In the second and final part of our interview with Zeeshan Khurshed Mazumder, we explore how BeshiDeshi has evolved from a promising startup into a transformative force in Bangladesh's artisanal economy, how to build operational processes and structures, and his lessons in building successful businesses. This is the second and final part of the interview. Read part one here.
When Zeeshan Khurshed Mazumder first appeared in our pages in 2019, BeshiDeshi was a fledgling e-commerce platform with 350 artisans and 12,000 products. Today, we find an organization that has expanded nearly tenfold, supporting 4,000 craftspeople across Bangladesh with more than 30,000 products—a comprehensive ecosystem that is quietly changing how Bangladeshi artisans connect to national and international markets.
This final part focuses on the intricate mechanics behind scaling an artisanal marketplace. Readers will learn how BeshiDeshi navigates the complex logistics of transporting delicate handmade goods throughout Bangladesh and abroad, balances competitive pricing against fair compensation for artisans, and builds a lean organizational culture that privileges learning over credentials.
Particularly fascinating is Mazumder's observations about familiar entrepreneurial challenges: managing costs during crises, maintaining quality control across a distributed production network, and addressing the financial realities of training rural artisans to meet modern e-commerce standards. His pragmatic approach to problem-solving offers valuable lessons in building resilient businesses in difficult markets.
The conversation also delves into BeshiDeshi's omnichannel expansion and nascent international ambitions. With exports formally launched to the United States, and partnerships developing in markets including Singapore, Canada, and Australia, Mazumder's vision extends far beyond Bangladesh's borders.
BeshiDeshi's experiment offers valuable lessons for social entrepreneurs across markets. In Mazumder's own words, success comes not from copying trends but from "focusing on what you're good at and trying to build something around it"—wisdom that resonates far beyond craft markets. This is the second and final part of our long interview with Mr. Mazumder. Read part one here.
Mohammad Ruhul Kader: This is a very interesting model. We've covered quite a bit about your ecosystem. I want to ask you a few more things. You travel all over Bangladesh for work—today Rangpur, tomorrow Rajshahi, day after tomorrow Cox's Bazar. One important aspect of your business is finding the right artisans. What are the challenges in finding the right manufacturers and artisans? That's one question. The other thing is: we emotionally want to buy Bangladeshi products and support Bangladeshi artists. However, while saying this is simple, you have to make it financially viable and make it so that the product is competitive for customers and also beneficial for artisans. We have seen initiatives struggle to manage this balance. From your experience, what are the missing pieces when we tell these stories of selling Bangladeshi products and helping artisans in the process, but can't execute? What challenges did you face and how have you overcome them?
Zeeshan Khurshed Mazumder: Let’s start by talking about how we find artisans and source from artisans. We actually get good responses from word of mouth, which has been highly effective for us. But for word of mouth to work, we have to do things right. That’s where understanding what artisans want works like magic.
At the end of the day, after training and everything, they want money. They want to know whether we can sell. That's the number one criterion.
When a platform gives them sales, word of mouth spreads, and since related artisans generally stay in groups, they rush to that platform. These artisans often live in small communities partly because mainstream support is so scarce for them that they tend to bunch together and help each other. They often collaborate, which means when we work with one person, ten more hear about it, and it spreads pretty fast. When you do good work, your reputation does the rest of it.
This is how, through word of mouth, artisans come to us on their own, contact us, and share their products and designs, and inquire whether we could work together. We evaluate these inquiries and select the ones that are relevant to us. We don’t take everyone in.
We check the skills and quality of the artisans’ work—whether someone can replicate the same product and quality consistently— and we also need to understand the demand for a product and how to develop the market.
Maintaining this exacting quality is critical for customer satisfaction. When we show a picture of a product, people expect to receive that exact product.
For handmade products, you may expect 5-10% deviation. But customers always expect consistency. So we need to ensure that the person who made that beautiful product can repeat it.
This has been a major challenge for us since the beginning, especially with artisans from outside Dhaka.
In outstations, many raw materials are not readily available—you may not find a particular color of thread, and what happens is that many artisans use a different color, thinking it would be the same. However, this hampers the color combination, and customers, while liking the earlier design, may think negatively about the product quality, which can hamper sales. Many artisans don't understand this.
This has been one of our learnings: you have to deliver the exact same product as the picture and description you share with customers when selling it. Unfortunately, many artisans struggle with this, which hampers their growth and causes customer dissatisfaction.
This means we can’t onboard an artisan on day one. We first need to train newcomers. As I mentioned before, these training sessions are expensive for us. They don't generate direct revenue, but there's value in the time we spend. That time doesn't directly earn us revenue. For instance, when we travel to Rajshahi with a team of four or five people to train artisans, it is costly. We consider it successful when we see that out of 30 artisans, the majority update their designs after our training and provide better products.
However, there are times when our training does not produce expected outcomes. Sometimes we see that nothing has changed after a training event. In those cases, we evaluate our training to see what's relevant and what's not, what works and what doesn’t.
In other instances, many artisans present additional challenges after a training program, such as financial challenges. When we started providing solutions for financial issues, these artisans became more interested in staying with us.
Additionally, those who had money but couldn't develop new products received training, which unlocked new opportunities for them. Those who didn't have money got both training and financial support. Others faced challenges with product photography, and we helped them solve that as well.
When we got the full ecosystem together, our artisan dropout rate decreased significantly.
Today, most of the physical training we provide produces successful results—artisans who receive our training make good products. Their return rate has decreased. Our overall return rate is now less than 3%, much lower than the market.
Ruhul: The main challenge seems to be market development and sales.
Zeeshan: Sales is a significant challenge. In terms of sales, we were mostly talking about artisans so far.
If we think about customers and how to sell on e-commerce, there are many challenges.
One challenge is that the market is still flooded with Indian, Pakistani, and other foreign products. If we compare prices, they're very competitive.
Handmade work always takes more time, which makes it expensive. Processing materials, weaving them, making them ready so that it doesn't deteriorate—all these take a lot of time and effort for making one product, which increases the price compared to machine-made foreign products available at much lower prices that might look more appealing. Naturally, people may prefer foreign products when comparing them with local ones.
Additionally, professionalism is a challenge. Many of our artisans still struggle with consistently making the same products and delivering the quality and details that are promised.
Indian and Pakistani producers who export to Bangladesh have already developed themselves to deliver consistent products and fulfill commitments, which means in many instances, our producers struggle to compete with these foreign producers in quality.
We're working to change this. We are not alone in this work. Artisans who sell independently and other platforms that work with artisans are also addressing these common challenges. Together, we're gradually transforming this market.
The scenario ten years ago was dire—nobody would buy Bangladeshi products at all. The attitude was, "I saw it, it's good, but I'll buy it later." That trend has changed. Today, if we can show something beautiful and well-crafted, people will generally buy it.
Through pricing training, we've made our prices competitive so that people get good value for money. We're working to make these products attractive in terms of design, imagery, and presentation so that more people buy them.
We have come a long way in terms of people buying local Bangladeshi products with confidence. We see a very bright future if we continue making progress.
Additionally, people now sell on digital platforms such as Facebook, Google, through Google links. Sales happen on Instagram as well. However, promotional costs on these platforms have increased substantially. People might not realize that promotion costs are almost equivalent to the product price, sometimes even higher.
Similarly, VAT and taxes increased as well. Suppliers and artisans tell us that the prices of everything have gone up: “Our margins are shrinking, and therefore, we have no choice but to increase our prices.” These are the challenges we face in pricing. We have to continuously deal with these challenges and comply with regulations. It’s a real struggle.
Another major challenge is logistics. If we were only selling fabric products, logistics would be easier because the risk of breakage would be lower.
But we sell many home decor items, such as bed furnishings, glassware, and clay products. Transporting these items across Bangladesh is a significant issue. While we can safely deliver within Dhaka, the risk of damage increases when we deliver outside the capital. This is a substantial logistical problem, and we are still developing solutions.
We have our own logistics team within Dhaka. Outside Dhaka, we rely on third parties who may not be as developed yet. This is a major challenge that we are continuously working to improve.
However, the biggest challenge we still face is delivering outside Bangladesh.
In January this year, we formally started exporting to the USA. Before that, we were doing it informally. Shipping is a major logistical challenge. When we send products abroad, even if we use small containers, there are challenges in terms of cost and mixing with other shipments. This issue hasn’t been fully solved yet. We are trying to develop solutions. While a lot of people are working on it, logistics for international deliveries remains a challenge.
Ruhul: Since we are talking about logistics, let me ask you one more question on this. Your artisans are spread across the country, from Cox’s Bazar to Dinajpur. When orders come in, how do you manage the delivery? Do you bring them to a central location, or do you deliver directly from the artisan's locations?
Zeeshan: For products that are not part of our inventory, we pick them up directly from the artisans' locations. Either we or our third-party agents go to the artisans, pick up the products, and deliver them to the customers. Artisans don’t have to move; they make the products, pack them, and keep them ready.
Ruhul: Does this impact your pricing?
Zeeshan: There is an additional delivery cost, which is added to the product price. However, since we source directly from the artisans without any middlemen, our prices remain competitive.
Ruhul: You have been working with artisans since 2019. Over these years, what are your major learnings from working with artisans, and how much has your approach to working with them evolved?
Zeeshan: In the early days, we used to think that working with a limited number of artisans would be a better approach. It would help us create better products and interesting new product lines. Our main focus was to support some artisans in developing our own product lines, providing them with design thinking and other support.
However, over time, we have realized that we need to work with more artisans to ensure diversity of products, and all artisans need some level of support to ensure that all products are developed.
This is why we are working on building the entire ecosystem. With time, the number of products we offer has increased. When we offer diverse products, customers have more options and more reasons to come to our shop, and are also more interested in buying products from us. We are expanding our ecosystem to meet these demands.
Ruhul: Coming to your ecommerce platform, how much has the platform/marketplace evolved since 2019? You started as a marketplace, you had fewer products—around 12,000. You mentioned you now have around 30,000 products. The number of active artisans on the platform has also increased significantly from a few hundred to around 4,000. These are significant increases in numbers. The number of orders you serve daily has also grown significantly. You are now exporting as well. Many people in Bangladesh want to sell local products and work with artisans, but the artisans’ incentive is tied to whether their products are selling. If their products don’t sell, they won’t stay with you; they will go elsewhere. The platform won’t work if the artisans leave. How did you solve this challenge of platform growth? How much has your marketplace evolved in terms of marketing, communication, and features?
Zeeshan: We started as an online-only platform, selling only through our ecommerce marketplace. One major evolution is that we now sell offline as well.
Ecommerce landscape and the dynamics of selling online have changed. In the past, we were present on our marketplace and social media pages, and that was it.
Today, promotion costs have increased. Photos and banners were good enough for promotions before. Today, video is the norm. And on social media platforms, you have to buy ads to get some reach. Consequently, our promotional costs have increased. However, we have always adapted to market trends.
We have a separate team for corporate gifting, where we get good responses.
We are working to establish a model where we will have project partners in select international markets such as Australia, the UK, and the USA, to explore export opportunities in those regions.
Oxfam Bangladesh is supporting us on this, where our products will be displayed in Oxfam display centers. Through these initiatives, we are working to connect with exporters.
We are also exploring new avenues offline, doing wholesale, and making our products available in retail points. These channels are now matching our online sales, creating a solid revenue stream for us.
Ruhul: Which markets are you currently exporting to?
Zeeshan: We have formally started exporting to the USA. We are also in talks for Singapore, Canada, and several other markets. Informally, we have sent products to many countries.
As I’ve mentioned earlier, our goal is to have project partners and have warehouses in all major countries with meaningful demand for Bangladeshi products. Having local warehouses will allow us to keep our logistics costs under control and deliver products faster. It will also enable us to explore online sales. For example, our website will have region-specific landing pages, and people from a certain region will be able to see products and services available to them.
This is something that we aim to implement soon.
In many of these markets, there is growing demand for eco-friendly products. We have an advantage across a number of these products, and we aim to focus on those.
Ruhul: Are you currently experimenting with such partnerships?
Zeeshan: We are in talks with several potential partners, and things are progressing. Hopefully, we will have something materialized by next quarter.
Ruhul: You are more like an omnichannel platform today with presence in both online and offline. What is your distribution of business between online and offline?
Zeeshan: Currently, about 65% of our sales come from online. However, offline is growing very fast, which accounts for about 45%.
Ruhul: Do you work with large retail chains and outlets in Dhaka? Do you supply to other retailers?
Zeeshan: We don’t have any retail points or our own outlets. We focus on corporate sales and wholesale. We have a corporate sales team that handles gifting and other corporate requirements.
However, some wholesalers take our products and sell them under their own brand names. We don’t have any formal agreements with them. They request products in bulk, and we give them the best rates.
Ruhul: Give us an overview of the BeshiDeshi organization today. Back in 2019, you had a team of around 15 people.
Zeeshan: We haven’t grown much as a team. We are now about 18 people. However, we have become more efficient.
Our approach to hiring is that we don’t want to unnecessarily increase headcounts when improving team productivity can solve certain operational workload-related challenges.
Instead, we want each of our people to wear multiple hats and operate at their best. We arrange in-house training and provide necessary support to our people to do their best.
While this sometimes creates challenges, it has also been a growth journey for our team members, helping them to develop personally.
We also make sure that they get rewarded for their efforts. We have a collaborative culture where people love working together and are willing to learn.
We hire people who have the drive to learn and establish themselves in society instead of hiring high-profile individuals.
Willingness to learn and resourcefulness are some of the traits we value highly. We look for people who have the ambition to grow in their careers over the next 5 to 10 years. We provide them with a good environment and the opportunity to learn.
Ruhul: This is a fascinating approach to hiring and organizational culture. You have created a culture where everyone is trying to put maximum effort. Can you expand on your thoughts about culture? What do you think about organizational culture? How have your ideas about culture changed over the years?
Zeeshan: Before starting my own business, I worked in banking. I understand what employees need and love.
People in an organization usually adopt the approach of its leaders.
We have a friendly organizational environment. We hang out at each other’s homes and are like a family. Even though we don’t talk all day, we know what’s happening in each other’s lives. If someone’s child is sick or someone needs support, we all come together.
This is one of the reasons why we have a great retention rate when it comes to people. Most of the people who joined us 5-6 years ago are still here.
People are focused on developing themselves. The environment is friendly, and there is no shame in learning. We don't judge each other. If someone is struggling, we support them. Additionally, we help our people to grow and develop themselves so that they can take on ever bigger projects.
Ruhul: Tell us more about your hiring process. How do you assess candidates when you are recruiting for a position?
Zeeshan: When we are hiring for our core team, we don’t look at educational credentials. It doesn’t matter if you have a master’s degree or just an HSC. We mainly look at their common sense.
Our recruitment process starts with an online IQ test. After that, we interview in a very friendly manner. We make the candidates feel at home and consciously try to remove the seriousness from the whole affair.
Ruhul: How do you conduct the interview?
Zeeshan: First, we give them some basic questions to answer on a laptop or paper. They can take their time, have tea, and relax. Then we look at their basic IQ level. We want to see how they perform in a relaxed environment. After that, we move to the next step, assessing their understanding of the job they applied for.
In the interview, we try to get a sense of their career aspirations, work ethic, and how they fit into our team. Our job interviews are informal conversations where we try to learn as much as possible. We talk about their life experiences. For freshers, we ask about their experiences with friends. We focus on the fun factors and how well a candidate gels with our team.
We have built a diverse team with people coming from different backgrounds, including those from disadvantaged communities. We encourage non-judgment in the team. Since we have a highly collaborative culture where people operate at a high level, we look for candidates who can mix well with the team. Culture fit is critical for us.
Finally, we discuss the salary package.
If I sum up our recruitment process, we start by assessing IQ, then how well a candidate fits into the team, and finally, their willingness to learn. We put much more importance on the willingness to learn than on prior experience.
Ruhul: You had several food businesses before BeshiDeshi. And some of them were doing very well.
Zeeshan: Yes, we had around 12 brands. But we closed them all down during COVID.
Ruhul: What were the reasons behind?
Zeeshan: While the businesses were doing well, COVID brought serious challenges for these businesses. Suddenly, we found ourselves in a cash crisis. The uncertainty of when COVID would end added to the challenge.
We had multiple organizations. Our regular operational costs were quite high, and we had limited cash. We had to decide which ones to save and which ones to shut down.
We eventually decided to save the hotel and close the food businesses. We had a few partners, and we all made the decision together.
Ruhul: When did you start your first business?
Zeeshan: I started my first business in 2013.
Ruhul: As an entrepreneur, how would you compare the Zeeshan bhai of 2013 to the Zeeshan bhai of today? How much have you evolved as a founder?
Zeeshan: Of course, there’s been a lot of evolution in terms of experience. When I was in the food business, I used to do everything from sweeping and mopping floors to many other tasks in the restaurant. Physically, I might not be able to do those things now. However, I’ve grown a lot in experience.
Earlier, my interview style was different. I used to prefer hiring people who could deliver immediately. Now, I prefer to train people according to our way. I want to train them because every job, every organization, has a different system. I want to train them in a way that allows us to maintain our cultural integrity.
In the past, I used to think of organization in a hierarchical manner. We had many layers in our organization. We don’t maintain as many layers or tiers at BesiDeshi. Although everyone has a designation, we maintain a rather flat structure. We ensure everyone has easy and friendly access.
I’ve learned a lot about financial planning, which I didn’t understand much when I was running our food business. I didn’t understand how to deal with challenging times, save costs during a crisis, and grow when the crisis is over, so that I could survive the next crisis.
Over time, I have learned to manage costs and structure the organization in a manner that allows us to survive challenging times. I have learned to control costs and maintain a lean operation.
Many platforms that work with Bangladeshi products struggle because of these operational mistakes. I have learned from my experience, and we have managed to build an operation that is lean and efficient. We are constantly looking to save costs and work with double efficiency.
Ruhul: From your experience, what does it take to build successful companies?
Zeeshan: Controlling costs and financial projections are two important aspects we often overlook. Controlling costs means being mindful of where we should spend money and where we shouldn't.
At the beginning, when we start a project, we think everything needs to be perfect, and we overspend. This is usually a terrible mistake.
I’ve learned that we should always start small, find a way to be sustainable, and then figure out how we can grow exponentially.
Forecasting is very important—knowing when to take what steps, when to keep a low profile, and when to aim for high growth.
These are the two most important lessons I’ve learned.
Ruhul: Going back to the overview of BeshiDeshi today. Tell us about the types of products you sell, the most popular products on the BeshiDeshi platform, etc.
Zeeshan: At present, we have over 30,000 products across 200 different categories, and growing. We have everything except food— children’s clothing, women’s clothing, home decor products from small home decor items to large furniture, Punjabi, jewelry, jute products, fabric bags, leather products, and a wide range of other artisan products.
Our platform is renowned for home decor products. We showcase the most interesting and beautiful home decor products from all over Bangladesh. Almost 80% of our sales come from home decor. Within home decor, there are several segments. For example, hand-painted or rickshaw-painted products account for over 50% of our sales.
We’ve reached a point where customers don’t need to search extensively for products, they can easily find whatever they are looking for on our platform. We offer a wide range of options to our customers, from types of products, design variety, to pricing. Customers can choose according to their preferences.
We have an artisan base of over 4,000. We have a long list of artists and painters working with us, each bringing their unique style.
Ruhul: Can you give a sense of the scale? How many orders do you process daily?
Zeeshan: We serve around 200 orders daily, including both small and large.
Ruhul: Tell us about the artisans you work with. Who are they—SMEs, individuals, groups?
Zeeshan: There are many categories. Some are individuals—men and women working alone at home, painting or sewing.
Some are small family-run factories, where a husband and wife or a small team of 2-3 people work together.
Then there are small factories with around 10 employees.
And finally, full-fledged factories.
We have all these different categories of suppliers.
In terms of percentage, large factories account for around 10%, medium-sized factories with 10 employees around 40%, and the remaining 50% are individuals or those working with minimal assistance.
Ruhul: Many of these artisans have been working with you since 2019. Do you see growth in their businesses?
Zeeshan: Absolutely. We have our own KPIs (Key Performance Indicators) where we track the growth of artisans we provide training to. When we onboard a new individual, we track whether they receive orders in the first month after completing our training. Once they get their first order, we monitor their progress and regular sales growth. If there's a drop, we consult with them.
Sometimes, personal issues might affect their business, and there's little we can do when that happens. But if it's a business-related issue, such as sourcing, design, or logistics, we step in to help. We try to solve their problems proactively.
Over these years, we have contributed to many success stories. For example, we helped a carpenter grow from an individual craftsman to establishing his own factory. We had an artisan who used to work for other people. We helped him set up a factory. There is a painter who used to work elsewhere. We helped him establish a factory-like setup. These stories demonstrate the impact we're making. Then there was a young woman who lost her father after completing her HSC. We worked with her to help her get on her feet. Today, she's doing well and earning a decent income.
When we hear these stories, it is extremely rewarding.
When we see that we're helping someone while also supporting ourselves, it gives us a sense of fulfillment. These stories drive us as a team. They tell us that we're doing something meaningful.
Ruhul: You run a complex and challenging operation at BeshiDeshi. What do you think about developing organizational processes and systems?
Zeeshan: In six years, it has become relatively easier. We now better understand the nuances and different aspects of our operations.
We have developed processes and systems that allow us to operate more efficiently.
All our processes are clearly defined. For example, when an order comes in, we have detailed guidelines about how to execute it.
The payment structure, how procurement will be done—all these processes are in place. We don't just decide on a process because I want it that way. The whole team sits together, and we develop a logical approach. We document it, and everyone follows it. And these processes, of course, are developed as we encounter challenges.
When a new employee joins, we provide relevant training. It allows our new employees to learn the details of our operation within the first few months. As a result, they become capable of handling important work within a relatively short time.
Ruhul: What are the major challenges for BeshiDesbi today?
Zeeshan: There are several challenges.
Logistics is a significant challenge, which I mentioned earlier.
Financial challenges are also substantial.
Earlier, I mentioned that the training we provide doesn't generate revenue for us, but it is essential for these artisans. If we can find collaborators and supporters for these training programs, it would be extremely helpful.
We are trying to work with several partners. Unfortunately, collaborations take time, but we can't remain idle waiting for approvals. So we are working with whatever means we have.
However, the faster we secure collaborators, the better it will be for us. Working with more partners means we will be able to achieve greater impact.
Ruhul: What are your short-term and long-term goals?
Zeeshan: In the short term, we want to work on exports through authorized partnerships in several markets. In the medium to long term, we want to have formal showrooms outside Bangladesh—maybe in Dubai, the UK, and Australia—where we can display our products.
Ruhul: What advice would you give to people who are starting out?
Zeeshan: We tend in society to follow what others are doing. We see someone else doing something, and we start doing the same thing. During my restaurant business days, if a particular menu item was selling well, everyone would copy and start making it too.
This is a poor strategy, and we shouldn't do that.
Instead, we should focus on what each person is good at. Everyone has their own specialty. We should work on what we're good at, not just copy what's trending in the market.
Second, the sooner we learn to control costs and focus on forecasting, the better. Lean and frugal operation is the best strategy in every situation and market.
While understanding and becoming adept at forecasting may take time because it often comes with experience, operating frugally and being mindful of your costs is something that anyone can do. Consulting with people who have experience can always help in these situations.
However, the key is to focus on what you're good at and try to build something around it.
Ruhul: In the process of building businesses, what mistakes have you seen people make? What are a few mistakes you think people should avoid?
Zeeshan: The first mistake is excessive spending. I've mentioned this before. When you start, you shouldn't spend heftily in high-profile offices or hiring high-profile people. The more you can reduce operational costs, the greater your chances of long-term business sustainability. Profit will come eventually if you survive; surviving is the key thing.
The key is to learn cost control and not worry about what people will say if you don't have a high-profile office or a large team. At the end of the day, building a successful business is what truly matters.
Ruhul: Many people say building a business is all about learning. What is your approach to learning?
Zeeshan: For me, I learn everything from life. Everyone has their own style. I like to dive straight into implementation and learn by doing.
I am a detail oriented person when it comes to implementation. I need to understand all the details. If I don’t know the details, I don’t feel comfortable.
For example, now we’re working on a corporate order. Suppose we’re given a budget to make gift boxes within a certain amount. We could have just gone to nearby artisans and asked him/her to make us the products at a certain rate, saving our profit. That would have been the easier route. But we didn’t take it.
Instead, we went all the way to a factory across the river. This morning, we brought someone from across the river to get a product from the factory. We went to the source to get it.
This way, we learn more details, like which paint can be used at a lower cost or which paint works best for what.
When working on a project, I want to know all these details so that next time, we can do it better. This is how I learn.
Education doesn’t just come from books. For me, life and reality are the best teachers.
Ruhul: One final question: How do you think about life?
Zeeshan: That is a profound question—one I find difficult to answer. Over the years, my understanding of life has changed repeatedly. During my school years, I viewed life through one lens. In college, that definition evolved. When I began working, it changed again.
My father’s death two years ago completely changed my view about life. Today, with greater responsibilities, my perspective on life is different. How to articulate it? I believe we ought to aspire for something that allows future generations to remember us meaningfully. That is part of the reason why I dedicate myself to social business—to leave a legacy that outlives me.
