Geeteara Safiya Choudhury is one of the most prominent figures in Bangladesh’s advertising history. She is the Founder & Chairman of Adcomm Limited. She founded Adcomm in 1974, transforming it into one of the country’s top agencies. As a woman who pioneered an industry still finding its feet in the 1970s, she shattered societal norms and reshaped perceptions of what women could achieve in business. In this exclusive interview, she reflects on her bold decisions, the evolution of advertising, and the power of storytelling in shaping minds and societies.
BBF: In 1974, you established an advertising agency in post-war Bangladesh. Looking back, how do you reflect on that courageous decision?
Geeteara Safiya Choudhury: Starting my agency was like walking into uncharted territory. Bangladesh was a young nation recovering from war, and opportunities for women in business were scarce. Many questioned my ability, not because of my skills but because of my gender. I remember vividly how clients would ask, ‘Will your husband allow you to stay late at the press?’ It was frustrating, but I saw every doubt as a challenge to prove them wrong.
Looking back, I realise how bold that decision was, but at the time, it didn’t feel courageous—it felt necessary. I had to build something on my own terms, even if it meant stepping into a room full of skeptics or staying overnight at the press to ensure quality. Those were hard days, but they were golden because they laid the foundation not only for my agency but for many women who came after me.
Advertising captures the essence of a time and period. Could you share some stories from the pioneering decade of advertising in Bangladesh?
The 1970s were a time of raw creativity. Everything was manual—ads were printed using letterpress machines, which meant every campaign required immense attention to detail. I often stayed at the press late into the night, overseeing the process. One time, a local client asked, ‘Can a woman even stay out this late to work?’ I smiled and said, ‘Why not? I’m here, aren’t I?’
Misconceptions about advertising were rampant then. People thought advertising was synonymous with modelling. I remember an incident at the airport when an immigration officer, upon hearing that I worked in advertising, asked, ‘Which ad have you modeled for?’ It took years to change that perception and show that advertising is about ideas, strategy, and storytelling. Those early days were tough but incredibly fulfilling because we were building something from the ground up.
How has the approach to addressing sensitive issues through advertising evolved over the years?
When I started, advertising avoided sensitive issues altogether. Clients were extremely conservative, often dictating what could or couldn’t be shown. For instance, I once proposed featuring a woman running in a marathon, and the client immediately rejected it, saying, ‘Why not put a man there? Women don’t run marathons.’
Today, things have changed, albeit slowly. Advertisers now recognise the power of storytelling to challenge societal norms. Campaigns addressing topics like gender equality, domestic violence, or mental health are more common. But it’s still a delicate balancing act—while younger audiences are open to these ideas, older generations and some clients remain hesitant. I’m optimistic, though. The more we push these boundaries, the more we normalise change.
Global brands entered Bangladesh in the late 1990s and early 2000s. How did we balance global trends with our own advertising style during that time?
The late ’90s were an exciting time when global brands started entering Bangladesh, bringing in a new wave of advertising styles. It was a learning period for all of us. These brands had bold visuals, modern aesthetics, and direct messaging, but these didn’t always align with the tastes and habits of the Bangladeshi audience. We had to adapt.
For example, international campaigns would often portray women in progressive roles or highlight nuclear family structures, but in Bangladesh, the societal norm was different. I remember adapting an international campaign where we incorporated elements like traditional clothing or family settings to make it relatable to the local audience. It was challenging because we were constantly balancing the creative freedom of global campaigns with the cultural sensitivities of our society.
Interestingly, it was also during this time that I saw advertising start to reflect subtle shifts in societal roles. A global brand’s campaign showed a man cooking—something previously unheard of in Bangladeshi ads. While it wasn’t widely accepted then, it planted the seed for future changes in how we portrayed gender roles in advertising.
Advertising has become a dynamic process across various mediums. How has storytelling evolved to deliver core messages effectively?
Storytelling has always been the heart of advertising, but the way we tell stories has evolved. In the past, print ads carried detailed narratives because they had to stand on their own. I still remember crafting long-form copy for ads that needed to explain every detail to the audience.
Now, storytelling is about brevity and impact. With digital platforms, we have seconds to grab attention. For instance, a campaign that once required a full-page ad can now be condensed into a 30-second video or even a single image on social media. Despite these changes, the essence remains the same—connect emotionally with the audience. It’s about making them see themselves in the story, regardless of the medium.
The advertising industry in Bangladesh is almost as old as the country itself. How has it evolved to ensure inclusivity and employee welfare?
When I started, inclusivity wasn’t even part of the conversation. I was often the only woman in meetings, and people doubted whether women could succeed in advertising. I had to prove, time and again, that I could not only survive but thrive.
Today, the landscape has changed dramatically. Women are no longer outliers—they’re leading teams, managing agencies, and making key decisions. Agencies have also become more mindful of creating safe and supportive workplaces. Employee welfare, including mental health support and work-life balance, is now a priority, which is a significant shift from the early days when long hours were the norm.
What do you see as the greatest strengths and weaknesses of the Bangladeshi advertising industry in terms of global competitiveness?
One of our biggest strengths is our ability to connect emotionally with the audience. Bangladeshi advertisers deeply understand the local culture, values, and traditions, which allows us to create campaigns that feel authentic and relatable. For instance, in my early days, we knew that even a product as simple as cooking oil needed an emotional story—a mother preparing a meal for her family—because it would resonate with our consumers on a personal level. This ability to tap into the emotional core of our audience sets us apart.
However, our weaknesses are equally evident. We’ve often struggled with limited resources and outdated tools, especially in comparison to global markets. Back then, everything was manual—printing was labor-intensive, and we didn’t have access to cutting-edge technology. Even today, while we’ve advanced, the lack of structured training for young professionals and fewer opportunities for global collaboration hold us back.
We also need to change some societal perceptions about advertising as a profession. Even now, parents hesitate to let their children pursue advertising, fearing it isn’t a ‘respectable’ career. These cultural and structural barriers limit the industry’s growth and global competitiveness.
What advice would you give to young marketers and creative professionals aspiring to make their mark?
My advice to young marketers is rooted in my own experiences. First, listen to people—really listen. When I started, I made it a point to ask younger team members for feedback. They had fresh ideas and insights into the changing world of media. This helped me stay relevant. Similarly, young professionals today need to stay connected with their audience and understand their thoughts, preferences, and changing habits.
Second, be willing to adapt. Advertising is dynamic; what worked yesterday might not work today. For instance, when I transitioned from print to digital platforms, I realised the importance of brevity and visuals. You need to learn and evolve constantly, or you’ll be left behind.
Finally, don’t be afraid to challenge societal norms. When I first entered the industry, I faced countless biases—people doubted me simply because I was a woman. Yet I stood my ground, even telling clients, ‘Why can’t I work late nights if the job demands it?’ Courage is essential in this industry. You have to believe in your ideas and fight for them. Advertising has the power to influence minds and drive change—use it wisely and passionately.
