Garibook

As the Head of Brand & Communications at Garibook, I steer the development of Garibook's brand strategy, fostering a consistent and engaging brand identity. My role involves spearheading campaigns aimed at boosting app installations and driving user engagement to propel market expansion. I'm dedicated to cultivating a customer-centric approach to elevate brand loyalty and perception. Through impactful storytelling and data-driven strategies, I aim to amplify brand recognition and foster continued growth for Garibook.

Head of Brand & Marketing

Beyond Collab

We assist brands with tailored influencer campaigns, content creation, and strategic brand positioning for success.

Co-Founder

Backspace

During my tenure at Backspace International Limited, I served as an Associate Account Director, specializing in international influencer and brand partnerships. My role involved contract negotiation, partnership management, and strategic account handling. I focused on optimizing campaign performance through data analysis and reporting, presenting valuable insights for informed decision-making. Additionally, my collaborative approach with cross-functional teams significantly contributed to achieving organizational goals and fostering a growth-oriented work environment.

Associate Account Director

Sheba.xyz

Managed the $20M direct-to-consumer online service business of Sheba.xyz, responsible for leading the marketing
strategy and building brand roadmap. Drove 18% revenue growth and 29% traffic growth MOM
• Optimized marketing investments for both traditional and digital channels and measured impact/effectiveness
throughout customer journey, which resulted in a 14.3% save on omnichannel marketing expenditure
• Developed an integrated digital marketing plan for all channels, including SEO, paid search, email marketing, social
media, A/B testing and retargeting
• Monitored marketing spend effectiveness across acquisition channels by reviewing digital marketing data and
customer churn prediction by exploring real-time data from owned channels to assess live product performances
under 7 service categories. Developed recommendations and strategies to increase marketing ROI by 32%
• Collaborated closely with cross-functional teams within the organization to develop compelling content that
resonates with customers at every stage of their buying cycle from awareness to purchase decision making process
resulting in increased sales opportunities for the business
• Sourced, cleaned & assessed data from Metabase and other tools to assess the performance of digital marketing
campaigns and make recommendations for improvement

Marketing Lead

Notionhive

- Led a team of 22 digital marketing professionals, including account managers, strategists, designers, illustrators, animators, copywriters, and the customer management team. 
- Delivering results for clients such as British Council Bangladesh, United Enterprise Limited, 
   United Property Solutions Limited, Miniso, Noir, Miyako, Google, O'play, AH Khan, Mughal, Mir 
   Cement, Mir Concrete Blocks, and many others in North America. 
- Ensuring the profitability and growth of client accounts.
-Identifying, developing, and converting new business opportunities with existing and future agency clients.
-Maintaining a detailed awareness of relevant market trends affecting their accounts, and developments in the wider advertising and communications industry. 
- For British Council Bangladesh, a total of $80k worth of courses were sold via online networks during 
  Pandemic by spending only $18.5k
- Through UPSL virtual property fair, 7 apartments worth 10 crores were sold by UPSL using Notionhive's quality leads.

Account Director

tickright

Growth Consultant

Building Technology & Ideas Ltd -bti

- Managed a team of 12 marketing professionals
- Designing and formulating marketing activities to increase demand.
- Implement marketing activities effectively and on time.
- Follow up, reporting and monitoring of each activity and marketing actions.
- Work directly with and lead the Creative/Design team, ATL & BTL.
- Planning and directing audiovisuals for brand and product promotion to be used in DM.
- Supporting the Sales team on achieving their targets through demand generation. 
- Generate Leads through effective marketing communications design and execution.
- Collaborating with other functions and departments to get the job done properly.
- Tie up with other organizations for cross-branding and mutually beneficial activities. 
-  Managed Bangladesh National Golf team starting from sponsorship collaboration with 
Golf federation to joint marketing communication development & promotion. 
-  Launched 300+ apartments through the biggest real estate expo in Bangladesh “bti Launch Expo”

Deputy Brand Manager

MGH Group

-Led the Brands & Communications team of the MGH Restaurants Private Limited
-Brand strategy development in coordination with monthly & yearly sales target. 
-Consulting and coordinating with inter-company teams and CSR projects of the MGH group from logo development to overall brand collateral development.

Assistant Manager, Brands

-Managed the brands team in developing and executing overall advertising & promotional campaigns for Nando’s and Peyala. 
-Conceptualize and implement all marketing strategies, strategic tie-ups, and public relation. Maintain the Digital Marketing of Nando's. & Peyala Café. 
-Developed monthly and yearly marketing budget. Track consumer and market insights by reviewing metrics such as sales volume, market share, profit projections, and pricing.

Senior Executive, Brands

Cookie Jar

I've had the privilege of collaborating with notable clients such as The Daily Star, Reckitt Benckiser Bangladesh, Telenor Health, G4S Bangladesh, The Financial Express Bangladesh, and others to support my colleagues. My role encompasses a spectrum of responsibilities, including strategizing and executing events, orchestrating digital sales initiatives, overseeing launches, subscriptions, and consumer engagement campaigns. I take charge of content development across social media pages, websites, and digital advertising communications. Nurturing client relationships while delivering impeccable service within stipulated timeframes is a key aspect. Additionally, I supervise our customer service team, liaise with vendors for creative development encompassing applications, videos, and websites. My remit extends to monitoring advertising campaigns across platforms such as Facebook, Google, and other digital advertising avenues. Crafting comprehensive campaign reports is integral, as is efficient budget allocation and utilization for digital and BTL activities. I'm also actively engaged in new business development initiatives.

Executive-Key Accounts

Client Services Intern

East West University Creative Marketing Club 

Vice President

After working with different industries, multiple diverse teams & organizations later, I realized marketers tend to bleed their own employers unknowingly and unwillingly. The traditional beliefs and outdated thought experiments in marketing made its practitioners operate based on an inexplicable belief without empirical support. I wake up every day with a pursuing mindset to go beyond marketing disbeliefs and try not to bleed the employer who trusted me with their brands.

Bangladesh has slowly become a playground for intellectual drain. People proudly copy, boldly steal, and somehow feel no shame in doing it. What’s worse is that many genuinely cannot tell the difference between taking inspiration and flat-out imitation. Early in my career, when I worked on The Daily Star’s digital growth, we used software to detect websites copying our articles word for word. It wasn’t an occasional incident. It was daily. Entire news reports, researched and written by journalists, were lifted within minutes and republished elsewhere as if they were original. When legal notices arrived, they simply took the content down and repeated the same thing the next morning. It felt like a broken loop of theft without consequence. Then I watched a documentary about book piracy in Bangladesh. A full syndicate printing and distributing pirated versions of every bestselling book. Authors lose their royalty, publishers lose money, and readers get a terrible product, yet the pirates thrive. This isn’t a small flaw in the system. This is the system.

For the last year and a half at Garibook, I’ve seen the same habit up close. Small Facebook pages copying our visuals, captions, tone, even entire campaign structures. Some steal pixel for pixel. Others tweak a color or headline and pretend it’s their idea. But a copy is still a copy. And here is the real difference. Real creativity is not about copying what something looks like. It is about understanding the idea behind it, transforming it, and producing something new from your own perspective. Good creativity reinterprets. Lazy creativity imitates. Globally, intellectual property is taken seriously because creative economies depend on protecting creators. Creativity is protected because it fuels entire industries.

Here, people wear imitation like a badge. From ads to product packaging, from lecture slides to brand identities, copying is normalized. And the saddest part is that in 2025 copying should be the last option. With AI, anyone can create designs, fresh ideas, and unique styles in minutes. If someone still chooses to copy, it’s not a lack of resources. It’s a lack of integrity. At this point, my frustration isn’t that people copy Garibook.  If a country’s creative instinct gets replaced by a copy-paste habit, how do you expect innovation? How do you build an economy that stands on original ideas instead of replicas? 

I don’t have a perfect answer. But I know this: copying is not creativity. It is not strategy. And it is not growth. Creativity begins where imitation ends.

Rafsan Rashed Nayeem

General Manager, Brand & Marketing at Garibook (Sister concern of Link3 Technologies Limited)

There was once a wife who carried her entire household on her shoulders. She was caring, capable and always present. She managed the home, raised the children, supported her husband and held everything together. Naturally, everyone admired her. At family gatherings she was the one people praised, and she genuinely deserved it. Her husband, on the other hand, was passive and unambitious. He loved his family but did the bare minimum. One day, the elders told the wife something she already knew deep inside: “Help him grow. He needs to step up for the sake of the family.”
So she did. She worked with him patiently. She pushed him, guided him, encouraged him and stood beside him when he tried and failed. Slowly the husband started improving. He became more responsible, more active, more confident.

And then something subtle shifted.

The spotlight moved. People began noticing the husband’s progress. Praise that once went toward the wife now started flowing toward him. She felt invisible, almost replaced. That sudden loss of recognition created insecurity. Instead of feeling proud of the growth she helped unlock, she began sabotaging it. Not because she wanted to destroy him, but because she wanted the attention back. She wanted to regain what once defined her.

This dynamic plays out in organizations more often than we admit.

A new team member joins, performs well and naturally gets noticed. The old performer, once the center of praise, now feels threatened. Instead of collaborating or mentoring, they quietly resist. They withhold support. They question decisions. They create friction. Not because they are bad people, but because they fear losing their identity, status or importance. Growth should not feel like competition. Someone else’s progress does not erase your contribution. The real strength of a team is measured not by individual stars, but by how easily they can lift one another without feeling diminished.

If we want strong organizations, we need maturity, not ego. Confidence, not insecurity. And the ability to celebrate growth even when the spotlight moves away from us.

I get annoyed sometimes when I see certain job posts. First I feel frustrated, then I laugh, and finally I go check who is actually running these companies.
A few minutes ago I came across a hiring post from Mojaru an edtech company looking for two CMOs. Out of curiosity I opened the JD. What I found was not a CMO role at all. It looked like the responsibilities of a Senior Executive or Assistant Manager at best. Then I saw the salary range: BDT 40k to 70k. That’s when I genuinely started laughing.

The CMO is not a checklist role. It is the growth engine of the company. This position requires someone who understands market creation, brand building, revenue strategy, data, leadership, and long-term thinking. You are not paying for execution. You are paying for judgment, experience, pattern recognition, and decision-making under uncertainty. One of the oldest principles of people management says that great companies don’t hire hands for senior roles, they hire minds. Yet here, we slap a heavyweight title on a lightweight role and expect magic to happen on a junior salary. This reveals a deeper issue in Bangladesh's hiring culture. Management often believe they understand people systems better than trained HR professionals. HR teams, instead of pushing back, quietly comply in order to protect their jobs. The result is confused hiring, inflated titles, broken salary logic, and eventually disappointed teams on both sides.

Mojaru

In my earlier banglalink post, I talked about how design is about intention and connection rather than just aesthetics. This made me think about another layer of logo design that matters just as much. One of the most overlooked jobs of a logo is not to look trendy today, but to protect the legacy of tomorrow. A great logo is designed for transferability. It must be flexible enough to evolve with time without losing its core identity. The real test of a logo is simple: can people still recognize it after decades of updates? Look at the Microsoft Windows logo. Every version has changed with technology and design trends, yet the core idea of the “window” has never been stripped away. The form evolved, but the identity stayed intact. The same applies to the Unilever logo. Its expression modernizes, but the fundamental “U” structure remains constant. Or take Pirelli. That stretched “P” has survived countless campaigns, redesigns, and decades of market change without losing its signature look. These brands did not chase reinvention. They practiced refinement.That is what real design stewardship looks like. You do not replace identity, you polish it. You do not abandon heritage, you translate it for new generations.

A logo is not just a graphic asset. It is a memory anchor. It carries brand recognition across time. And when a redesign ignores that legacy, it does not refresh the brand, it erases familiarity. The strongest logos are not the loudest or the most fashionable. They are the ones that remain recognizable even as everything around them changes.

banglalink

Microsoft Windows

Unilever

Pirelli

We quietly destroyed the meaning of words like premium and luxury. These words once carried weight. They signaled rarity, craftsmanship, and intention. Now they’re printed casually on packaging, websites, and restaurant menus, as if the word alone can turn an ordinary experience into something special. A brand does not become premium by declaring it. Premium is a feeling, not a label. When a brand promises premiumness, it is making an unspoken agreement with the customer that the experience will be better, the attention sharper, and the details more considered than the standard alternative. It means the extra money is not just a fee, but a reflection of extra care.

Premium was never meant to be a marketing ornament. These words were earned through behavior, not printed through branding. In a world full of choice and noise, customers can instantly sense when something has been crafted with care versus packaged with claims. People may not articulate it, but they can feel the difference. They know when something is thoughtfully designed, when someone has taken extra time, and when something simply feels right.

Quality is never an accident. It is always the result of intention, effort, and discipline. That is the real gap today. We use the word “premium,” but we don’t uphold the discipline behind it.

Below image is the Uber “Premium” car that one of my colleagues got 2 days back for the ride back to his home.

Uber

There's a critical distinction worth understanding: Art is about expression. Design is about intention. Art seeks beauty. Design seeks clarity. Art evokes. Design converts. When banglalink changed its logo, it wasn't making art. It was making a calculated design decision. The old logo was powerful, almost artistic in its symbolism.The brand spoke at you with authority, assuring you of its vast network presence. Beautiful? Absolutely. But also distant. A corporate monologue, not a dialogue. The rebrand is where intention takes over. That soft, asymmetrical heart meets speech bubbleish icon isn't decorative. It's designed to work. It merges emotional care with two-way communication, saying "We are here for you, and we want to talk." The flowing curves replace sharp angles, making the brand feel human, approachable, less intimidating. And that subtle tilt? It's not random. It signals dynamism and forward movement, not rigid stability. Every design choice serves a purpose: convert authority into warmth, infrastructure into relationship.
In marketing, it's okay to play down aesthetics if it improves connection, clarity, or conversion. The goal isn't to impress. The goal is to connect and convert. banglalink understood this. In today's fiercely competitive, digitally driven telecom market where network quality is commoditized, differentiation happens in the emotional space. The brand shifted from expressing strength to expressing warmth in relationships. From "We are strong" to "We care and we connect."
A great design doesn't just look good. It works. The real test is whether Banglalink's actual customer service and marketing campaigns deliver on this new, warm expression. Because if the design truly works, if it connects and converts, it won't just be seen in the logo. It'll be felt in every interaction.

As soon as winter hits, it becomes hard for me to breathe in Dhaka. I get dust allergies that turn into coughing, sneezing, headaches and a kind of brain fog that makes even simple tasks feel heavier. The primary reason is not the cold, it is the air we are forced to breathe every day. Dhaka’s pollution problem isn’t just an environmental issue anymore. It is now directly damaging our ability to work, focus, decide and stay healthy. Estimates show Bangladesh loses around US $11 billion every year in health costs and lost productivity because of polluted air.

Research supports what many of us feel daily. A global study found that even a 1 µg/m³ increase in PM2.5 can reduce worker productivity by 0.55 percent. In Bangladesh, factory workers exposed to poor air quality show lower output, more errors and higher fatigue. The same is true for office workers, except the decline is invisible. Slower thinking, reduced concentration, longer recovery time and more sick days add up quietly until the damage becomes systemic.

And here is the part almost no one talks about: staying inside your home doesn’t save you. Indoor air in Dhaka is often just as harmful. Dust slips in through tiny gaps, harmful particles settle on furniture and circulate through old AC filters, and daily activities keep recirculating polluted air. We may feel safe indoors, but our lungs are still taking the hit. This is not a seasonal problem. It is a national productivity crisis that affects businesses, workers and the country’s GDP.

You’ll be surprised. Try these two prompts on ChatGPT to understand yourself better and improve your life. Share your results in the comments, or share how accurate or flawed the AI’s answers were.

Prompt 1:

Based on everything you know about me, what do you think are my biggest blindspots? How are they holding me back? Give me top three examples

Prompt 2: 
Based on everything you know about me, what do you think are my biggest blindspots? How are they holding me back? What potential am I wasting? What should I be paying more attention to but I'm not?

INSTRUCTIONS
- Reason from first principles
- Do not make large leaps of assumptions about me - stick to what's most likely
- Go deep, don't hold back
- Be brutally honest

OUTPUT
1. Summary: 3-5 sentences describing my patterns
2. Top 3 Blindspots:
- Current belief
- Why it's flawed or overgeneralized
- Harm pattern (how it shows up)
- Upgraded belief (clear, testable)
- One micro-experiment to validate the new belief
3. Next 14 Days: Suggest one reflection or behavioral test that I can apply in the next two weeks. 

TONE
Curious, incisive, non-judgmental. Challenge assumptions without shaming. Optimize for the greatest insight per word.

#Ai #chatgpt #LLM #gemini #Claude

taplio

Rafsan Rashed Nayeem's Linkedin Analytics

Rafsan Rashed Nayeem

Performance ScoreRafsan Rashed Nayeem's LinkedIn Performance

Rafsan Rashed Nayeem's Best Posts (last 30 days)

Ready to grow your LinkedIn presence?

taplio

.css-6ytdur{background-image:linear-gradient(284deg, rgba(39, 43, 72, 1) 0%, rgba(33, 47, 183, 1) 100%);color:transparent;-webkit-background-clip:text;background-clip:text;}Rafsan Rashed Nayeem's Linkedin Analytics

Rafsan Rashed Nayeem

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Rafsan Rashed Nayeem's LinkedIn Performance

Rafsan Rashed Nayeem's Best Posts .css-1emoo84{font-size:var(--chakra-fontSizes-md);font-weight:400;color:var(--chakra-colors-gray-600);}(last 30 days)

Ready to grow your LinkedIn presence?

Rafsan Rashed Nayeem's Linkedin Analytics

Performance ScoreRafsan Rashed Nayeem's LinkedIn Performance

Rafsan Rashed Nayeem's Best Posts (last 30 days)