The fullbody of work.

Got roughly 40 influencers to publicly book their own Eid hotels through GoZayaan: an intentionally counterintuitive idea that turned into one of the most talked-about travel campaigns of that season.

The insight came from watching what was actually happening at destinations like Cox's Bazar and Sajek during the holidays: occupancy blowing past capacity, travelers turning up with nowhere to stay. Booking hotels ahead of time barely existed as a habit in the market. The campaign made the case for it by having creators across food, travel, lifestyle, and entertainment publicly book their own Eid stays on GoZayaan, then share their reasoning with their audiences.

Future Startup covered it as a shift in how Bangladeshis were starting to plan travel around Eid, and quoted GoZayaan's CCO on the change: “Many prefer to travel during the Eid holidays” rather than staying home, a habit that wasn't nearly as common a few years earlier. The campaign crossed 5 million impressions across Facebook, YouTube, and Instagram.

GoZayaan's first move outside Bangladesh, entering Pakistan by acquiring FindMyAdventure, a local adventure-tourism portal, rather than building a market from zero.

Bloomberg reported the acquisition came with an initial $3.5 million investment, and Markedium noted it made GoZayaan the first Bangladeshi travel-tech company to acquire a business beyond its own borders. The logic was similarity. Comparable geography, internet penetration, and travel-booking behavior between the two markets made Pakistan a more natural first step out than a more distant market would have been.

GoZayaan's CEO, Ridwan Hafiz, framed it as a regional ambition rather than a one-off deal, telling Markedium the two markets combined represent a meaningful share of the world's population and that the move was meant to unlock that scale.

The first real activation of the rebrand's vision: an OVC, a cross-vertical influencer push, and a promo code, launched as Eid travel picked back up after two pandemic-quiet years.

Markedium described the campaign's core promise as control, reliability, and flexibility, putting planning back in the traveler's hands instead of routing everything through third parties. The film centered on a couple deciding how to spend their trip, and creators across travel, food, and lifestyle picked up the "Go Limitless" call to talk about their own version of limitless, tagging posts with the promo code LIMITLESS.

This early version of the campaign is the direct predecessor to the traveler-led, multi-episode format that's still running today. Same underlying vision, different execution three years apart. Full story on the Go Limitless case study page.

An ongoing testimonial series of real travelers sharing their own GoZayaan experiences on camera. This one belongs to my team, not me: they planned and produced it, I supervised.

Distinct from Go Limitless, though it runs on a similar cadence: a steady drip of short, personal episodes rather than one big campaign moment. It's been active for well over a year and is still publishing new episodes, which is a rarer thing for a branded content series than it sounds.

I'm including it here because it's genuinely part of the body of work I've overseen, but the credit for actually conceiving and running it belongs to the marketing team who built it, not to me.

GoZayaan's first physical retail space: a walk-in center offering face-to-face travel planning, in a market where the whole brand had been built as an app-first, digital product.

Dhaka Tribune covered the launch, describing dedicated travel experts, shorter wait times, and personalized consultation over coffee for customers planning flights, hotels, or tour packages in person rather than through the app. GoZayaan's CCO, Imamul Islam, told the outlet that travel is a significant enough purchase that some customers want a level of confidence a screen alone doesn't give them.

It became the template for the experience-center format GoZayaan has since repeated in Chittagong and Motijheel, proof that a digital-first travel brand still has a reason to show up in person somewhere.

Before GoZayaan, back at Analyzen: a one-day national creative competition where my two-person team beat 19 others for the right to represent Bangladesh at Spikes Asia in Singapore.

The competition, organized by Bangladesh Brand Forum with The Daily Star in association with Cannes Lions, gave every team seven hours to build a campaign and five minutes to present it to a jury of CMOs and Heads of Marketing from companies like Banglalink and Anwar Group. The brief: a mass-awareness campaign on how social media affects mental wellbeing. My team, competing as Team Analyzen BD under the codenames Grindelwald (me) and Professor X (my teammate, Khondoker Mashuk Ibn Mahfuz), won against 19 other two-person teams from 15 agencies.

The prize was the trip itself: representing Bangladesh at Spikes Asia 2019 in Singapore that September, which is the direct reason the Spikes Asia finalist credit elsewhere on this site exists at all.

Future Startup profiled the whole marketing team on how GoZayaan actually builds its brand: the collaborative, cross-team way the department worked, with me quoted alongside colleagues from PR, partnerships, and the creative team.

At the time, GoZayaan's marketing team was eleven people, working closely with product and sales rather than in a silo, a structure the article credited for GoZayaan's unusually consistent communication. Asked what the team actually does, I told them plainly: "We design all external communications for the brand." The piece also covered the April 2022 Go Limitless launch and GoZayaan's expansion into Pakistan, with GoZayaan's CCO closing the piece on an ambition to impact the entire South Asian travel scene, not just Bangladesh's.