SHATHIGROUP / TECHNOLOGY
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Managing Director

Mst. Moriom Akter

Integrity becomes meaningful when it is practiced in the details of everyday leadership.

As Managing Director, Mst. Moriom Akter steers SHATHI Group with a commitment to integrity, disciplined growth, and the long-term wellbeing of every brand in the portfolio. Her leadership brings together specialist teams across fashion, precision horology, architectural materials, and mobility, united by a shared standard of craftsmanship and customer care.

Mst. Moriom Akter, Managing Director of SHATHI Group
Nazifa Faiza, Chief Operating Officer of SHATHI Group

Chief Operating Officer (COO)

Nazifa Faiza

As Chief Operating Officer, Nazifa Faiza strengthens the systems, teams, and daily disciplines that turn SHATHI Group's vision into consistent, high-quality execution across every business. Her leadership keeps collaboration purposeful, standards clear, and the group's ambitions grounded in thoughtful action.

Tawsif Hossain Kabir, Chief Marketing Officer of SHATHI Group
CHIEF MARKETING OFFICER

Tawsif Hossain Kabir

Architecting narrative resonance and high-impact market penetration across modern digital landscapes.

Leading cross-channel brand strategy, market expansion, and consumer acquisition for Shathi Group's enterprise ventures.

05
Core Enterprise Subsidiaries
20+
Production Deployments
100%
In-House Software IP
05
Industry Verticals
Corporate Pillars
Complete Autonomy

Zero recurring licensing fees, 100% proprietary engineering powered by Cortexio.

Disciplined Craftsmanship

Uncompromising quality control across physical products and digital architectures.

Institutional Trust

Transparent governance, sustainable capital growth, and enduring partnerships.

Operating Discipline

Shared standards of governance, operational clarity, and high-trust delivery across every enterprise line.

Confidential Engagement

Executive & Institutional Inquiries

Direct corporate line for institutional partnerships, high-value procurement, and executive consultations.

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