Bulbul Ahmed

Bulbul Ahmed Founder & CEO, Pulse 366 | AI-Driven Digital Transformation | ERP & Executive Strategy | Helping Leaders Detect Risk & Drive Accountability

/// WHO AM I?
- Simplified, optimized, and redesigned entire business processes for two multinational and one local group of companies.
- Successfully implemented SAP ERP for a new venture in a Fortune 500 company.
- Pioneered the first-ever Automated Warehouse System Integration and Process Development in the Apparel & Textile industry in Bangladesh.
- Orchestrated the first-ever successful and s

ustaining ERP Implementation in the RMG sector in Bangladesh.
- Drove adoption of Cloud Technologies, Enterprise Solutions, and Productivity Tools, while catalyzing a mindset shift for thousands of individuals.
- Managed comprehensive business function transformations, encompassing Costing, Marketing, Sales, Service, Product Development, Planning, Supply Chain Management, Procurement, Inventory Control, Logistics, Production, Maintenance, Quality, HR, Commercial, and Finance.

/// Education and Professional Training
- BSc. in IPE from BUET
- ERP Project Management | Milan, Italy [In-person]
- Manufacturing Best Practices | Bangkok & Samut Prakan, Thailand [In-person]
- ERP Solution Architecture & Customization | Istanbul, Turkey [In-person]
- Digital Business Transformation | [Self-paced]
- PMP® Certification Training | Singpaore [Live]
- SAP S/4HANA Business Process | Qingdao, China [Live]
- SAP Certified Associate - Process Data Analyst - SAP Signavio | [Self-paced]
- SAP Certified Associate - Process Management Consultant - SAP Signavio | [Self-paced]
- Business Process and ERP Configuration | Brussels, Belgium [Live]
- 6-Sigma Yellow Belt Certified | [Self-paced]
- Worked together with engineers from Canada, Turkey, Taiwan, China, Hong Kong, Australia, Malaysia & Brazil

/// SPECIAL SKILLS and EXPERIENCES
- Programming languages: Java, PHP, JavaScript, jQuery, SQL as well as HTML & CSS
- Database Architecture Design: Oracle, IBM DB2, MySQL
- Public Speaking: Conference and Seminar Speaker on Business Process & Technology
- Article Writing: Articles on Business & Technology at 360BusinessAnalyst.com

/// JOB EXPERIENCE
Asrotex Group | DGM & Head of Digital Excellence
HAIER Bangladesh Ltd. | Head of ERP & IT
RANCON Motorbikes Ltd. (Suzuki) | Head of ERP & IT
Liz Fashion Ind. Ltd. & LDC Group | Sr. ERP Project Manager
Ananda Shipyard & Slipways Ltd. | Asst. Engineer – Supply Chain

/// CONSULTING EXPERIENCE
Logic Software Ltd. | Management Consultant
North-West Power Generation Company Ltd. | ERP Preparation and Change Management
Ergo Ventures Ltd. | Apparel & Textile ERP Process & SRS
Abed Textile Mills Ltd. | ERP Readiness Assessment and Gap Analysis

A finishing manager used to call the CEO directly. Almost every day.The message was always the same: The previous proces...
09/08/2026

A finishing manager used to call the CEO directly. Almost every day.
The message was always the same: The previous process is late again, and my plan is broken.

Every delay forced a changeover.
Every changeover forced a new plan and overtime work.

So he needed someone to tell him which order to run first.
That someone became the CEO.

This went on for months.

The finishing process was never the issue.
Material was not coming in-house on time, nobody followed it up early, and no plan connected material to production.

So we built one system: every order got a date for every step, every date got an owner, and a clear rule for when to escalate.

The direct calls to the CEO stopped.

A CEO setting daily priority is not leadership.
It means the system does not exist.

Be thankful to whoever does good for you.
07/08/2026

Be thankful to whoever does good for you.

2 to 3 hours of daily work done in 15 to 20 minutes, with better quality and more value added.Practical hands-on trainin...
06/08/2026

2 to 3 hours of daily work done in 15 to 20 minutes, with better quality and more value added.
Practical hands-on training for Supply Chain, Finance, and HR. No PowerPoint slides.

We showed them the techniques on how to get more done in less time.
Then we asked the trainees to do their own work, using the new techniques, in front of all.

At first, they were nervous. Then it became natural.
By the end, they asked for more sessions like this for more people.

This is what training should look like. Practical & customized, not just watching slides.

04/08/2026

PULSE_IMPACT: ট্রেইনিং এর প্রথম দিন থেকেই বিজনেস ইমপ্যাক্ট। Practical training from industry practitioners, directly linked to your business goals and performance. No theory. No fluff.

02/08/2026

Customer asked for a special request.
A rush order, needed within a very short time.
Sales team accepted right away. This customer was one of their biggest.

The delivery date was written in the handover document.
But it was never flagged as urgent, never discussed directly with operations.
So operations treated it like any other order in the queue.

One day before delivery, the customer called.
Sales panicked. They rushed to operations.
Operations pushed back, hard.
𝘐𝘧 𝘺𝘰𝘶 𝘩𝘢𝘥 𝘵𝘰𝘭𝘥 𝘶𝘴 𝘵𝘸𝘰 𝘥𝘢𝘺𝘴 𝘦𝘢𝘳𝘭𝘪𝘦𝘳, 𝘵𝘩𝘪𝘴 𝘸𝘰𝘶𝘭𝘥 𝘩𝘢𝘷𝘦 𝘣𝘦𝘦𝘯 𝘦𝘢𝘴𝘺 𝘵𝘰 𝘱𝘳𝘪𝘰𝘳𝘪𝘵𝘪𝘻𝘦.

Now there was no choice.
Overnight work. Rushed quality checks. Overtime cost piling up.
The order was still delivered 4 days late.

Quality suffered. The customer was upset.
And something quieter broke too: trust between sales and operations.

I watched this happen. One thing became clear.
𝗧𝗵𝗲 𝗼𝗿𝗱𝗲𝗿 𝗱𝗶𝗱𝗻'𝘁 𝗳𝗮𝗶𝗹 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝗶𝗻𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝘄𝗮𝘀 𝗺𝗶𝘀𝘀𝗶𝗻𝗴.
𝗜𝘁 𝗳𝗮𝗶𝗹𝗲𝗱 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝗻𝗼𝘁𝗵𝗶𝗻𝗴 𝗺𝗮𝗱𝗲 𝘁𝗵𝗮𝘁 𝗶𝗻𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝗶𝗺𝗽𝗼𝘀𝘀𝗶𝗯𝗹𝗲 𝘁𝗼 𝗺𝗶𝘀𝘀.

Leaders, mentors, and businesses that generate value, knowledge, opportunities, and support build far more influence tha...
31/07/2026

Leaders, mentors, and businesses that generate value, knowledge, opportunities, and support build far more influence than those constantly asking for favors.

Be the person others rely on, not the one always relying on others.

Most non-sales people believed that the Sales skills were not for them. I asked a question, "How do you get your team to...
30/07/2026

Most non-sales people believed that the Sales skills were not for them. I asked a question, "How do you get your team to do what you need, without pushing them every day?" Nobody had a good answer.

This was during a training session, a slide comparing income across roles. Worker, professional, consultant, salesman, business owner, etc.

Sales skill is not about closing deals. It is about understanding what the other person needs, seeing it from their side, and getting them to say yes.

Every manager needs this. Every leader needs this.
Not just salespeople.

By the end, some realized they could build this skill and directly contribute to sales too. Without changing their role.

The best leaders are already selling something, every single day, to their team and peers. Without this skill, they would not be efficient in getting things done.

In a meeting, the MD asked to control excess overtime cost. It was eating 50% of the margin. CHRO, COO, Head of Planning...
28/07/2026

In a meeting, the MD asked to control excess overtime cost. It was eating 50% of the margin. CHRO, COO, Head of Planning, and CFO were all in the room.
All four agreed it was serious.
All four saw it as connected to their area.
But no one was named as the owner of this initiative.

After the meeting, everyone waited.
Each one assumed someone else would take the lead.
Weeks passed with almost no progress.

MD later assigned it directly to the Head of Planning.
Only then did it move.

These were senior, capable people.
They were not lazy.
They were simply not told who owns it.

Several large export manufacturers recently shut down; companies with $200M+ in revenue. We sat down and asked one very ...
26/07/2026

Several large export manufacturers recently shut down; companies with $200M+ in revenue. We sat down and asked one very uncomfortable question to another company within the same industry.

What we found changed everything they were working on.
This is the thinking that separates businesses that survive from those that don't.

Swipe through.

Whatever terms we agree to... a deadline, a budget, a result, teamwork... we must honor them.Quietly changing terms or f...
24/07/2026

Whatever terms we agree to... a deadline, a budget, a result, teamwork... we must honor them.

Quietly changing terms or forgetting commitments is not smart business.
It is a trust breaker.

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Fulbaria

Telephone

+8801745145553

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