How Mirsaige is changing buyer expectations 

In recent years, I've witnessed a clear shift in the expectations of Bangladeshi property buyers. While square footage and location still matter — especially in Dhaka and Chattogram — people are now asking deeper questions about how a home will fit their lifestyle and deliver long-term value. Young families, in particular, are prioritising open green spaces, ample natural light, practical layouts, and shared amenities like fitness zones and rooftop gardens.

Sustainability is also gaining traction, not so much as a luxury add-on but as a marker of thoughtful design and future cost savings. It signals that developers are thinking beyond immediate construction and towards creating lasting, liveable communities.

Architecture and aesthetics, once overlooked, are now central to how buyers judge quality and trustworthiness. A building's façade, its lobby, even how it integrates into the surrounding neighbourhood — all these shape perception. 

Social media amplifies this further: people want homes they can be proud of, and design is a visible extension of that pride. That's why we've placed strong emphasis on collaborating with leading architects to deliver projects that balance visual appeal with functionality and budget discipline. Good architecture today isn't just a value-add; it defines brand identity.

That said, the industry faces a complex web of challenges. It's not just bureaucracy or price volatility or shifting buyer sentiment — it's all of them together. Regulatory bottlenecks, rising construction costs, and economic fluctuations collectively affect project feasibility. 

We've had to adapt by staying flexible: streamlining operations where possible, and advocating for better coordination across stakeholders. A more transparent, digitised, and collaborative framework could greatly reduce friction and accelerate sustainable growth across the sector.

Price shocks, however, remain one of our biggest hurdles. Steel, cement, labour — their costs fluctuate so frequently that we spend far too much time recalibrating budgets. This constant fire-fighting does eat into the bandwidth for long-term planning. Yet we can't afford to abandon vision entirely, so we focus on scenario planning: flexible design choices, locking in prices where feasible, and treating suppliers as partners rather than mere vendors. It's a balancing act between immediate survival and future strategy.

The rising cost of borrowing adds another layer of difficulty. Higher interest rates have pushed EMIs out of reach for many middle-class families, delaying their homeownership dreams. On our side, project financing has become more expensive, straining cash flows and pricing. The aspiration for homeownership hasn't vanished, but unless financial institutions explore innovative models — like low-interest or shared-equity financing for middle-income buyers — that dream risks slipping further away.

Globally, we see models like REITs (Real Estate Investment Trusts) and institutional funds transforming real estate, and while Bangladesh isn't there yet, we're not completely out of the picture either. We need stronger regulations, incentives, transparency, and above all, trust in asset-backed investments to make such models viable here. With the right groundwork, I see potential for progress within the next decade.

If I could change just one thing tomorrow, it would be improving inter-agency coordination. Many project delays aren't caused by a single department but by poor alignment across multiple regulators. A digitised, collaborative system with clear timelines would eliminate much of this friction and inject confidence into the market.

The truth is, our industry is often undervalued in policy discussions. Real estate doesn't just build homes — it drives GDP, generates employment, and powers allied sectors like steel, cement, transport, and finance. For Bangladesh to unlock its urban potential, there must be a stronger partnership between policymakers and developers. Treating real estate as an engine of growth rather than a transactional land business is essential.

Looking ahead to 2040, I envision a dual reality. Affluent neighbourhoods and private-sector-led zones will feature smart buildings, integrated utilities, and master-planned townships. But without consistent policy, decentralised governance, and better compliance, large parts of the country could remain stuck with weak infrastructure and unplanned development. The future hinges on continuity and foresight — if we embrace technology-driven planning and empower city governments, Bangladesh can transform its urban landscape. If we remain reactive, however, we risk widening the gap.

Ultimately, I remain optimistic. Our buyers are evolving, our industry is learning to adapt, and with the right alignment between public and private efforts, I believe real estate can truly shape the next chapter of Bangladesh's development story.