Mohammad Kawsar Uddin
As Bangladesh seeks to carve a niche in the global technology landscape, the semiconductor industry has emerged as a key area of focus. At the forefront of this movement is Ulkasemi, a pioneer in semiconductor design services, operating locally since 2007 alongside its global hubs in Silicon Valley, Canada and India. With a strong emphasis on talent development, industry growth and international collaboration, Ulkasemi is shaping the country’s ambitions to become a meaningful player in the global semiconductor market. We spoke with Mohammed Enayetur Rahman, CEO & President of Ulkasemi, to gain insights into the company’s journey, the evolving semiconductor ecosystem in Bangladesh, and the opportunities ahead.
Ulkasemi began its journey in 2007, parallel to its Silicon Valley operations. What motivated you to start a semiconductor design company in Bangladesh at that time and how has the landscape evolved since then?
I began my career as a design engineer in Silicon Valley, where I witnessed how rapidly the semiconductor industry was expanding. By the 1990s, it was clear that the next wave of growth would come from Asia, with India and China leading the way.
At the same time, Bangladesh’s young population inspired me. I believed that if we could train local engineers and build a team here, we could become part of the global semiconductor ecosystem. Many people were skeptical, but I decided to take that risk. In 2007, I left the U.S. and started Ulkasemi in Bangladesh with just four engineers and a clear vision.
The early years were challenging, especially during the global recession of 2008-10, but I never gave up. I knew the semiconductor industry had cycles, yet its long-term outlook was strong. We began with layout design- the “low-hanging fruit” to train engineers quickly and gain market entry. Over time, we expanded into full semiconductor design, from architecture to backend.
That journey proved that Bangladesh could participate meaningfully in this global industry and it has been rewarding to see the landscape evolve since then.
Ulkasemi is often described as a pioneer in Bangladesh’s semiconductor industry. What have been the key milestones or breakthroughs that shaped the company’s success over the years?
One of our earliest milestones was achieving profitability within just two quarters- entirely from our own revenue (Investment),without taking any loans. From the beginning, we kept reinvesting our earnings to train and expand our team, ensuring sustainable growth.
A second key step was building ties with local universities. I personally met professors and students to raise awareness about semiconductor design, since our future engineers would come from there. That early collaboration helped create a talent pipeline for the company and for Bangladesh.
We also realized that successful project delivery required experienced professionals. That’s why we opened offices in Silicon Valley, Canada, and India to access global expertise and strengthen our delivery capability.
Throughout this journey, one guiding principle has remained constant: failure is not an option. We analyze every project carefully, align the right resources and deliver on our commitments. This relentless focus on quality and consistency has allowed Ulkasemi to earn client trust and build a strong global reputation- milestone that continues to define our success today.
Training and talent development have been central to Ulkasemi’s mission. Could you elaborate on your company’s initiatives to train local engineers and collaborate with universities?
Collaboration with universities has been central to Ulkasemi’s mission from the start. We worked with them to align their curricula with industry needs, introduce relevant courses and ensure qualified faculties were teaching them.
When we began, only BUET had semiconductor design tools like EDA software. Today, nearly 20 universities across Bangladesh use these tools- a major leap in developing local capabilities.
We started with just four engineers, training them through both in-house programs and sessions with international experts. As they gained experience, they began mentoring new engineers, creating a continuous learning culture within the company.
This university-industry collaboration and our internal training pipeline have together built a strong foundation of skilled engineers- positioning Bangladesh to play a meaningful role in the global semiconductor ecosystem.
Bangladesh is now seeing the emergence of other semiconductor firms alongside Ulkasemi. How do you view this growing ecosystem and what role do you think competition plays in driving innovation?
Bangladesh’s semiconductor ecosystem is beginning to grow and naturally, other companies are emerging alongside Ulkasemi. In knowledge-intensive industries like ours, early movers with proven expertise tend to lead, as customers prefer partners with a track record. We have already demonstrated our capability by working with global clients, which gives us a competitive advantage.
While competitors may enter the market, scaling a skilled workforce is challenging. Bangladesh would need thousands more trained engineers and few companies currently have the infrastructure or experience to deliver at that level. This position us strongly to continue expanding and meeting critical client demands.
That said, competition is healthy and can drive innovation. Globally, companies like NVIDIA and Intel show that multiple firms can thrive if they invest in talent and training. The key is developing the right infrastructure, nurturing engineers and building trust with clients.
Ulkasemi’s early efforts have proven that Bangladesh can produce high-quality semiconductor design talent. By breaking this initial barrier, we’ve shown that location is not a limitation- with proper training and resources, Bangladesh can contribute meaningfully to the global semiconductor industry.
With operational hubs in the U.S., Canada, India and Bangladesh, how does Ulkasemi balance global collaboration with local capacity building?
At Ulkasemi, every project requires the right mix of skills and experience, which means we often augment our resources globally. Complex projects demand highly trained, experienced engineers and sometimes local talent alone isn’t it enough? That’s where our hubs in the U.S., Canada and India come in- they allow us to access senior engineers and specialized expertise.
Bangladesh contributes a growing pool of young engineers, many freshers from universities or with a few years of experience. We integrate them into projects gradually, pairing them with experienced engineers from our global hubs. Over time, these engineers gain hands-on experience and the skills needed to take on more complex work.
We also rotate engineers internationally when required. For instance, some clients in the U.S. or Canada prefer engineers on-site, so we send trained Bangladeshi engineers abroad to meet those requirements.
This global-local balance ensures projects are delivered successfully while simultaneously building local capacity. By providing exposure, mentorship and real-world experience, we create a sustainable ecosystem that strengthens both Bangladesh’s talent base and our global capabilities.
What is your next exploration plan in the pipeline?
Our next major step is opening an office in Munich, Germany in the coming months. The semiconductor world is increasingly divided into regional camps- China, the U.S. and Europeand we aim to participate in multiple design ecosystems. Europe, in particular, offers access to unique engineering talent, especially in automotive and specialized fields, which can complement our teams in the U.S. and Bangladesh.
Germany also provides an opportunity to develop IP and utilize resources that enhance our global capabilities. We are exploring Japan as well, where the government is focused on revitalizing its semiconductor industry. Collaborating with Japan offers access to advanced manufacturing and testing technologies, which can strengthen our overall ecosystem.
A key challenge remains talent scarcity. For years, I have been advocating for accelerated resource development in Bangladesh to meet global demand. Expanding offices abroad helps us bridge that gap, providing opportunities for our engineers while contributing to job creation and skill development back home.
Ultimately, our goal is to leverage global talent, create meaningful opportunities for Bangladeshi engineers, and position Ulkasemi as a key player in the international semiconductor industry.
What are the biggest challenges Bangladesh faces in building a sustainable semiconductor ecosystem?
The biggest challenge Bangladesh faces in building a sustainable semiconductor ecosystem is awareness from the government to the business community. Many people have only a vague idea of what the industry requires, and there’s little focus on creating the right talent.
Our priority should be to develop skilled engineers for immediate industry needs- layout designers, analog designers and other critical roles. While the demand is global, Bangladesh lacks enough experienced professionals; many have moved abroad. This talent gap limits the country’s ability to seize opportunities in the semiconductor market.
Another issue is early career guidance. Students often choose majors without understanding job prospects. To address this, we engage with students from the first year of university, helping them plan careers aligned with industry demand. They need to take initiative, learn continuously and develop a strong work ethic early on.
If Bangladesh can reform education, create career awareness and cultivate a culture of continuous learning and hard work, it has enormous potential. With the right focus on resource development today, the country can build a sustainable semiconductor ecosystem and secure a meaningful place in the global industry.
The Bangladesh Semiconductor Industry Association (BSIA) has been formed to promote the sector. How do you see Ulkasemi’s collaboration with BSIA and what policy or infrastructure support do you think the government should prioritize?
Ulkasemi is a member of the Bangladesh Semiconductor Industry Association (BSIA) and actively participates in initiatives with other members, including university professors and industry leaders.
We believe the government should prioritize incentives that support talent development and infrastructure, such as funding training programs, providing semiconductor tools to universities, and offering targeted cash incentives to encourage growth.
The association plays a key role in advocating for these measures, and we have engaged with policymakers, including the ICT Ministry and other related ministry and authoritative bodies, to strengthen the ecosystem.
The challenge is ensuring government priorities align with the industry’s needs. Focusing resources on talent and capacity building will enable Bangladesh to develop a sustainable semiconductor ecosystem and compete globally.
As the global chip industry becomes more strategically important, what opportunities do you see for Bangladesh to position itself as a meaningful contributor to the global semiconductor supply chain?
Bangladesh has significant potential to become a meaningful contributor to the global semiconductor supply chain, especially if it develops manufacturing capabilities. Given its young and growing population, the country can provide a skilled workforce once the first spark of industry is established.
Strategically, semiconductors are critical not only for commercial products but also for national security and defense applications. Building local expertise in chip development will be essential for both industry and government needs.
If Bangladesh successfully establishes initial manufacturing and joint ventures, it could create a cascade of job opportunities and attract further investment, like Malaysia’s emergence as a semiconductor hub. Developing engineering talent, infrastructure and manufacturing capacity will make the country attractive to global clients and investors. By positioning itself this way, Bangladesh can become an integral part of the global semiconductor ecosystem.
What is your long-term vision for Ulkasemi and for Bangladesh’s role in the global semiconductor market over the next decade?
Ulkasemi aims to grow significantly over the next decade, expanding to thousands of engineers worldwide and becoming a globally recognized semiconductor company. Our offices across multiple countries position us to be an integral part of the global ecosystem and our work is already known in hubs like Taiwan.
Bangladesh’s role will be critical if even a small percentage of chips are designed or manufactured locally. Building a skilled workforce and nurturing talent will be key. Currently, over 570 engineers at Ulkasemi have chosen careers in the semiconductor industry, inspiring others to join this previously non-existent field.
Chips are foundational to technology- they power everything from hardware and embedded systems to software design. Establishing a local chip design and production capability will build confidence, national pride and demonstrate that Bangladesh can compete globally.
Encouraging the next generation is essential. By creating opportunities, fostering innovation, and retaining talent, Bangladesh can become a meaningful contributor to the global semiconductor market, while also giving young professionals reasons to build their careers at home rather than leaving the country.
