Amid growing global uncertainties and shifting trade dynamics, Bangladesh continues to strengthen its position as a reliable and forward-looking partner in the global apparel and manufacturing landscape. At the same time, the role of higher education in sustaining this momentum has become increasingly critical.
Bringing nearly three decades of international academic leadership across Australia and the Middle East, Dr. Sharif N. As-Saber— an internationally recognised academic, strategist, and governance specialist—assumed office as Vice-Chancellor of Stamford University Bangladesh in 2026 for a four-year term . His career spans senior roles at globally respected institutions including RMIT University, Monash University, and Sultan Qaboos University, alongside contributions to research, policy, and international collaboration.
In this exclusive interview with FBJ, Dr. Sharif shares his global academic insights, strategic vision for Stamford University Bangladesh, and perspectives on aligning education with industry needs, expanding international collaboration, and sustaining Bangladesh’s growth through innovation, resilience, and diversification.
FBJ: Having held senior academic and leadership roles across Australia, Oman, and beyond, what key global insights do you bring to Stamford University Bangladesh, and how will these shape your core vision for the next four years— particularly in repositioning the university in both national and global rankings?
Dr. Sharif N. As-Saber: Thank you. This is indeed an important and complex question. My experience across universities in Australia, New Zealand, and Oman has allowed me to develop a comprehensive understanding of higher education from a global perspective.
There are four key pillars that guide my vision. First is research. I strongly believe that research is a fundamental component of academic life, both for individuals and institutions.
However, research should not be conducted merely for publication; it must create tangible impact. I aim to promote research that addresses critical societal, industrial, and national challenges. This includes strengthening partnerships with government bodies, industries, and international institutions to ensure research outcomes are meaningful and applicable.
Second is teaching. Students are at the center of our academic mission. Therefore, curriculum development, innovation in teaching methodologies, and ensuring the market relevance of academic programs are essential. Internationally, I have been involved in student centered learning approaches, and I intend to further integrate these practices at Stamford. Our goal is to equip students not only with knowledge but also with the competencies required to become future leaders.
Third is social impact and community engagement. Universities have a responsibility beyond classrooms. Faculty members and institutions must actively contribute to society through collaboration with schools, colleges, community organizations, and professional associations. Additionally, we must emphasize values such as ethics, morality, and environmental sustainability— both in teaching and in practice.
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Finally, internationalization is critical. With my international background, I see global connectivity as a key driver of institutional growth. We are actively working to establish partnerships with universities and organizations worldwide, focusing on research collaboration, student and faculty exchange programs, and broader academic cooperation. Together, as a Stamford community, we aim to position the university as a globally connected and forward looking institution.
FBJ: Bangladesh industries, particularly apparel and manufacturing, are rapidly evolving. How can universities better align their curricula with real industry needs?
Dr. Sharif N. As-Saber: This alignment is essential. While technical education directly linked to specific industries— such as apparel, textiles, and fashion—is important, it represents only one part of the broader picture. Graduates must possess a holistic understanding of business and industry dynamics. Equally important are soft skills, which remain a significant gap. Communication, negotiation, problem-solving, and adaptability are critical for professional success.
At Stamford, we address this through a combination of academic and co-curricular initiatives. Alongside technical training across our diverse departments—including engineering, architecture, business, science, pharmacy, and more—we emphasize communication through our media and journalism schools, as well as student engagement through clubs, cultural societies, and debate forums.
With 17 departments, we have a strong multidisciplinary foundation. Our approach is to deliver a comprehensive skill set: technical (hard skills), interpersonal (soft skills), and social competencies. Additionally, we integrate ethics, sustainability, and moral values into the curriculum to ensure that graduates are not only skilled professionals but also responsible leaders capable of contributing meaningfully to society.
FBJ: Given your experience with international institutions and networks, how do you plan to expand global collaborations and academic partnerships for Stamford?
Dr. Sharif N. As-Saber: Internationalization is a key priority for us. We have already established a dedicated committee for global collaboration, led by a senior academic with extensive international experience.
Our approach includes multiple dimensions. While Memoranda of Understanding (MoUs) we are focusing on more substantive engagements such as student exchange programs, joint academic offerings, and collaborative research initiatives—subject to regulatory approvals from the University Grants Commission.
We are also actively connecting our faculty members with researchers from reputable international institutions to enhance the global dimension of our research activities. Although this process requires time and sustained effort, we have made significant progress and remain committed to expanding our international footprint.
FBJ: Drawing on your experience as Foreign Advisor at BGMEA, how do you see Bangladesh’s textile and apparel industry evolving amid sustainability pressures, shifting sourcing trends, and technological change?
Dr. Sharif N. As-Saber: This is indeed a complex and evolving issue. The global political and economic landscape is currently highly volatile, making future projections challenging. However, Bangladesh has consistently demonstrated resilience, and I remain optimistic about its future.
The industry must continue to embrace technological innovation and adapt to global changes. One key priority is moving up the value chain— from low-end to high-end products—and targeting higher value market segments. This shift will enhance earnings and enable better compensation for workers.
Diversification is another critical area. The industry is already expanding its product range and exploring new export markets, which is encouraging. Environmental sustainability, which I identified as a priority in the BGMEA roadmap, remains central to long-term growth.
Despite global uncertainties, Bangladesh has maintained its reputation as a reliable partner for international buyers. This consistency, combined with ongoing innovation and diversification, positions the industry well for future growth.
FBJ: Finally, how do you see the ongoing 2026 Iran war reshaping global trade dynamics, and what implications could it have for Bangladesh’s textile and apparel sector in terms of cost, supply chains, and export competitiveness?
Dr. Sharif N. As-Saber: The current situation represents one of the most severe supply chain disruptions the world has experienced. The impact is already evident in rising energy costs, supply shortages, and increased operational expenses, all of which affect production and trade.
While such geopolitical developments are beyond our control, the key lies in how we respond and adapt. Bangladesh’s textile and apparel industry has shown remarkable resilience and innovation in navigating these challenges.
Although costs have increased and supply chains have been strained, the industry continues to find ways to remain competitive. However, stability is crucial, and we hope that the conflict will be resolved soon, allowing global trade conditions to normalize.
In the meantime, adaptability, efficiency, and strategic planning will be essential for sustaining growth and maintaining Bangladesh’s position in the global market. The industry must continue to embrace technological innovation and adapt to global changes. One key priority is moving up the value chain—from low-end to high-end products—and targeting higher-value market segments. This shift will enhance earnings and enable better compensation for workers.
