Our Story
An MNC in the IT Enabled and Knowledge Based Services sector, Apex DMIT provides 24/7 data management, software, analytics and infrastructure services solutions in the financial, banking, real estate industries in the US and Bangladesh.
Catalyzed by his mother’s comment regarding giving back to his homeland, Chairman of Apex DMIT, Mike Kazi - a successful businessman in the US - established one of the first BPO businesses in Bangladesh in 2009. His move to Bangladesh was based on his mother’s strong belief that nothing would eventually matter if Mike did not create jobs in Bangladesh.
Today, his company has 1500+ employees across offices in Bangladesh and the US. It provides 24/7 services helping business owners and companies complete a wide variety of tasks such as property management, technology services, administrative duties, ecommerce integration, reporting and research in the US banking sector and real estate industry and Bangladesh market.
By earning foreign currency for Bangladesh through the export of IT services, implementing IT projects and by providing IT Enabled Services in Bangladesh, Apex DMIT aspires to be the largest US based IT Enabled Service provider in the country that is aligned with the government’s goals of a Digital Bangladesh. We are focusing on attracting a part of the Global ITeS business into Bangladesh and help enable the country to reach its goals of 4IR sustainability. We will continue to bring in one of the highest foreign currency revenue for Bangladesh in the IT sector.
Having a 20% female workforce, Apex DMIT is working steadfastly towards up skilling the local labor force in Bangladesh. As an equal opportunity employer Apex DMIT is also working to bring the gender balance in the company to 50/50 by 2025.
Through a separate training division we nurture and develop talent to deliver on our brand promise of “Quality Work, On Time Every Time” and living our moto of “Ultimate Customer Service”.
Through an entrepreneurial and fun work culture in an innovation & learning focused environment Apex DMIT attracts the best talents of the country to join our growing team.
Our mission is to make Bangladesh’s IT/ITeS industry a better place to build careers and to make the lives of a million people better through modern technology.
We live and breath our purpose Positively impact the lives of a million people by using modern technology and empowering people to realize their potential everyday.
The Brand Promise & Operating Discipline
Two commitments that work as a system. The Brand Promise is what Apex DELIVERS to clients (external). The Operating Discipline is how Apex produces it (internal). Together, they keep WOW grounded and Accuracy → Speed → Transparency aspirational.
WOW or don’t ship it
Apex doesn’t deliver average. Every interaction is an opportunity to leave the receiver with a better story than they expected. This is the Brand Promise — what Apex delivers to clients. Not a Core Value.
Accuracy → Speed → Transparency
Get it right. Then get it fast. Always be transparent. This is how Apex produces WOW. Tie-breaker rule: if accuracy and speed conflict, accuracy wins. If speed and transparency conflict, transparency wins.
“Positively impact the lives of a million people by using modern technology and empowering people to realize their potential”
The Four Apex Core Values
How We Behave. Plus our Brand Promise and Operating Discipline.
Honesty in Words and Action
What this looks like in action:
- Telling clients the truth even when the news is bad — late delivery, cost overrun, vendor failure
- Surfacing problems early, not hiding them until they explode
- Sending the update that confirms what's already understood — just to be sure alignment is real
- Picking up the phone when an email thread is going in circles
- Repeating critical information in writing AND verbally for important matters
- Listening fully before responding, even when you already know what to say
- Naming the elephant in the room when others are avoiding it
- Closing every conversation with 'are we aligned?' rather than assuming
- Admitting when you don't know something rather than guessing
- Acknowledging mistakes the moment you discover them
- Telling colleagues hard truths kindly, rather than soft truths politely
- Documenting accurately, not aspirationally
What this is NOT:
- Burying bad news in long emails hoping no one notices
- Telling the client what they want to hear and figuring it out later
- Sandbagging numbers so we always look good
- Hiding errors instead of escalating them
- Saying 'yes, sir' when the answer is actually 'no'
- Assuming people 'should know' something
- Sending one-line emails for situations that need context
- Going silent during a problem instead of escalating
- Avoiding hard conversations because they're uncomfortable
- Ending meetings without confirming who does what by when
Pursue Evolution and Learning
What this looks like in action:
- Volunteering for the new tool, the new process, the new client — not waiting to be told
- Suggesting improvements without being asked
- Adapting quickly when leadership changes a process
- Welcoming new teammates and helping them find their footing
- Treating change as opportunity, not threat
- Letting go of 'the way we've always done it' when something better emerges
- Learning a new skill outside your job description on your own time
- Asking for feedback you don't want to hear
- Volunteering for projects that stretch you uncomfortably
- Reading, watching, listening, and translating it back into work
- Helping a colleague develop a skill you've already mastered
- Treating every difficult task as a chance to expand
What this is NOT:
- 'But we've always done it this way'
- Resisting new tools or processes by quiet non-compliance
- Treating organizational changes as personal attacks
- Holding onto outdated work methods because they feel safe
- 'I've been doing this for X years, I know enough'
- Refusing assignments because they're outside your comfort zone
- Defending your current skill set instead of expanding it
- Treating performance reviews as judgment days rather than learning moments
Build a Progressive Team
What this looks like in action:
- As managerAsking your team what's blocking them — and removing it
- As managerCrediting team members publicly, criticizing privately
- As teammateOffering help when you see a colleague struggling, before being asked
- As teammateSharing knowledge and tools rather than hoarding them
- Treating new hires as future leaders, not new bodies
- Celebrating teammates' wins as if they were your own
- Speaking up when team dynamics are slipping, not after they've broken
- Choosing the team's success over personal credit
What this is NOT:
- As managerMicromanaging or policing instead of enabling
- As teammateInternal competition that withholds knowledge from peers
- Tolerating a teammate's poor performance because confronting it is uncomfortable
- Forming cliques that exclude others
- Watching a colleague struggle and saying 'not my job'
- Taking credit for the team's work
- Letting team conflict fester rather than addressing it
Take Ownership Like You Signed It
What this looks like in action:
- Treating every work order, every email, every task as if your name is on it
- Following up on the handoff to make sure it landed, not assuming
- Owning the outcome when something fails on your watch — without blame
- Closing loops you opened, even when you've moved on to something else
- Documenting decisions and actions so accountability is visible
- Saying 'I'll handle it' and then handling it
- Stepping into messes that are not strictly yours when no one else is
- Treating commitments like contracts — even verbal ones
What this is NOT:
- 'That's not my job'
- 'I sent the email, my part is done'
- Blaming the previous person, the system, the client, the vendor
- Forwarding problems sideways instead of solving them
- Disappearing when something goes wrong
- Excuse-making instead of fact-finding
- Letting a problem die in your inbox because nobody else owns it either