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SUFI GROUP · ZUFHAM

My Story

It began with a question a ten-year-old could not forget.

“Every venture is a form of sadaqah jariyah.”

Chapter I

The promise

At around the age of ten, Faisal Mahfuz encountered a Hadith Qudsi in which Allah asks His servant why he did not feed Him when He was hungry, nor visit Him when He was ill — for in feeding the hungry and visiting the sick, the servant would have found Him there.

The words stayed with him. He made a quiet vow: to build halal businesses and to use them to feed the hungry, to provide healthcare, and to create halal employment. That vow is the reason every company that followed exists.

Chapter II

The first companies

In 2012 he founded UNIFORMAKER, manufacturing uniforms for institutions, and launched Paikaree.com, an early wholesale e-commerce platform. Manufacturing taught him discipline — quality, deadlines and scale. Commerce taught him the customer.

Chapter III

From companies to a group

One company became many. Corporate Care, Brandtory, Softozy and AALAA Developers joined the family, and SUFI EMPIRE emerged as the parent institution. SUFIF brought premium modest menswear — designed in Dhaka, made for the world — and Chamrai took the same standard into halal-sourced leather.

To hold it all together he chose a branded house: ZUFHAM, an anagram of his own name, as the master brand for a premium lifestyle ecosystem.

Chapter IV

Faith as the operating system

His days are anchored in prayer, and his public work increasingly is too. The night prayer — Tahajjud — is both a personal discipline and a movement he is building, through the TAHAJJUD book and TAHAJJUD CLUB. FAJR CLUB brings founders together at dawn for faith, fitness and brotherhood.

He and both of his children were born on Fridays — a “Jumu'ah family” — a detail he holds as a reminder of what matters most.

Chapter V

The horizon

The goal for 2035 is ten million halal jobs — created directly by the group's companies and indirectly through the founders trained by FM Academy and the communities he convenes.

It is deliberately ambitious. It demands institutions rather than personalities, systems rather than dependence, and leaders rather than employees. It is, in the end, the same promise made at ten — kept at scale.

The story continues — year by year.

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