Global by reach, rooted in Bangladesh
Kloth Studio's connection with the country has never been purely transactional. A significant part of its growth has been built on the talent, expertise, and hard work of Bangladeshi people.
Bangladesh is fundamental to Kloth Studio. Although we are headquartered in Toronto, with teams across North America, Europe, the Middle East, and Bangladesh, the strength of our manufacturing, product development, and supply chain remains deeply rooted here.
Our international teams allow us to stay close to our clients. They understand the character of individual markets, the requirements of different properties and the operational demands of the hospitality industry. Bangladesh provides the manufacturing expertise, craftsmanship, technical knowledge and scale needed to turn those ideas into finished products.
I see that combination as one of Kloth Studio's greatest strengths. We operate with a global mindset, but Bangladesh remains at the heart of how we make, develop, and deliver our products. As we expand into new markets, I want that connection to become stronger, not weaker.
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Our 50,000-square-foot facility in Bangladesh gives us substantial capacity for production, inventory management, and fulfilment.
That connection is also reflected in the infrastructure we have built here. Hospitality is an industry that moves quickly, and we have designed our operations around that reality. When a hotel is preparing for an opening or a restaurant is getting ready to launch, a delay in uniforms can have consequences far beyond the garments themselves.
Our 50,000-square-foot facility in Bangladesh gives us substantial capacity for production, inventory management, and fulfilment. At the same time, our distribution facilities in Washington, DC and Toronto allow us to position inventory closer to key North American markets.
But infrastructure by itself does not create speed. The real advantage comes from connecting the different parts of the business — design, sourcing, manufacturing, quality control, inventory and logistics — so that everyone is working towards the same delivery timeline.
That integrated approach allows us to deliver bespoke uniform programmes in approximately 12–15 business days while maintaining the quality and consistency expected by international hospitality brands. Agility has been a competitive advantage for us from the beginning, and we have deliberately built our supply chain around it.
Speed, however, cannot come at the expense of how a product is made. Responsible manufacturing is not something we want to add to a presentation simply because a client asks about sustainability. It has to be part of how we operate.
For us, that means considering the entire lifecycle of what we produce — from responsible sourcing and initiatives such as Better Cotton to the materials we choose, ethical factory audits, and what happens to excess fabric and deadstock.
This is becoming increasingly important in international hospitality, particularly when working with major luxury hotel brands and groups. Clients want greater visibility into where their products come from, how they are manufactured, and whether their suppliers share their environmental and social values.
The apparel industry still has considerable room for improvement when it comes to sustainability, and we are no exception. Our responsibility is to keep improving, remain transparent about that journey, and use our growth to encourage better practices throughout our supply chain. I do not see responsible manufacturing and good business as separate objectives. They should work together.
The same philosophy applies to our relationship with the communities around us in Bangladesh.
Our connection with the country has never been purely transactional. A significant part of Kloth Studio's growth has been built on the talent, expertise and hard work of people here. I therefore believe that our success should create opportunities beyond the company itself.
We have supported orphanages, schools, medical clinics and other organisations through charitable initiatives. But as Kloth Studio grows, I want our social impact to become more structured and, more importantly, more sustainable.
For me, the next stage is not simply about making more donations. It is about identifying areas where we can create lasting impact, particularly through education, healthcare, skills development, and employment opportunities.
We are building Kloth Studio as an international company, but Bangladesh will always be an important part of our story. The country is not simply where we manufacture our products. It is part of the expertise, people, and infrastructure that have helped us build the business we have today.
If we are successful globally, I want that success to translate into tangible opportunities for the communities that helped us get there.
Rafaan Seraj is the Director of Supply Chain at Kloth Studio.
