Born in 1972 as the eldest of six children, Jahidur Rahman’s early years were shaped by responsibility and resilience. At the age of five, he moved to the UK, stepping into a world that was often unkind to ethnic minorities.
Despite facing discrimination, youngJahid found kindness in his Englishclassmates, who helped him adapt.Their support remained a cherishedmemory throughout his life. However,his world was shaken at 13 when he losthis father, forcing him to put aside hischildhood dreams.
Despite facing discrimination, youngJahid found kindness in his Englishclassmates, who helped him adapt.Their support remained a cherishedmemory throughout his life. However,his world was shaken at 13 when he losthis father, forcing him to put aside hischildhood dreams.
With financial burdens mounting, Jahid took on his first job at an Indian restaurant, Royal
Bengal, in Stockton-on-Tees. Earning just £5, he worked tirelessly, believing that
dedication and perseverance would pave his way forward.
In 1991, during a visit to Bangladesh,Jahid encountered a hungry, cryingchild in a small restaurant. Hissimple act of buying food for just 18taka made him realize the true valueof money—not in wealth, but in itspower to change lives.
In 1991, during a visit to Bangladesh,Jahid encountered a hungry, cryingchild in a small restaurant. Hissimple act of buying food for just 18taka made him realize the true valueof money—not in wealth, but in itspower to change lives.
In 1996, his family relocated to London for betteropportunities. However, his first job there clashed with hisfaith, as he was not allowed to pray. Choosing principlesover convenience, he left and explored new paths.
Determined to build a career beyond therestaurant industry, Jahid joined Mitchells &Butlers PLC in 1997. Through hard work andacademic pursuits at Stanford University, heclimbed the corporate ladder, becoming arespected senior manager.
Determined to build a career beyond therestaurant industry, Jahid joined Mitchells &Butlers PLC in 1997. Through hard work andacademic pursuits at Stanford University, heclimbed the corporate ladder, becoming arespected senior manager.
Jahid never forgot his roots. In 2007, heestablished the Haji Ali Foundation Trust in hisfather’s name, providing education, housing, andrelief aid in Bangladesh. Over time, he became amember of 30+ nonprofit organizationssupporting the Bangladeshi diaspora.
By 2022, Jahid held key leadership roles in multiple UKorganizations, overseeing operations for four companies.His passion for justice and community welfare remainedcentral to his professional journey.
By 2022, Jahid held key leadership roles in multiple UKorganizations, overseeing operations for four companies.His passion for justice and community welfare remainedcentral to his professional journey.
Jahid took on key leadership roles, guidingmultiple organizations with a focus onethical business practices and social impact.
Beyond corporate success, he remained deeply engaged in initiatives that uplifted communities, ensuring his work always served a greater purpose.
Beyond corporate success, he remained deeply engaged in initiatives that uplifted communities, ensuring his work always served a greater purpose.
In 2019, he joined Bangladeshi Probashi OdhikarParishad UK, a wing of Gono Odhikar Parishad. Hesupported movements against injustice, standingfor fair opportunities and democratic rights for thepeople of Bangladesh.
In 2024, history was made as the peopleof Bangladesh stood against anoppressive regime. Jahid Rahman, seeinga rare opportunity for change, steppedforward to represent his constituency.Though new to politics, his vision wasclear—to bring justice, fairness, andprosperity to his homeland.
In 2024, history was made as the peopleof Bangladesh stood against anoppressive regime. Jahid Rahman, seeinga rare opportunity for change, steppedforward to represent his constituency.Though new to politics, his vision wasclear—to bring justice, fairness, andprosperity to his homeland.