Identifying and Filling Market Gaps

Khan's career began by recognizing unfilled needs in Bangladesh's newly independent economy. "Bangladesh was newly born and there were no entrepreneurs," he recalls. "I found a niche and somehow got embroiled into it and started the business." This ability to spot opportunities where others see challenges remains central to his leadership approach.

Balancing Local Knowledge with International Standards

A defining feature of Khan's leadership is combining deep local market understanding with international governance standards. By establishing Summit Power International in Singapore while maintaining operations in Bangladesh, Khan created a structure that benefits from both contexts. This dual perspective allows Summit to address local needs while attracting global investors.

Professional Governance Structures

Despite Summit Group's origins as a family business, Khan has implemented sophisticated corporate governance practices. Summit Power International's board includes independent directors and representatives from major investors like Jera. The company maintains audit committees and strategic investment committees, operating with transparency expected of international corporations.

As Ayesha Khan, Managing Director and CEO of Summit Power International, explains: "The business is not run as a family-run sole proprietorship. The business is run as a very well-governed, well-structured, well-reported business."

Trust as Business Currency

Khan emphasizes trust as essential for long-term success, particularly in infrastructure businesses involving multi-decade commitments. "Trust is a major connector for businesses all over the world," notes Summit leadership. "For long-term businesses, it is especially important."

This focus on trustworthiness extends to relationships with financiers, investors, government partners, and the communities Summit serves.

Long-Term Thinking

Khan's leadership consistently prioritizes sustainable, long-term growth over short-term gains. Whether investing in power plants with 20-year operational horizons or establishing educational initiatives with generational impacts, his decisions reflect a commitment to enduring value creation.

Balance of Commercial and Social Impact

Khan integrates profit-making with social responsibility, viewing them as complementary rather than contradictory. "The most important focus that we need to have is to be able to bring low-cost energy infrastructure to the people of Bangladesh because that is what they most need," explains Summit leadership. "If we can provide lowest cost, most efficient, most sustainable energy infrastructure to the people of Bangladesh," that itself fulfills a social purpose.

This leadership philosophy has enabled Khan to build Summit Group from a small trading operation into Bangladesh's largest infrastructure conglomerate while maintaining strong relationships with international partners, government entities, and local communities.