Our story

From 1995 to 1998, Alex served as the project lead for the upgrade and renovation of 15 132kV substations in Bangladesh. He was responsible for the turnkey project, overseeing the design, manufacturing, transportation, civil construction, electrical installation, testing and commissioning. The experience gained during this period, including project management expertise and the establishment of close relationships with manufacturing partners, laid a solid foundation for the supply chain services, project management, brand representation, and distribution networks that we currently provide. It represents a wealth of accumulated experience.

Alex led a team in the comprehensive upgrade and transformation of Bangladesh’s national power grid, spanning numerous major cities and their transmission lines. This laid a solid foundation for the country’s industrialization, particularly in industries like textiles, that surged after the 1990s. It demonstrates the paramount significance of infrastructure development in a nation’s economic advancement. Our project management capabilities also saw significant enhancement.

In 2014, Alex crossed paths with Aston Marks and began assisting him as a project manager in implementing an innovative project. In the field of mining cable repair, the industry had been using the same methods for decades. The goal of this innovation project was to find ways to increase efficiency, enhance safety and invest in building a new generation of cable repair centres. Under the leadership of Philip Marks, Aston Marks and the R&D team, Alex leveraged his out-of-the-box thinking and resource integration skills to help achieving the project’s objectives with a limited budget. As a result of this project, KableX was established, and cable repair centres were set up in multiple locations, including Dysart, Singleton, Orange, and others. These centers now provide efficient and high-quality services to mining and tunneling clients, showcasing the success of the project.

 Over the course of the three years since the onset of the 2020 pandemic, many businesses encountered significant challenges in their supply chains. Ausinland made every effort to assist clients in overcoming these difficulties and ensuring the continuity of their operations. Some clients faced disruptions as their existing suppliers ceased deliveries, and we helped them swiftly establish new supply chains. For products not available in the market, we spared no expense, marshaling our technical expertise to develop them ourselves, ensuring the rapid supply of newly developed products to our clients.
In a shipping market marred by delays and factories unable to operate normally due to the pandemic, we implemented numerous measures to keep our clients’ deliveries relatively on track. Despite shipping and production constraints, we managed to keep lead times within two to three months, a significant improvement compared to the usual six months to a year. This significantly mitigated the adverse impacts of the pandemic for our clients.
In 2021, Shenhai AI was founded to enhance automation and artificial intelligence, reducing the impact of staffing shortages during the pandemic. Simultaneously, Shenhai Health, a nonprofit initiative, was established to promote health knowledge and help people access accurate medical and health information more easily.

Ausinland has always centered its operations around customer needs, and our existence is defined by our commitment to helping our clients grow and succeed. In response to our customers’ requirements, we have consistently aligned the world’s best brands with the most capable distributors and provided support to both parties in their development. To facilitate this mission, we established a new company, Collaborative Distribution Networks (CDN). In line with our social responsibility values, we collaborate with Indigenous businesses, providing them with support and giving rise to the new Indigenous enterprise, Buya.
In today’s rapidly changing and uncertain market conditions, relying solely on the resources and capabilities of a single company can be limiting. Ausinland embraces an open, collaborative approach, forming close partnerships with enterprises that share similar principles of open cooperation. We break free from the confines of individual company boundaries, promote resource sharing, enhance mutual communication, and jointly pursue larger objectives. For instance, in the realm of carbon neutrality, we collaborate with EUREF to plan and develop zero-carbon industrial parks alongside more enterprises. In infrastructure projects like high-speed rail lines, we do our utmost to assist capable companies in seeking cooperation. In essential infrastructure endeavors such as power projects, we continue our efforts in developing countries while fostering mutually beneficial collaborations between Eastern and Western enterprises.