When Muhammed Aziz Khan established Summit Group in 1985, Bangladesh struggled with fundamental infrastructure limitations that constrained economic development. Only 20% of the population had access to electricity, industrial capacity remained minimal, and the newly independent nation faced skepticism from international observers about its development prospects. Khan’s response to these challenges would shape not only his company’s trajectory but Bangladesh’s approach to power generation technology for decades.
Khan’s technology vision emerged from direct observation of Bangladesh’s development constraints and opportunities. Born in Dhaka in 1955, he witnessed firsthand how electricity scarcity limited everything from industrial growth to educational advancement. His MBA from the Institute of Business Administration at the University of Dhaka provided analytical frameworks for understanding these infrastructure gaps, while his early business experience in chemical trading exposed him to industrial requirements for reliable power supply.
Early Technology Adoption and Market Creation
Khan’s first major technology intervention came in 1997 when Summit built Bangladesh’s first independent power plant, pioneering private sector involvement in power generation.
“At that time, the biggest problem was not having electricity. Twenty percent of the people had access to electricity in 1995-96,” Khan recalls. “And I am so humbled and so happy that we at that time started with electricity and generated electricity. Today, 100% of people have access to electricity in Bangladesh. That I was part of it — that Summit was part of it — is the biggest satisfaction.”
Entering power generation reflected more than business opportunity identification; it demonstrated Khan’s conviction that technology advancement required private sector initiative rather than exclusive reliance on government investment. His approach combined international technology partnerships with local market knowledge, establishing patterns that would define Summit Group’s subsequent development.
Khan emphasized technology transfer alongside power generation, ensuring that Summit facilities incorporated the most advanced systems available rather than accepting older, less efficient alternatives. This commitment to technological leadership became a defining characteristic of Summit’s operations across multiple power plants and various fuel technologies.
Vision for Industrial Transformation
Khan’s technology vision extends beyond immediate power generation to encompass broader economic transformation objectives. He views reliable electricity as enabling Bangladesh’s transition from agricultural to industrial economic structures, creating employment opportunities for millions of people while improving living standards across rural and urban areas.
“It was very important for Bangladesh to be able to employ its teeming millions — currently at around 180 million. Employment could only come through industrialization. We had to move from an agrarian society to an industrial society and electricity is a fundamental requirement for that,” Khan explains.
Industrialization focus influenced Summit Group’s technology choices, emphasizing systems that could support manufacturing development and export-oriented industries. Khan pursued partnerships with international technology providers specifically to access equipment and operational practices that would enable Bangladesh to compete in global markets rather than merely meeting domestic energy needs.
Industrial transformation vision also drove Khan’s expansion into complementary infrastructure sectors including ports, telecommunications, and LNG import facilities. Each technology deployment aimed to address constraints that limited Bangladesh’s industrial competitiveness while creating integrated infrastructure systems that supported broad-based economic development.
Anticipating Future Technology Demands
Khan’s technology vision encompasses emerging developments that will reshape power generation requirements globally. He anticipates significant electricity demand increases driven by artificial intelligence, cloud computing, and advanced manufacturing technologies that require substantial energy inputs.
“I think that as artificial intelligence, the cloud and other technological advancements come up, these technologies will require so much more electricity that we would again have shortage of electricity, as we are seeing in the United States of America and Europe, where they’re building huge artificial intelligence capacities. They’re requiring a lot of electricity,” Khan observes.
Forward-looking perspective shapes Khan’s current technology investment decisions, including deployment of advanced gas turbine systems and preparation for future fuel flexibility. Summit’s newest facilities incorporate turbines capable of burning natural gas and hydrogen mixtures, positioning Bangladesh to adapt to changing fuel markets as hydrogen becomes economically viable.
Khan’s anticipation of increased electricity demand influences Summit Group’s capacity expansion planning and technology roadmap development. Rather than viewing current power surplus conditions as permanent, he expects demand growth to accelerate as Bangladesh adopts advanced technologies across industrial, commercial, and residential sectors.
Renewable Energy Transition Planning
Khan’s long-term technology vision includes substantial renewable energy development, recognizing both environmental imperatives and economic opportunities in clean energy systems. Summit Group announced plans to invest in renewable energy projects across South Asia, demonstrating commitment to technology transition beyond traditional fossil fuel generation.
Renewable energy approach reflects Khan’s pragmatic assessment of Bangladesh’s geographic constraints and regional opportunities. Limited land availability and high population density make large-scale solar installations challenging within Bangladesh, leading to focus on cross-border renewable energy imports from India, Bhutan, and Nepal.
“With only 55,000 square miles of land, Bangladesh has little scope to generate sufficient green electricity within its own borders. However, just beyond our frontiers—particularly in India, Bhutan, and Nepal—there is enormous potential,” Khan observes.
Regional approach to renewable energy demonstrates Khan’s technology vision extending beyond national boundaries to encompass South Asian energy integration. Cross-border renewable energy projects require sophisticated transmission systems and international coordination that builds on Summit’s experience in complex technology deployment.
Khan’s renewable energy planning incorporates energy storage systems and grid modernization technologies necessary to manage intermittent renewable generation. These investments reflect understanding that renewable energy transition requires comprehensive technology ecosystem development rather than simple generation capacity additions.
Technology Integration Across Sectors
Khan’s vision encompasses technology integration across Summit Group’s diverse business portfolio, creating synergies between power generation, telecommunications, ports, and LNG infrastructure. Each sector’s technology advancement supports others while contributing to Bangladesh’s overall infrastructure capability development.
Integrated approach enables Summit to leverage technological capabilities across business lines, applying operational expertise gained in power generation to telecommunications network management and port automation systems. Cross-sector technology transfer accelerates capability development while reducing implementation costs and risks.
Khan particularly emphasizes automation and digitalization technologies that improve operational efficiency while reducing labor requirements for routine tasks. These technologies enable Summit to maintain competitive cost structures while creating higher-skilled employment opportunities that support Bangladesh’s economic advancement objectives.
International Technology Partnerships
Khan’s technology vision relies heavily on international partnerships that provide access to advanced systems unavailable through domestic development alone. Partnerships with world-class industry players such as General Electric, Mitsubishi, and JERA Co., Inc., enable Summit to deploy world-class technology while building local operational capabilities.
These partnerships extend beyond equipment procurement to include comprehensive technology transfer programs, training initiatives, and joint development projects. Khan views international collaboration as essential for maintaining technological leadership while developing domestic capabilities that reduce long-term dependence on foreign expertise.
“We look forward to using GE’s advanced H-class technology for the first time in Bangladesh to generate affordable and reliable electricity,” Khan stated regarding Meghnaghat II project, illustrating his commitment to introducing cutting-edge technology to Bangladesh’s power sector.
International partnership approach enables Summit to participate in global technology development rather than simply adopting mature systems. Khan seeks partnerships where Summit can contribute to technology advancement while accessing latest innovations, creating mutual benefits that sustain long-term relationships.
Legacy and Future Leadership Development
Khan’s technology vision includes leadership development programs that ensure Summit Group’s technological capabilities continue advancing beyond his direct involvement. Family members including daughter Ayesha Khan, who serves as CEO of Summit Power International, receive comprehensive training in technology management and international business practices.
Leadership development approach emphasizes both technical competence and vision articulation, ensuring that future Summit leadership can continue advancing Bangladesh’s infrastructure technology while adapting to changing global trends. Khan’s technology legacy includes not only physical infrastructure but institutional capabilities for sustained innovation.
His vision encompasses Summit Group serving as a model for other emerging market infrastructure companies, demonstrating how local enterprises can achieve technological leadership through international partnerships while maintaining commitment to domestic development objectives. This demonstration effect extends Summit’s technology impact beyond direct operations to influence broader infrastructure development approaches across developing countries.
Khan concludes: “Human evolution and the desire to bring equality and desire to produce more requires electricity. And I’m humbled and very pleased to be part of that.”
His technology vision continues driving Summit Group’s development while contributing to Bangladesh’s transformation into a technologically advanced economy capable of competing globally while serving its population’s fundamental needs.
