Escalation Is Not Management

As organizations grow, one pattern becomes clear: not every problem needs to travel to the top. Customers will raise concerns. Pressure will rise. Emotions will be involved. That’s part of any delivery environment. What matters most is how managers respond in those moments.

Escalation has its place. Significant risks, contractual exposure, or decisions that alter direction should be brought to the attention of executive leadership. But when every customer issue becomes a C-level issue, something important is being missed.

Management is not about passing pressure upward. It’s about absorbing it, creating clarity, and guiding teams and customers toward resolution. The people closest to the work are usually the ones best positioned to solve the problem. Bringing senior leadership in too early often adds noise instead of progress. At the end of the day, the fix still has to come from the team.

Premature escalation can unintentionally create panic, defensiveness, and frustration within teams. Instead of focusing on solutions, people start worrying about optics, blame, and consequences. That shift in focus slows down the outcome everyone is trying to achieve.

There is also a responsibility in how escalation is used. It should never feel like a threat, a way to pressure teams into working harder or faster. That approach erodes trust and builds a culture driven by fear rather than accountability.

Strong managers take a different path. They work with their teams to understand issues clearly. They align on facts, options, and next steps. They communicate with customers calmly and confidently. They bring in additional expertise when needed. And only when a decision truly requires executive authority do they escalate, with context, a recommendation, and a way forward. That’s leadership.

Escalation is a safety net, not a shortcut. Used wisely, it supports the organization. Used too often, it weakens ownership at the levels where ownership matters most. As a manager, your role is not to move problems upward. Your role is to lead through them.

Because real management is not measured by how quickly you escalate, but by how effectively you help your team solve what’s in front of them.

The Roar and the Silence

I grew up in a house where cars were more than just machines. They were part of the family. Like the dogs in the yard, they were always around, needing care, attention, sometimes causing trouble, but always bringing joy. Fixing cars with my father was probably the most consistent quality time we shared. We didn’t need to talk much. The work itself was the conversation. Learning, without even knowing I was learning. That’s how I learned what love looks like, not in words, but in effort.

Cars have always been my thing. I always believed in the magic of internal combustion engines, big, loud, gas-guzzling. The kind of car that makes you feel something the moment you turn the key. A proper engine makes you feel connected. You start the car, and it talks back to you. You feel every vibration, every hesitation, every surge. That connection is hard to explain, but once you’ve felt it, you never forget it.

I never liked EVs. I thought they were boring. Soulless. Quiet in the wrong way. No smell, no sound, no soul. But then on a recent company trip to Bhutan, something changed.

I was driven around in a BYD E6 EV through the mountain roads. Nothing fancy. Just a practical, nimble electric car. But while the big SUVs were losing traction, revving too hard, and slipping around, this EV just quietly and confidently moved. Smooth. No drama. It handled everything without needing to prove anything. That’s when it clicked.

EVs are like smartphones. They’re fast, clean, and efficient. Fewer moving parts. You don’t have to warm them up or worry about blowing a head gasket. You plug them in, they charge, and they're ready to go. Like using an iPhone, no instructions are needed; it just works.

Internal combustion cars, though, they’re like mechanical watches. A Rolex. An Omega. They don’t tell time any better than a phone, but they carry history. Craftsmanship. Personality. You care for them. You don’t throw them away when something goes wrong. You take them to someone who understands how they work.

That’s how I see it now. EVs are for daily life. Get from A to B, don’t worry about maintenance, no oil changes, no noise. Perfect for the everyday grind. But ICE cars, those are for the soul. You don’t drive them because you have to. You drive them because you want to feel alive.

So here’s where I’ve landed. I’ll probably get an EV for daily use. Something quiet, clean, and low maintenance. Something I don’t have to worry about when life is already too full. But I’ll always keep those old ICE cars. The kind you can open up and get lost in. The kind that makes you look back after you park.

Because as much as I understand the purpose of electric cars now, I still believe in the magic of combustion. And I still believe that machines can have a soul. Just ask Jezza.

Trust is the Strategy

In IT projects, we talk endlessly about tools, frameworks, timelines, and efficiency. But the more I’ve seen, the clearer it becomes that none of it really works without trust. Trust is the strategy that keeps a project moving. Without it, you can bring in senior managers, even C-level executives, and still nothing changes; the cracks remain.

With juniors, it’s natural to expect some inefficiency. They’re learning, they’ll stumble, and with guidance, they grow. That’s manageable. But when trust starts slipping with seniors, it’s a different story. At that point, the issue isn’t efficiency anymore; it’s belief. If you’re questioning the intent, competence, or commitment of people who’ve been in the trenches for years, you’re essentially shaking the foundation of the team. Oversight doesn’t solve that. In fact, it often makes things worse.

I’ve seen how this plays out when the people dealing directly with the customer start to feel “we can push more.” Customers will always want more; that’s expected. The real challenge begins when internal teams lose faith in their own delivery colleagues. Instead of managing expectations, they push harder. Suddenly, the delivery team is stuck in defense mode, spending more energy proving they’re working hard than actually moving the project forward. That’s when progress stalls, not because of a lack of skill, but because trust has broken down.

So how do you build it back? It’s not through tighter control or more escalations. Trust is built when leaders choose to assume competence first, instead of assuming failure. It grows when effort is recognized and not brushed aside, even in difficult times. It strengthens when people can speak openly about blockers without fear of being blamed. It shows up when leaders protect their teams from unrealistic demands and educate customers about what’s truly possible. And it’s reinforced in the small things, celebrating small wins, being consistent, and standing by each other when things get tough.

It’s also a two-way street. Teams need to be transparent and accountable so customer-facing colleagues know they can rely on them. Managers need to communicate honestly with both sides, bridging the gap instead of widening it. And customers, too, will trust more when they feel they’re being dealt with honestly and consistently, even if the answer is sometimes “not now.”

In the end, project management is less about timelines and reports and more about creating an environment where people genuinely believe in each other. When trust is strong, juniors learn faster, seniors deliver better, and customers respect boundaries. When trust is weak, no amount of oversight or process will hold the project together.

I know I might sound like an optimist, maybe even like I’m romanticizing something soft and abstract, but after a long career, this is what I’ve come to believe. I used to be a pretty shrewd project manager, convinced that tighter control, sharper processes, and constant follow-up were the only way to get things done. My seniors would talk about trust, and I’d shrug it off. Now, 22 years later, I catch myself saying the exact same thing they once told me. And if a lesson stays with you that long, passed down through experience, then there must be truth in it, don't you think?

Rethinking Fast-Tracked Leadership

Let’s be honest, the world has a shortage of leaders. These days, the moment a company spots someone who looks smart, confident, or even a bit cocky, the reflex is the same: “Make him a leader.” If a young employee starts asking for a raise, the easiest way to justify it is to hand them a title, pile on additional responsibilities, and hope for the best. It feels like a shortcut - fill the leadership gap, keep them motivated, and move on. That’s not leadership development, that’s gambling.

Confidence is not equal to capability. Being confident or outspoken is not the same as being capable of leading people. Leadership requires emotional intelligence, patience, and the ability to lift others up. A three or four-year career professional rarely has the maturity to carry that weight.

Leadership isn’t a salary band. One of the worst habits is using leadership titles to justify higher pay. The signal this sends is toxic. Leadership equals money, not responsibility. People start chasing roles for the wrong reasons, and teams end up reporting to “leaders” who lack the skills to lead.

Skipping the growth curve breaks people. There’s a natural order to things, to learn, to stumble, to grow, and eventually to lead. When we rush someone straight into leadership, we deny them the space to make mistakes and build resilience. Suddenly, they’re responsible for others when they’re still figuring out how to manage themselves. That’s not development, that’s sabotage.

Experience still matters. In our rush, we’ve started undervaluing it. Yes, newer leaders today grow fast, faster than ever before. With endless information at their fingertips, constant content to learn from, and the acceleration of AI, they can pick up frameworks, strategies, and skills in months that used to take years. But there’s a difference between knowledge and wisdom. Experience is where judgment, perspective, and empathy are born. A leader who has experienced both failure and success develops a steadiness that no amount of early confidence or quick learning can replace. It’s the scar tissue of real-world decisions, the resilience built under pressure, and the humility gained from mistakes that truly shape leadership. We forget this at our own risk.

True leadership isn’t about being the smartest person in the room. It’s about making everyone else better. And that can’t be hacked or rushed. It takes time, humility, and experience. If we really want better leaders, we need to stop looking for shortcuts and start respecting the journey.

Wishful Thinking with a Deadline

In over 20 years of building software, I’ve seen a wide range of project styles. Some projects are well-planned, some are chaotic, and then there’s the most common style of all, wishful thinking with a deadline. It usually goes like this:

• Start with vague requirements. The initial brief is so high-level that it could describe ten different products. Details? “We’ll figure them out later.”
• Discover the product while building it. As development progresses, new “must-have” ideas keep popping up. Scope changes aren’t an occasional thing; they’re a way of life.
• Hold developers to an impossible standard. They’re told to fully understand the business domain, fair enough, except the people giving the requirements often don’t understand the full picture themselves.
• Lecture about quality. In the final stretch, after the requirements have shape-shifted a dozen times, we suddenly talk about “quality” like it’s been our north star all along. As if you can throw darts at a moving target and still hit the bullseye.
• Blame the builders. When the product feels rushed or messy, the finger points at the development team. The process that created the chaos? Rarely questioned.

It’s a strange paradox; we demand precision from the people developing, yet we tolerate uncertainty from the people defining the requirements. We expect quality, stability, and polish from a process that is anything but stable.

I’ve always believed great software comes from clarity, stability, and disciplined execution. Without those, it’s not really software development; it’s just wishful thinking with a deadline. A product born from improvisation, released on schedule because the calendar says so, not because it’s ready.

So here’s a thought: stop pretending quality can magically appear at the end. Quality starts where the conversation starts. If the vision is clear, the requirements are solid, and changes are intentional rather than chaotic, the development team can actually deliver something great.

To all, my intention isn’t about assigning fault. It’s about getting everyone in software development to face the same truth. Otherwise, we’ll keep adding chaos to a scrum board, calling it “agile”, and pretending velocity equals progress.

Work-Life Balance vs Growth

You want to grow? Then get ready to work. There’s no shortcut, no “hack,” no perfect work-life balance that magically leads to success. Growth, real growth, comes from pushing yourself beyond the usual, beyond what’s comfortable. These days, I hear a lot of noise about work-life balance. Don't get me wrong, rest matters, and burnout is real, but if you’re constantly treating “work-life balance” like a human right rather than a privilege you earn, then maybe it's not growth you're after, maybe it’s comfort, and comfort rarely leads to greatness.

We’ve romanticized the idea of balance so much that now, the moment work gets a little hard, people throw their hands up like, “This is toxic!” No, it’s not toxic. It’s effort, and effort is uncomfortable. Growth is not convenient. Think about athletes. The ones who win, do they train only when they feel like it? Do they work only 9 to 5? They wake up early, eat with discipline, train hard, and sleep like it’s their job. They structure their entire lives around improvement, and that’s just for a chance at a medal.

In our world, business, tech, entrepreneurship, whatever, it’s no different. If you want to grow, you have to push your limits. That means long nights, uncomfortable meetings, taking responsibility when things go south, and learning on the fly. Every single minute counts. Every distraction you entertain is a minute lost.

Let me give you an example. I’ve seen senior developers who clock in at 10:30, leave by 6, and spend more time checking notifications than checking their own code quality. On the flip side, I’ve seen juniors who stayed back to watch seniors debug, asked questions, picked up extra reading, and practiced on weekends. Fast forward a year, guess who’s leading a team and who’s still "waiting to be recognized"? Success doesn’t chase anyone. It shows up for those who show up first and leave last, who make themselves useful, who don’t see extra work as a burden but as an opportunity.

Work-life balance isn’t the enemy, but it's not the goal either. Balance is not about working less. It's about being in control. If you're in your 30s and trying to “balance” like someone in their 50s, you're robbing your future self. Get uncomfortable now, use this time to build, to hustle, to learn like crazy. Yes, take care of your health. Spend time with loved ones. But don’t confuse balance with laziness, or boundaries with avoidance. If you're not where you want to be, then more balance isn’t the answer; more effort is.

Use your 20s to build, your 30s to scale, your 40s to lead, your 50s to breathe, and your 60s to enjoy what you’ve built. But if you're already prioritizing breathing before building or scaling, you’re just exhaling your potential.

Balance is earned after you've built something worth balancing.

Why “Work Smart, Not Hard” Sends the Wrong Message

The phrase "Work smart, not hard" is often shared as advice to encourage efficiency. While the intent behind it is understandable, I believe it conveys a fundamentally flawed message.

The reality is that success demands a combination of smart and hard work. Focusing exclusively on "working smart" risks undermining the value of dedication, perseverance, and effort, the very traits that drive long-term achievements.

Consider the importance of relentless commitment to a goal, solving real challenges, and inspiring a team through action. These elements go beyond just "working smart" and require consistent hard work to bring ideas to fruition.

Hard work creates the foundation for learning, growth, and mastery. It teaches resilience and adaptability, qualities essential in a rapidly evolving tech landscape. Meanwhile, smart work, using the right tools, strategies, and prioritization, amplifies the impact of that effort.

In our pursuit of success, let’s not forget that hard work is not an outdated concept. It’s a cornerstone of innovation and excellence. When paired with intelligence and strategy, it becomes unstoppable.

So, the better mantra might be: “Work smart and hard.” That’s how we build lasting success, for ourselves, our teams, and our organizations.

Project Managers

I see Project Managers as the captains of a ship. The good ones know the route, guide the crew, and make sure the ship docks exactly when and where it should, with the cargo safe, the crew confident, and the mission a success. The bad ones? They’re usually busy telling everyone how great they are while the ship quietly drifts toward an iceberg.

A bad Project Manager is all talk. They spend more energy promoting themselves than promoting the work. They want to be liked, the “popular” one in the room, and that usually means keeping the team too comfortable. Sure, everyone seems happy at first, but over time the energy fades, the team gets lazy, and the work suffers. Projects slip into jeopardy, clients get nervous and annoyed, and before long, the losses pile up, projects, money, even good employees start to disappear.

A good Project Manager is the opposite. They believe in doing, not just talking. They put the project at the center, not their own ego. They might not be loved by everyone, they might even be disliked by a few, but they are respected, because they deliver. Their teams aren’t just happy, they’re productive. They run projects that last, keep clients genuinely happy, and in doing so, they not only earn money but also protect jobs, their own and those of others.

The best Project Managers are change agents. They take project goals personally, as if they were their own mission. They know how to inspire a shared sense of purpose so the whole team moves in sync. They’re passionate, organized, and thrive on the adrenaline of new challenges. Most importantly, they understand the bigger picture, how their work drives the company’s growth, and how each win helps the organization adapt and move forward.

And here’s the real test, when the storm hits. The bad PM blames the weather and hopes it clears. The good PM grabs the wheel, steadies the crew, and finds a way to steer everyone safely to shore.

So, the next time you see a project run smoothly against all odds, remember—there’s a good Project Manager behind it, quietly (or sometimes loudly) making it happen.

Oh, and… Happy New Year!

Evolution of a Grand Design

Do you want to be the guy who follow all the rules, does all the right things or, that eccentric guy who makes his own rules and show others how its done? I myself prefer the latter one. Lambo's designers were never those who followed conventional industrial design rules and because of that we saw super-cars like Miura, Countach, Diablo. They were designed with pure instinct and passion, not rules and principles. They have many flaws - impossible to drive with half tank of gas cause the nose would rise and you cannot see the road, you cannot park them or reverse cause the rear windshield and the side view mirrors were showpieces, every time you try to get out of the car you would feel like killing yourself, you cannot park them on the road or in a parking lot cause its as wide as two Volkswagen Golf.

There are so many things I can tell about these cars, so many flaws, so many issues and people can bad mouth the designers as much as they want but ultimately the fact is every time you look at them, your jaw just drops, you drool like a dog and you wish you had one.

I bet if you give a child, a pen and a paper and tell them to draw a car, 80% of them will draw something similar to these -

Sonderklasse

"S-Class" a German abbreviation of "Sonderklasse" or "Special Class", is the flagship model of Mercedes-Benz for over fifty years. It has debuted many of the company's latest innovations and technologies, which eventually became industry standards. Even the 1954 300SL Gullwing, the genesis of all super-cars was derived from a S-Class and its technologies.

Spyshot of W222, 2014 S-Class at Nordschleife

Recently Top Gear published an article on few of the new technologies and safety features of the new W222 and also some beautiful interior pictures, just take a look. Dream job, UXD/UID at Mercedes-Benz Research & Development.

QUBEE: Internet for the Underserved by Lunatic

Another post about QUBEE, whose mission is to provide "broadband for all" and seeks to bring broadband Internet services to underserved communities worldwide, by Lunatic.

Read the post by Lunatic

QUBEE or FuckMe!

I’m pretty sure we all are tired of their service by now. I bought 2 of their modems last month and have been having problem for the last one week. I bought those knowing their fair usage policy, so let’s not go there for now and also how they manipulate your bandwidth.

So I have been calling their "incompetent" customer support for the last 5 days. I spend over 200 bucks on phone bill (to AKTEL's delight) just today. They were trying to explain to me what’s wrong with all 4 of my PCs and how their service is A-OK. They wanna know if I placed the modem high enough, if the torrent file have seeders, if my pc have virus, if my OS is up to date. What the idiots doesn't know is, I have been using PC since those stupid fucks were sucking on their mommy's titties. So I tried to find some different way to contact their engineer, what he told was they were doing some maintenance work and they don’t know when it will be fixed. So the goddamn customer support just blew my hard earned money & also my Friday morning!

I don’t know what the policy of those erectile dysfunctional Donald Trump wannabes are but I’m pretty sure that the customers would be happy to know the truth, if your service is down. I also work for a service bureau and we also have unexpected downtime but we prefer telling the customers what’s going on and also an estimated time. Well Mr. Trump your support decided not to return my calls or follow up.

To all the Chairman, Board Members, CEO, CTO, Customer Support personnel, you know where you get your salary from? ME, US.

And ohhh... all hail to digital Bangladesh... where you will be digitally sodomized. So just bend over and don't bother getting up.

While I was writing this post I got disconnected 37 times, hurray!

I edited this post cause few of my friends thought I wrote too much and they are right, I was angry. Sorry if I offended anyone beside Qubee and its employees, I didn't mean to.

To infinity... and beyond!

The End of an Era. A Tribute to the Space Shuttles. One of the finest piece of machinery human being ever made.


Thousands of NASA Kennedy Space Center employees stand side-by-side to form a full-scale outline of a space shuttle orbiter outside the Vehicle Assembly Building on March 18, 2011.

The Space Shuttle orbiter is the orbital spacecraft of the Space Shuttle program operated by NASA, the space agency of the United States. The orbiter is a reusable winged "space-plane", a mixture of rockets, spacecraft, and aircraft.

A total of seven (six Orbiters & one simulator) were ever made - Pathfinder, Enterprise, Columbia, Challenger, Discovery, Atlantis and Endeavour. Individual Space Shuttle orbiters are named in honor of antique sailing ships of the navies of the world, and they are also numbered using the NASA Orbiter Vehicle Designation system. All were built by the southern California based Rockwell International company.

Pathfinder (honorary Orbiter Vehicle Designation: OV-098) is a Space Shuttle test simulator made of steel and wood. The simulator was used in activities such as checking roadway clearances, crane capabilities and fits within structures. It was later shipped by barge to the Kennedy Space Center and was used for ground crew testing in the Vehicle Assembly Building, Orbiter Processing Facility, and Shuttle Landing Facility. It is presently on display at the U.S. Space & Rocket Center in Huntsville, Alabama.

Enterprise (NASA Orbiter Vehicle Designation: OV-101) was the first Space Shuttle orbiter. It was named after the Starship Enterprise, featured on the television show Star Trek. It was built for NASA as part of the Space Shuttle program to perform test flights in the atmosphere. It was constructed without engines or a functional heat shield, and was therefore not capable of spaceflight.

Columbia (NASA Orbiter Vehicle Designation: OV-102) was the first spaceworthy Space Shuttle in NASA's orbital fleet. First launched on the STS-1 mission, the first of the Space Shuttle program, it completed 27 missions before being destroyed during re-entry on February 1, 2003 near the end of its 28th, STS-107. All seven crew members were killed.

Challenger (NASA Orbiter Vehicle Designation: OV-099) was NASA's second Space Shuttle orbiter to be put into service, Columbia having been the first. Its maiden flight was on April 4, 1983, and it completed nine missions before breaking apart 73 seconds after the launch of its tenth mission, STS-51-L on January 28, 1986, resulting in the death of all seven crew members.

Discovery (Orbiter Vehicle Designation: OV-103) was one of the orbiters of the Space Shuttle program of NASA, the space agency of the United States, and was operational from its maiden flight, STS-41-D on August 30, 1984, until its final landing during STS-133 on March 9, 2011. Prior to its retirement, Discovery was NASA's Orbiter Fleet leader, having flown 39 successful missions during over 27 years of service. In 1984, Discovery became the third operational orbiter following Columbia and Challenger.

Atlantis (Orbiter Vehicle Designation: OV-104) is the last Space Shuttle orbiters in the Space Shuttle fleet belonging to the National Aeronautics and Space Administration (NASA), the spaceflight and space exploration agency of the United States (the other operational Space Shuttle being Endeavour). The Atlantis was the fourth operational (and the next-to-the-last) Space Shuttle to be constructed by the Rockwell International company in Southern California, and it was delivered to the John F. Kennedy Space Center in eastern Florida in April 1985.

Endeavour (Orbiter Vehicle Designation: OV-105) is one of two currently operational orbiters in the Space Shuttle fleet of NASA, the space agency of the United States. (The other is Atlantis.) Endeavour is the fifth and final spaceworthy NASA space shuttle to be built, constructed as a replacement for Challenger. Endeavour first flew in May 1992 on mission STS-49 and was scheduled for decommissioning in 2010. Before its decommissioning, NASA expects to use Endeavour for the STS-134 mission. Its STS-134 mission was originally thought as the final mission of the Space Shuttle program, however, the proposed STS-135 mission was approved, and now Atlantis will be the final Space Shuttle to fly.

Augmented Reality

So one of my colleague (Sazzad Rafique) was sharing his experience of Augmented Reality at the Lego store in New York city called "Lego Digital Box". Basically when you place a box of Lego in front of the camera it reads the barcode on the box and displays three dimensional model of what can be made from that box of blocks on the screen.

So this made me think of an idea. I'm sure someone somewhere already thought of this but it would be really cool if there was something like "Lego Digital Box" for clothing stores. You go to a shop pick up couple of khakis and t-shirts. Stand in front of the camera that scans your body and the barcodes on the khakis and t-shirts. Voilà! the screen will display a three dimensional model of you wearing those clothes. This will help you judge how the clothes looks on you, if it fits perfectly or not, stop skin and other diseases by wearing the same clothes worn by others, help people who have hyper-concern over personal hygiene & germs and my personal favorite no more trialing for clothes, I'm super lazy :)

This will also help cut down the workforce, as the clothes doesn't need to be folded and stacked on the shelves over and over, thus saving money...

First U.S. Rehab Center for Internet Addiction

Do you go nuts when your internet connectivity is down? Do you often think about bombing the shit out of your ISP (Internet Service Provider)? Are you an Internet Addict?

Don't worry now we have a solution for you at reSTART. Take a loan and pay us approximately $14,500-$15,500 for 45 day program and you shell be free from your life. Oh! did I say life, I mean from your internet addiction. We also accept credit card.

Bargain of your life, contact reSTART

Related Links: Mashable, The Business Insider, Trends Updates

Form follows function

Its really shocking that educated people at this era thinks "Form follows function" is gibberish. I'm not saying that I understand all of it but at least I'm not dumb enough to say that its gibberish and have the curiosity to learn about it.

Just in case you don't know what that means -
"Form follows function is a principle associated with modern architecture and industrial design in the 20th Century, which states that the shape of a building or object should be predicated by or based upon its intended function or purpose."

Anyway it's been used worldwide, from designing a simple website to a complex space shuttle. Before building something doesn't matter what it is, it can even be a paper plane, you have to know the function or purpose of the entity. Its not rocket science is it? If you fail to understand the purpose of the entity you are building, the entity is ought to be a complete failure at the end of the day.

Between the purpose of a paper plane is to glide when you release it from your hand, the more it glides the better your design is. Just in case some of you don't have enough brain power to figure that out.

Related Links: Form follows function

Broadband, Bandwidth and Bangladesh

Eeeepee! we now have submarine cable and the bandwidth price will decrease. BTRC has slashed the domestic bandwidth charge by 60 percent to reach the internet facilities to the rural people, which will help alleviate poverty and ensure development.

"I still have to pay the same amount of monthly subscription fee and get the same crappy connection and they are talking about rural people, FUNNY."

Well after I heard this, which was almost 3 years ago, I thought finally opportunity will open up for freelancer and small software companies, who does outsourcing work. But as you can see 3 years has passed and only the big companies who can afford 10/15 MBPS connection are getting the benefits.

As you all know bandwidth price is a very big issue for small software companies. If you have a great idea of doing something you can't do it cause of money in this country and your government won't do anything about it. They will sanction loan to someone who already have heck lot of money but not to a guy who have a vision of doing something for him and his country. I know people who are rich and getting richer every day, thanks to the government.

Well government & people of this country think realistically for a minute - rural people needs food, shelter and want to stay alive they don't need internet, they want to survive. So think about the companies & individuals who can bring money in your country and help them, by doing that you also help the rural people.

Information Technology is the future and your country can really do good in this sector, look at India as an example, so help them every way you can. Make sure the price you implemented for bandwidth is actually carried out by the distributor and the bandwidth is not miss used in any illegal facility.