From Vision to Impact: Dr. Ishtiaq Mannan
on Advancing Global health

Q. With nearly three decades in global health, do you still love what you do?

Dr. Ishtiaq Mannan: As a student, I was deeply engaged in left-leaning politics, driven by a vision of a just and equitable world. When I began my career in public health, I realized it offered a powerful way to contribute toward that vision.

Over the last three decades, I’ve remained passionately focused on research, program management, and advocacy in public health. My work has never been just a job—it has been my purpose, my motivation, and my tool for driving social change. I don’t distinguish between personal time and professional time; I live and operate on a 24/7 basis. For me, work-life balance means harmony and interconnectedness, not separation.

I’ve enjoyed every moment of this journey—from being a research officer to managing global programs. If given the chance, I’d walk the same path again. I’ve had the privilege of working with incredible colleagues, mentors, and stakeholders, but it’s the connection with people—the ultimate beneficiaries—that has been most rewarding. Few things are more fulfilling than seeing systems strengthen, lives improve, and peers inspired, all resulting from our collective work.

Q. When you reflect on your global health career, how do you perceive the impact of your work?

Dr. Ishtiaq Mannan: My work has always been part of collaborative teams, each member and stakeholder playing a unique role. The impacts we’ve made are multifaceted—some immediate, others with ripple effects across time and geography.

One example I’m proud of is our work in newborn survival. The combined efforts in research, large-scale program implementation, and sustained advocacy in Bangladesh—and parallel work in countries like Nepal, India, Pakistan, and Ethiopia—have been transformative. Randomized controlled trials in Sylhet and Mirzapur produced game-changing evidence that helped shape national and global policies. These low-cost, scalable approaches to newborn care have saved millions of lives.

This body of work helped shift the narrative from expensive clinical models to affordable, effective care in resource-limited settings. At the turn of the millennium, newborn mortality solutions were elusive—today, we know what works.

Later, I shifted focus to maternal health advocacy. We worked strategically to update national policies, standard operating procedures, and initiate dialogues through the BDHS Policy Group. This also led to a national campaign against unnecessary cesarean sections. What began as a voluntary initiative grew into a strong, collective movement involving journalists, legal experts, policy makers, and clinicians. It eventually triggered High Court intervention. While challenges remain, unnecessary cesarean prevention is now high on the health sector’s agenda.

One of the most enduring impacts, though, has been the development of a broad, dedicated network of professionals committed to change. Though dispersed across organizations and geographies, we are united by our shared purpose. This camaraderie is invaluable and continues to fuel meaningful work.

Q. What are you currently focused on, and what are your future plans—and why?

Dr. Ishtiaq Mannan: Currently, I’m working full-time on a USAID-funded global project to strengthen health system resilience in fragile states across Africa, the Middle East, and Latin America. Despite recent policy shifts in U.S. foreign assistance, our project has remained active, focusing on lifesaving interventions in complex settings. In parallel, I stay engaged in health advocacy in Bangladesh. Right now, I’m contributing a chapter to the Bangladesh Health Watch report on corruption in the health sector.

Looking ahead, my goal is to help catalyze long-overdue reforms in Bangladesh’s health system. Despite progress, two questions continue to trouble me: First, how much of our so-called “achievements” are results of planned efforts? Second, how far are we from realizing true, holistic health for all?

The system remains largely unregulated and functions like a laissez-faire market. The people of Bangladesh deserve better. We already know what needs to be done—what’s missing is the resolve to do it. I plan to focus on turning ideas into action, through targeted advocacy and campaigns that push for specific legal, structural, and resource-based reforms. We’ve analyzed and documented enough. Now it’s time to walk the talk—one change at a time.

Q. What long-term impacts might recent U.S. funding cuts have on global health, and how can low-income countries navigate this crisis?

Dr. Ishtiaq Mannan: The international development ecosystem, especially pre-January (2025) changes, was built over decades—deeply interwoven and mutually dependent. While geopolitical interests played a role, the system also met the real needs of vulnerable communities. I’ve witnessed those needs firsthand.

The U.S. Government wasn’t just a player—it was a major artery in this system. Cutting off that artery disrupted the entire network. We’re seeing the immediate effects now, but the full impact will unfold over time.

What’s most troubling is the abrupt and poorly managed nature of the cuts. Regardless of the motives, the process lacked thoughtfulness and humanity. When you build responsibility, withdrawing it must also be done responsibly.

Going forward, multilateral actors will need to step up. Low-income countries must invest more in their health systems and explore regional collaboration. This crisis could also be a wake-up call—an opportunity to re-evaluate priorities, improve efficiency, and reallocate resources strategically.

Q. Given current funding challenges, what three essential skills should the next generation of global health leaders develop to thrive?

Dr. Ishtiaq Mannan: While funding challenges are real, my recommendations stem from broader, long-term trends rather than just recent events.

Analytical and Critical Thinking:

Our education systems often discourage questioning. But innovation starts with asking “why?” Without curiosity and the courage to challenge assumptions, knowledge becomes stagnant. Potential global health leaders must develop the habit of digging deeper and seeing beyond the obvious.

Fluency in Technology:

This isn’t about inventing the next big tech—it’s about embracing technology as an extension of ourselves. As AI, data tools, and platforms evolve, leaders must treat them like everyday essentials. Just as we choose clothes, we must seamlessly choose and use the right digital tools.

Entrepreneurial Mindset:

We need leaders who take initiative—not because of a funding call or job description, but because they see a need. The health sector is full of opportunities for innovation. Design thinking and market-oriented approaches can help develop locally appropriate solutions—even within the development space.

Q. What book are you currently reading? What is one key insight you have taken from it?

Dr. Ishtiaq Mannan: I just finished Sapiens by Yuval Noah Harari. It’s a sweeping narrative of the last 70,000 years, tracing human evolution through cognitive, agricultural, and scientific revolutions.

What struck me most is how our ability to destroy ourselves sets us apart as a species. Nuclear weapons and AI have given us the power to self-extinct—something unique in the history of life. Yet this realization may also be prompting us to build stronger institutions and guardrails.

Another fascinating insight is our proximity to a fundamental transformation. With rapid progress in AI, genetics, and quantum science, Homo sapiens might soon evolve—not through natural selection but through human design—into a biologically and functionally different race.

Lastly, Harari’s take on happiness resonated with me. He suggests it’s more biological than circumstantial, and that chasing happiness in specific ways can often be counterproductive. There’s no universal scale to measure it, and the pursuit itself can sometimes lead us astray.

Q. Who is your public health role model, and what about their work inspires you?

Dr. Ishtiaq Mannan: I don’t have a single role model—I have many. I’ve learned from colleagues, team members, and mentors alike. Each has inspired me in different ways.

One colleague, while wheeling her critically ill mother into the ICU, still managed to send a document I had requested. She didn’t have to—but she did. That level of dedication inspired me.

A mentor built a world-class research team in rural Bangladesh, brick by brick over decades. His perseverance moved me.

Another colleague, after losing his job, immediately began driving his car as a car rental business. His resilience was remarkable.

Even your well-crafted interview questions impressed me—I found myself aspiring to your level of articulation. I could go on. These moments and people have shaped me, and continue to do so.

Q. Do you see yourself returning to Bangladesh in the coming years, considering your current career abroad (USA)?

Dr. Ishtiaq Mannan: Absolutely. Even if I feel like a global citizen, Bangladesh is where I belong.

As soon as my current assignment ends and I fulfill a few personal commitments, I intend to return to Bangladesh. I’m actively exploring opportunities. My focus will be on health advocacy, universal health care, and leveraging technology to improve quality and access. I’m eager to contribute to systemic change on the ground—where it matters most.