What Really Happened in Paris?

With the VivaTech volunteers who kept the energy flowing all day

Kaz Software’s VivaTech 2025 journey: from quiet prep in Dhaka to global interest in Paris. Here’s what unfolded.

We Didn’t Just Go to Paris—We Carried a Story

Our journey to VivaTech didn’t begin with an invite. It began with conviction. Months before the ICT Division confirmed our presence in Paris, our team at Kaz Software was already aligning toward a singular goal: show up like we belong. Not just physically, but in purpose, in voice, and in presence.

It started small—tight internal meetings, reviewing project histories, fine-tuning case studies, and understanding what truly sets our work apart. This wasn’t about adding flash. It was about curating substance. We chose the projects that told the clearest stories: our Emergency Alarm App for the British Red Cross, AI-led monitoring for Good Neighbors Bangladesh, and our enterprise-scale work with many companies across EU. We didn’t just want to show products—we wanted to share impact.

Once our booth details were locked, design came next. We didn’t opt for noise. We designed a visual identity that was elegant, precise, and emotionally resonant. It had to stand tall but speak softly—something that would pull the curious in.

Then, a moment of validation hit back home. The Business Standard ran a feature on our upcoming appearance. It wasn’t just media—it was a signal. We were going as representatives of a quiet movement: Dhaka-based firms stepping confidently into global spaces. Our internal Slack lit up. The team felt it. This was no longer just a trip—it was a statement.

When we landed in Paris, the mood was calm, focused. No rush. No panic. Just a sense of clarity that comes when a team knows exactly why it’s there. On the morning VivaTech opened, Hall 1 was a flood of energy—booths from Berlin, Tokyo, New York. In the middle of it all was our corner—measured, modest, and entirely ready. We weren’t there to seek validation. We were there to show what we’ve already been doing for years. The booth wasn’t a beginning—it was a spotlight.

The Conversations We Never Expected—But Were Ready For

From the moment the gates opened at VivaTech, we saw the scale of it. Thousands of people, from founders to investors to government delegations. While most visitors passed booths in glances, something interesting happened at ours: they paused.

We had prepared for technical questions, but what we got was curiosity that cut deeper. It started with PwC. A handful of their senior volunteers came by, but what surprised us most was that volunteers from their impact team stayed to understand how we built scalable tools for NGOs. They were especially drawn to how we merge humanitarian goals with enterprise-level design—something few firms balance well. By the end, they left with notes and asked us to stay in touch. One even said, “This is the kind of solution we don’t see often—mature, but with soul.”

Then came the LinkedIn Sales Team. We didn’t expect a team of theirs to visit, but they had heard about our international business dev across 28+ countries. They asked questions we enjoyed answering—about our internal usage of their platform, conversion patterns, and feedback on their outreach tools. They offered return value too: guidance based on how other tech firms optimize their use of LinkedIn’s sales stack. That conversation alone made our future GTM strategy sharper.

Bangladeshi software firm earns global attention at VivaTech Paris - Even Linkedin dropped by

But the expo wasn’t just about enterprise leads. African media, particularly AKITSU Consulting, dropped by mid-day. They stayed longer than expected. They explored our AI work—particularly real-time monitoring platforms for government and NGO ecosystems. They asked if we were open to regional coverage. And of course, we said yes. Their promise? “We’ll carry this story back.”

UNESCO was a turning point. Their early childhood team engaged us around their vision of creating digital tools for children under 7. They were looking for a tech partner—not a vendor—to help bring this to life. As soon as we shared our work in education (UNICEF’s real-time school MIS among others), they leaned in. That conversation might still be unfolding—but the seed was planted with purpose.

Then came interest from EU-based investors—UBS, BNP Paribas—and a few from Russia. They saw the power in our AI tools: dashboards that didn’t just analyze but actually advised. They didn’t just ask “what does this do?” They asked: When can we talk again?

Partnership talks with PwC, UNESCO, and global investors mark Kaz Software’s Paris journey

We Left With More Than Leads—We Left With Leverage

VivaTech wasn’t a campaign milestone. It was a shift in positioning. We arrived in Paris ready to tell our story—and we left with the world asking for the next chapter.

Since returning, our team’s Slack channels and inboxes have been pulsing. Leads are warm, not cold. Many of the people we spoke to—PwC, LinkedIn, UNESCO, AKITSU—have already followed up. A few demo calls have been booked. Some requested pilot access to our AI dashboards. Others wanted NDAs in place before we talk further. That’s a good sign.

But what Paris gave us goes beyond names in a spreadsheet. It gave us voice clarity. For the first time in our company’s journey, we saw our work through the eyes of people who have seen thousands of tech firms. And the feedback? “This is different. You guys aren’t mimicking anyone. You’ve built your own approach.”

Back home, that insight has recharged the team. It’s not just about growth anymore—it’s about directional growth. We now know exactly what gets people excited. And we know how to explain what we do—not in slides, but in seconds.

There’s another shift too—how others perceive us. Fellow firms in Dhaka began referencing us in conversations. Competitors began liking our LinkedIn coverage. And some early-stage founders dropped messages just to say, “This gives us hope.”

We know better than to let one event define us. But we also know when a line has been crossed. Paris didn’t just expand our reach. It reshaped our role. We’re not just executing projects—we’re influencing expectations. And that is the real win.

Because we didn’t show up in Paris hoping to be discovered. We showed up ready to be remembered.