Interview
From Sea to Supreme Court:
Captain MAK’s Mission to Anchor Maritime Justice in Bangladesh
dvocate Mohiuddin Abdul Kadir,widely known as Captain MAK, isthe Founder of MCLaw ServicesLtd. and President of the Bangladesh Maritime Law Society. His journey from a cadet at the Marine Academy to a ship captain, and finally to a maritime lawyer practicing at the Supreme Court, is not just inspiring—it’s a testament to what visionary persistence can accomplish.
At a time when maritime law was largely overlooked in Bangladesh, Captain MAK emerged as a relentless advocate, working for over four decades to bring legal clarity, international alignment, and fairer practices to the maritime sector. In a country strategically located for trade, his work is helping to shape a more just and efficient maritime legal ecosystem—one that serves not only shipowners and traders but the people of Bangladesh.
1. What inspired you to transition from a seafaring career to law?
When I joined the Marine Academy, I felt proud—it was considered one of the most prestigious career paths for bright students. But even then, I realized that seafaring, while noble, left little room for exploration beyond the profession itself. Coming from a middle-class background, I had family responsibilities and wanted to grow in a way that would allow me to contribute more meaningfully.
While serving as a ship captain, I spent my free time studying maritime law. I noticed that many survey reports had little legal weight in court—they weren’t resolving disputes effectively. That realization pushed me to pursue law seriously. After the Academy, I joined Law College, became a Bar Council member, and enrolled in the High Court. That was the turning point—I felt I could finally contribute to
justice.
Maritime law is a highly technical field. Law doesn’t operate in a vacuum—it must be grounded in an understanding of commerce, navigation, and international frameworks. As a lawyer, I saw my role as helping judges understand the full picture. Before even enrolling in the High Court, I had already been advocating for legal reforms—most notably the recognition of 1% transit loss and ullage survey as accepted practices in liquid bulk cargo. It took 13 years of persistent work, but today, this has helped make Bangladesh more ship-friendly and reduced unnecessary disputes. That’s how my journey began—with the desire to bring relief to shipowners who were being unfairly treated, and to build a legal foundation for a maritime nation.
2. What key policies or reforms does Bangladesh need to become a global maritime hub?
The rule of law is the most critical missing piece. No investor—domestic or foreign—will commit to a country where legal disputes take years to resolve. Delayed enforcement of judgments and arbitration awards creates uncertainty, discouraging maritime investment.
We need judicial reform, efficiency in court processes, and arbitration-friendly policies. We’re working to make Letters of Undertaking (LOUs) from P&I clubs acceptable, which offer a quick, transparent, and low-cost method to resolve claims. It’s already gaining ground and reducing corruption.
Moreover, we must align national laws with international conventions like MLC 2006, SOLAS, and the Hague-Visby Rules. Bangladesh must play an active role in the global maritime legal order. We cannot expect to attract global trade without harmonizing our systems. Finally, Bangladesh needs maritime-specific infrastructure— efficient ports, legal clarity, and streamlined customs processes. Without these, we cannot become a true global hub.
3. Why hasn’t arbitration taken root in Bangladesh, and how can we fix that?
The core problem lies in enforcement delays and loopholes in the arbitration law. Arbitration awards are frequently challenged in court, defeating the purpose of choosing arbitration in the first place. Even after a successful arbitration, execution can take years.
To make arbitration viable, we need legal amendments to minimize the grounds for challenging awards and streamline the enforcement process. We also need to build capacity—well-trained arbitrators and lawyers—and create arbitration-friendly courts.
Countries like Singapore and the UK dominate international arbitration because they offer legal certainty and competent forums. We can do the same, but we must act now. Through the Bangladesh Centre for Maritime and Commercial Arbitration, we are training professionals and raising awareness. But policy reform must go hand-in-hand.
4. What are the biggest gaps in Bangladesh’s legal and business environment—execution, awareness, or political will?
All three, unfortunately.
We have outdated laws that need modernization. We lack awareness among stakeholders—many don’t know their maritime rights or obligations. But above all, we struggle with execution. Even the best laws fail when not implemented fairly and consistently.
There’s also a lack of respect for the rule of law. If people think they are above the law, reform is impossible. But I’m hopeful. If we invest in education, instill moral values, and create legal awareness from the ground up, change is inevitable.
Maritime law affects ports, seafarers, shipping, insurance, and international trade. A robust admiralty framework is essential to protect national interests. Media, too, must play a role in educating the public on these issues.
5. How do organizations like BMLS, SCLB, and CILT help elevate Bangladesh’s global standing?
These institutions are not just symbolic—they’re functional platforms for training, research, advocacy, and international collaboration. For instance, the Bangladesh Maritime Law Society (BMLS) mentors the next generation of maritime lawyers and works to harmonize our laws with global standards.
We’re aligned with Comité Maritime International (CMI), which has been shaping maritime law globally since 1897. This collaboration helps ensure our laws are globally recognized and enforceable. As president of several such organizations, I see myself-and all of us—as ambassadors of Bangladesh.
Through transparent service and professionalism, we’re showing the world that Bangladesh is an active and reliable partner in global trade and legal cooperation.
6. Your Law Foundation is empowering youth. How can they help shape the maritime industry’s future?
Maritime law is more than a technical field—it’s a pillar of economic development. That’s why we created the Bangladesh Centre for Maritime and Commercial Arbitration and the Law Foundation, to train students and professionals in international law, arbitration, and governance.
We need to bring inland vessel owners, local shipowners, and maritime businesses under arbitration-friendly jurisdictions. This must be embedded in contracts and law. For young people entering law, trade, or logistics, I say: Focus on integrity, technical knowledge, and international best practices. Learn about conventions, trade law, dispute resolution, and stay curious. The sea is not just our boundary—it’s our future.
From Warships to Workshops:
Lt. Shahan Alam’s Voyage Through Bangladesh’s Maritime Industry
From serving aboard naval frigates to steering one of Bangladesh’s key maritime solution providers, Lt. Shahan Alam (E), BN (Rtd.), has charted a rare and remarkable course. Now the CEO of Golden Maritime Technology (GMT), he brings decades of experience from both defense and industry.
In this in-depth conversation held at his Dhaka office on 19 July 2024, Navigator Bangladesh explores his journey from the disciplined world of the Navy to the complex corridors of marine technology and defense consultancy. He speaks candidly about sectoral gaps, regulatory challenges, digital adaptation, and what it takes to thrive in a field where national security and business strategy often overlap.
1. Your transition from the Navy to the corporate maritime industry—was this a planned shift? How did the idea for Golden Maritime Technology originate?
I enrolled in the Bangladesh Navy on 6 January 1984 through the 13th BMA Long Course. Interestingly, my course mates include the current Chiefs of the Army, Navy, and Air Force. After military training, I pursued my engineering in Naval Architecture and Marine Engineering at BUET starting in 1986 and graduated in April 1991. During that time, I interacted with many civilians and professionals from the business and industrial sectors, which sparked my interest beyond defense.
After graduation, I served aboard a naval frigate in Chattogram. Unfortunately, I had a road traffic accident that severely fractured my left hand. After six months of treatment and slow recovery, I realized the Navy might no longer be the best path for me. I took early retirement at the end of 1993—a difficult decision, but necessary.
In 1994, I joined the private sector under a reputed industrialist and over the years served in several high-level roles. My 10 years of naval discipline gave me an edge in the corporate world. Later, I completed my MBA in Finance from North South University between 2000 and 2002.
While working with various industries, I gained deep insight into national and international supply chains and developed connections with several foreign companies. In 2010, I informally started my business with a Singaporean partner, and by 2013, GMT was officially launched.
2. Working with high-stakes government agencies like the Navy, Coast Guard, and RAB requires more than just bidding—it demands trust. How did you build that trust and reliability over the years?
You’re absolutely right—this business isn’t just about tenders; it’s about long-term relationships and trust. From the beginning, we focused on reliability and customer support, especially post-sale services. Since we deal with critical technologies, on-call support became one of our strongest pillars.
We established a dedicated service center in Chattogram, located just in front of Naval Base Issa Khan, ensuring quick response to service calls from naval vessels. Similarly, we have a Khulna office for coverage in the Khulna zone. These strategic placements and consistent performance helped us build the reputation that keeps agencies coming back to us.
3. In your view, where do significant gaps remain in Bangladesh’s ship design, naval materials, and marine technology sectors?
From 2006 to 2015, our shipbuilding sector was on the rise. Two Navy-owned shipyards even collaborated with China, Singapore, and Malaysia to construct warships and auxiliary vessels. This brought positive international attention. But suddenly, many local shipyards failed to keep up with project timelines and lost market momentum.
Today, agencies like BIWTA, BIWTC, and various ports have ongoing projects, but local shipyards are often unable to deliver ships on time due to inefficient internal processes. As suppliers, we are affected when they delay signing contracts or processing payments. International price offers expire before being finalized, and delays make business unviable.
This inefficiency not only results in financial loss but also damages credibility. If shipyards cannot deliver on time, the margin is eroded by rising interest rates and devaluation of the taka. Time-bound execution is crucial for profitability and survival.
4. Is it possible for Bangladesh to reduce its dependency on imported marine equipment and materials?
Yes, but the pace of local adoption has been slow. Bangladesh has high-quality interior materials—wood, ply, fabric, tiles, plumbing supplies—that can be creatively used by interior designers or civil architects in ship interiors. But our shipyards rarely consult these professionals, fearing small additional costs.
Local design houses exist and are capable of producing inland vessel designs. There’s room for growth through collaboration with foreign shipyards. For instance, when a foreign design is purchased, local designers could assist with production detailing, pipe-spooling, and electrical layouts.
Moreover, if we skill up our engineers and technicians during the first training provided by foreign engineers, we can later handle installation, commissioning, and maintenance independently—reducing long-term foreign dependency. There’s ample room for value addition in both design and supply.
5. Global maritime sectors are increasingly adopting digital and automated technologies. How is GMT adapting to this digital shift?
Globally, maritime sectors are evolving rapidly with automation, AI, and digital integration. Our defense and port authorities are starting to adopt electronic systems and automation, especially in shipbuilding. However, it’s still limited. Technologies like robotic CNC cutting, laser cutting, and automated bending are being used globally to save time, cost, and improve accuracy. Painting automation is still missing locally.
At GMT, we’ve implemented software for spare parts management, quotation generation, and internal documentation. We’re investing in digital infrastructure but still have work to do. Our affiliations with international partners are not well reflected on our website, so we’re working on a major upgrade and digital branding. AI applications are being explored at the personal level but need integration across our systems.
6. What regulatory or policy-level challenges do you frequently face in marine consultancy and product trading? What changes are needed?
There are multiple systemic issues:
- Delayed Shipbuilding: Both public and private yards, including Navy-owned ones, consistently miss deadlines. This has tarnished our global image since 2018.
- Currency Devaluation: Since 2022, massive forex fluctuations have hurt ongoing projects. Many projects now run at a loss.
- High Interest Rates: With bank interest rates at 14–15%, loans are crippling for both suppliers and shipbuilders.
- Customs Delays: Importers face constant harassment and slow clearances over minor issues. This culture needs radical reform.
- Cost Escalations: Global price hikes in machinery and shipping continue to inflate production costs.
A recent example—one shipyard outsourced part of a ship’s construction to subcontractors 1.5 years after receiving the order. Not due to space or manpower constraints, but to reduce cost at the expense of quality. This points to poor project management, not capacity issues.
Reducing duties or tweaking policies won’t fix the problem. The entire shipbuilding workflow—starting from board-level commitment to timely execution—needs re-engineering.
7. How have global factors like supply chain disruptions and freight volatility affected your business, and how have you adapted?
The global economy has created real sustainability challenges. Since the pandemic, we’ve seen currency devaluation, price increases by foreign manufacturers, rising bank interest rates, and soaring freight costs. These weren’t anticipated during tendering, leading to losses in several local contracts.
Fortunately, in the 2024–25 fiscal year, we secured some foreign currency contracts that helped balance the losses. But in this volatile global environment, sustaining profitability is a continuous struggle.
8. You’re working in a field tied to defense, national security, and diplomacy. Have you faced any ethical dilemmas or operational challenges in balancing these responsibilities?
Absolutely, this is a sensitive space. Our decade-long relationship with defense would not be possible without strict confidentiality and ethical discipline. We’ve supplied security and communication systems where we had access to sensitive data—frequency ranges, technical specs—which we’ve kept strictly protected as per DGDP and defense protocols. Our integrity is the reason we’re still in this field.
Lt. Shahan Alam’s journey from naval engineering to building one of the country’s most trusted maritime solution providers is a story of resilience, vision, and unwavering discipline. In a sector as complex as maritime defense—where policy, procurement, and geopolitics intersect—his insights show how trust, technological adaptation, and bold leadership can keep a company afloat even in turbulent waters. Golden Maritime Technology is not just a business; it’s a strategic partner in the nation’s maritime future.