tenure the company won several Government power generation projects and its electricity supply 1,100 MW to the national grid. It boosted the annual turnover to 4,800 crore taka.
Problem 1:
United Group Power Division had only three projects when I was promoted to Business Coordinator.
How did I increase Power Projects?
I established a strong relationship with high-ranking government officials, including those from Bangladesh Power Development Board, Ministry of Power Energy and Mineral Resources, Bangladesh Energy Regulatory Commission, Bangladesh Rural Electrification Board, and Bangladesh Export Processing Zone Authority.
During my tenure the company won several Government power projects and its electricity supply 1,100 MW to the national grid. It boosted the annual turnover to 4,800 crore taka.
The company won the following power projects in my tenure:
·United Ashuganj Energy Ltd. (200 MW): Received government approval in 2013 and commenced commercial operations in 2015.
·United Mymensingh Power Ltd. (200 MW): Received government approval in 2018 and began commercial operations in 2018. This plant received the best power producer award in 2018.
·United Jamalpur Power Ltd. (115 MW): Received government approval in 2018 and started commercial operations in 2019.
·United Anwara Power Ltd. (300 MW): Received government approval in 2019 during his tenure.
Problem 2:
I found that the company had no cost reduction policy, procurement policy and employees’ performance evaluation system.
How did I solve the issues?
I introduced the following steps in my tenure and got 12% reduction of procurement and operational cost.
·Implementing software in the procurement department.
·Introducing KPIs, which led to improved employees’ performance.
·Enhancing employee retention rates and overall performance.
·Conducting cost reduction training programs at each power plant.
Novo Healthcare and Pharma Limited is a sister company of United Enterprise & Company Limited.
Novo Healthcare and Pharma Limited is a pharmaceutical company with a focus on the research, development, and manufacturing of healthcare products. With a workforce of 320 employees, the company operates in the pharmaceutical sector and reports a yearly turnover of 3 million USD.
Position: Assistant Sales Manager, February 01, 2013, to January 31, 2015
Position: Regional Manager, May 01, 2012, to January 31, 2013
Problem 1:
I found the sales volume of pharmaceutical products in my region (Dhaka North, Sylhet, Comilla, Chittagong, Mymensingh, Rangpur) was only 1.20 core, and didn’t have a branding concept for the medical promotion officers. and the prescription share was very low i.e only 0.5%.
How did I solve the issues?
I have conducted several seminars with qualified doctors and engaged my field sales team with doctors and pharmacies.
·Sales Target: First, I focused to setup an achievable sales target for each area, team, and medical promotion officers.
·Brand Promotion: I focused to established our brand. Thus, we started to promote our brand in various ways.
·Scientific Engagements: Organized 43 scientific seminars with qualified doctors in the designated sales areas.
·Sales Force Strategy: Effectively utilized the sales force to engage with doctors and pharmacies, driving growth and market penetration.
Achievements:
·Sales Growth: Increased sales to 2.95 crore Taka during the tenure.
·Market Share Improvement: Boosted the company’s prescription share to 2%.
Problems 2:
The company didn’t have any SOP and incentive policy for achieving sales target.
How did I solve the issues
I introduced and implemented SOPs. As part of this initiative, I set daily targets for all Medical Promotion Officers (MPOs). When MPOs achieved their targets, they received incentives from the company. This approach effectively reduced daily operational costs.