Devsinc

I started as a Full Stack Developer, and worked alone and in teams, as a leader and otherwise, with large groups and startups. I am now a serial entrepreneur, working with a variety of businesses. I have made several successful exits after having spent more than a few years running businesses, finding different startups, and launching several successful products. I founded Devsinc in 2008. The millennials of today inspire me a lot. I want to provide seed money to young entrepreneurs and teams whose dream and commitment I can share. Always learning and seeking is how I visualize my future.

Founder and CEO

I began my journey as a Full full-stack developer and evolved into an entrepreneur leading innovation at scale. In 2008, I founded Devsinc, now recognized as one of Pakistan’s fastest-growing technology companies, delivering world-class engineering and digital transformation services across the US, MENA, and APAC.

With multiple successful exits and over a decade in tech leadership, I focus on building high-performing teams, driving large-scale impact, and advancing technology that defines the future. I also invest in and mentor emerging founders, helping them grow ideas into globally competitive ventures.

Driven by purpose. Focused on impact. Building what’s next.

Usman Asif

Three years into building Devsinc, I sat in a conference room in New York with a potential client. Their CTO asked me point blank: "Are you still coding, or are you just managing now?"

The question stung. Because it exposed the exact tension every founder wrestles with. When do you stop being the person who builds and become the person who builds the team that builds?

McKinsey just published research showing that 78% of companies that find product market fit fail to scale. Not because they lack technical skill. They fail because founders can't make the shift from charismatic success to systematic execution.

I've lived both sides. Started writing code in Lahore at 19. Built my first profitable software product at 23. Spent the next decade believing that if I worked harder, coded faster, sold better, we'd break through. What I didn't understand then: innovation got us to $5 million. But institutionalization is what gets you to $50 million.

Deloitte's 2025 Chief Transformation Officer Study found something remarkable. Companies are now spending 2.5 times more on transformation budgets than two years ago. And over 80% of these programs are meeting or exceeding their targets. Why? Because founders are finally accepting what I resisted for years: systems beat heroics.

But here's the paradox. Companies led by transformational leaders report 78% higher employee satisfaction. The data from Deloitte shows that organizations focused on innovation are 3.3 times more confident about their growth. So we can't abandon the innovation mindset when we institutionalize.

The answer isn't choosing between innovation and structure. It's knowing when each serves your company better. Early stage, you need innovation velocity. Scale stage, you need operational consistency. But at every stage, you need both in different proportions.

I still code sometimes. Not because Devsinc needs me to. Because I need to remember what it feels like to build something from nothing. That founder instinct never fully disappears. It shouldn't.

The real skill is knowing when to step back from the keyboard and step into the boardroom. Both are acts of creation.

Access 2000+ software engineers in your time zone | Founder & CEO at Devsinc

The right conversations don’t wait for occasions. Occasions are created for them.

This Sunday, I hosted a private brunch with fellow tech CEOs from Pakistan IT Industry Association (P@SHA) and beyond. Over five-plus hours, we had candid discussions on the industry’s direction, policy frameworks, long-term plans, and where meaningful collaboration can actually move the needle.

Moments like these matter. No one builds an industry in isolation. If Pakistan’s tech sector is to scale with intent and credibility, we need more forums that are honest, respectful, and action-oriented.

Grateful for the time, the openness, and the leaders who chose to show up.

Gen Z “not listening” is more of a you problem.
The more I interact with them, the more I realize: they are not hard to manage, they are fun to manage.

Most workplace processes are built for compliance: follow instructions, stick to the system, don’t ask too many questions. Gen Z is not wired that way. They are not dummies.

We design processes poorly, then complain, “They don’t listen.” Listening was never the issue. Engagement was.

Gen Z questions everything, and they should. We learned from phones by typing. They learned by giving audio commands. We searched for answers. They grew up asking for them. This keeps you alert and re-drives your purpose.

As a millennial, I see it clearly. Their strength is questioning norms. Exposure gives millennials an edge, but curiosity drives growth. Exposure without curiosity leads to stagnation. Curiosity without structure leads to chaos.

The leadership lesson is simple:
- Design better processes
- Explain the why
- Build systems worth following 

Gen Z does not need to be controlled. They need to be engaged.

When they are engaged, they do not just listen. They outperform. 
Leadership is about making them want to follow, not forcing them.

People often ask me why we don’t test coding in interviews.
If you have a CS degree, we already assume you know how to code.

The real differentiator is how you think, how you break down problems, and the quality of questions you ask.

We're moving to a new world, and here, problem-solving is the skill you need to excel at.


#Devsinc #Hiring #Coding #ProblemSolving

Consistency builds momentum and 2025 proved it again.

Devsinc continues to build beyond boundaries.

Everyone dropped their 2025 recaps in December. We're dropping ours now.

Because 2025 deserved more than a quick year-end scroll.

We opened offices in Dubai, London, and Riyadh. We acquired companies that strengthened our vision. We attended events across Singapore, Tokyo, Dubai, and Riyadh that brought our global team together. We closed enterprise clients in the UAE, KSA, UK, and USA regions. We built a culture stronger than ever, one event and one milestone at a time.

So yeah, we took our time. Good things are worth the wait.

Here's to everything we built in 2025 featuring Usman Asif

"I'm stuck in my job. What can I do to get out?"

This is the question I get asked constantly. At dinners. In DMs. From friends of friends who want "quick career advice."

And you'd think I'd give you some philosophical, impractical answer that ultimately does nothing. But trust me, I understand the grind. So here's the only thing I've seen actually work:

Some magical recruiter is not going to spot your hidden potential. You have to make sure you get noticed.

Now, most people hear "get noticed" and think self-promotion. Playing politics. Talking yourself up in meetings.

That's not what I mean.

I've watched junior employees mock their colleagues for volunteering to do something they weren't getting paid for.

"Why would you do extra work for free?" "That's not even your job." "You're making us look bad."

And then, two years later, those same people wonder why that colleague got promoted and they didn't.

Here's what happened: that colleague took ownership of something nobody asked them to own.

Maybe it was a problem their manager complained about every week but nobody was fixing. Maybe it was a client relationship everyone was scared to touch. Maybe it was just the stuff that falls between job descriptions and sits there rotting. They just handled something.

And here's something people don't talk about enough: You end up becoming someone's right hand. You're suddenly in rooms you shouldn't be in yet. Hearing how decisions actually get made. Learning things about the business, about fundraising, about strategy, that nobody can teach you in a classroom or a course. You absorb it because you're there.

And eventually, you stop being the right hand. You become someone important yourself.

That's the pattern. Every single time.

I've hired people like this. The ones who think like owners before they have the title. Who care about outcomes. Who take the blame when things break and share the credit when things work.

Those people are rare. And they never stay stuck for long.

I was honoured to serve as Chief Guest at Ghulam Ishaq Khan Institute of Engineering Sciences and Technology’s 22nd International Conference on Smart Communities.

I spoke on The AI Reckoning: How AI Will Reshape the Global IT Landscape by 2030: a direct conversation about what’s coming, what will break, and what leaders in tech, academia, and industry must unlearn to stay relevant.

What stood out was not just the scale of the conference, but the seriousness of intent. Ghulam Ishaq Khan Institute of Engineering Sciences and Technology continues to position itself as a place where global thinking meets local responsibility, alongside respected voices from leading international institutions who added a strong academic and research context to the discussion.

AI is no longer a future topic. It’s a leadership test of vision, ethics, and execution. Conversations like these decide who builds the next decade and who gets disrupted by it.

2025 tried to shrink the IT industry.
We chose to redesign how we grow.

To 2026: Upwards and Onwards!

How was your 2025 and what are your plans for 2026?

#2025wrapped #2026 #NewYear

Since childhood, I’ve had a habit that came from losing more than winning.

Whenever life teaches me a lesson through a mistake, I write down the core principle behind it. I revisit these notes during quiet moments to ensure I don’t repeat the same mistake twice.

Yesterday, while rereading the principles I learned while scaling Devsinc globally, I felt compelled to share them here, especially with younger founders and operators who are still early in their journey and don’t yet realize how expensive certain mistakes become at scale.

Here you go; 

1/ If you often feel overwhelmed, you are probably holding on to work you should have done months ago.

2/ The biggest bottleneck in most businesses is the founder’s need to control everything.

3/ Freedom comes from deciding only what truly needs you and systemizing the rest.

4/ If the business cannot run without you, you own a job, not a company.

5/ Delegation without systems is just paying others to compensate for your indecision.

6/ Growth does not destroy companies, founders who refuse to evolve do.

7/ Every task you keep because of your ego limits how big the business can get.

8/ Leverage is built by making yourself less necessary, not by working harder.

9/ If work only makes sense when certain people are present, there is no system.

10/ Talent fails when the founder refuses to give it structure.

11/ Being important does not mean the business should depend on you.

12/ Control and micromanagement feel safe early, but they are the slowest way to kill a business.

13/ Your job is to design the system, not to outwork everyone in it. A founder builds the machine, then steps back and lets it run.

Freelancing pays the bills, but it doesn’t build the future by default. It’s a gateway to entrepreneurship, not the destination. 

Markets move fast, skills saturate, and comfort quietly kills growth. 
If you’re freelancing today, put at least 10% of your time or money into R&D so you’re ready for what’s next before you’re forced to adapt. 

The shift always comes. Those who prepare early stay in control.

Most people don’t fail at their careers.
They simply stay in the lane they entered for too long.

Years go by. Titles change. Salaries adjust just enough to feel like progress. Yet for a large majority of professionals, income and influence barely move across brackets over an entire career. The effort is there. The trajectory isn’t.

Today, getting a job is no longer the real milestone. Most graduates do get employed. What’s becoming rare is upward mobility, the ability to grow income meaningfully, build leverage, and avoid long term plateau.

The real separation doesn’t happen in the first few years. It shows up over a decade. A small percentage compounds while most stabilize early and stay there. Same education. Similar hours. Completely different outcomes.

Markets have quietly changed how they value people. Time served matters less. Relevance matters more. Skills that are scarce accelerate careers. Skills that stay static slowly lose pricing power. This isn’t sudden disruption. It’s gradual repricing.

That’s why younger professionals with globally relevant skills now overtake seniors in income. Age, titles, and experience no longer act as safety nets. Comfort has replaced protection.

The most dangerous phase isn’t failure. It’s stability without renewal. 

Somewhere around the early thirties, learning becomes passive, risk tolerance drops, and careers start optimizing for predictability instead of growth. Nothing breaks. Nothing collapses. Growth just slows quietly.

What’s emerging is a divided workforce. A small group with compounding careers. A much larger group with fixed paths. The difference isn’t talent or intelligence. It’s the discipline of making better decisions consistently, long before the consequences are visible.

In the modern workforce, effort is enough to stay employed.
Trajectory decides who keeps moving forward and who gets overtaken.

You spend 30 year working and still won't be independent.

Whenever I go for a session, the question most students and young professionals ask is this: Which tech stack should I stick to so my future is secure?

At PsiFi at Lahore University of Management Sciences, the same concern came up again. And the answer remains unchanged. Security doesn’t come from a stack; it comes from problem-solving ability. Tech will keep evolving. What the market consistently rewards is judgment, adaptability, and the ability to build solutions that actually work.

We spoke about Pakistan’s role in the global tech landscape, and how early career choices should be made with realism, not assumptions.

The quality of questions showed depth. Less obsession with tools, more curiosity about leverage, execution, and long-term relevance.

That shift in thinking is what will define the next generation of builders.

#LUMS #Psifi #Tech #ProblemSolving

Are you ready to kill your darlings?
The ideas you’re emotionally attached to.
The products that work but don’t scale.

Sometimes you shut down a “successful” product not because it failed, but because you clearly saw what it would eventually become. In moments like these, clarity matters more than applause. 

Knowing what you’re building and knowing when to walk away is often the real difference between progress and noise.

Your competitor just trained an AI model on ten million customer transactions. You have access to 300,000. And half of those are locked behind GDPR restrictions you can't legally bypass.

This isn't a hypothetical. This is the reality facing every CTO I've spoken with in the past six months. The AI race isn't being won by the smartest algorithms anymore. It's being won by whoever solves the data access problem first.

Here's what the market is telling us. 75% of businesses will use generative AI to create synthetic customer data by 2026, exploding from under 5% in 2023 Gartner. That's not gradual adoption. That's a complete market flip in under three years. Studies show synthetic data cuts collection costs by 40% while improving model accuracy by 10% EC Innovations.

But the real number that should wake you up: 60% of data leaders will face critical failures managing synthetic data by 2027, risking governance, accuracy and compliance Gartner. We're rushing toward a solution that most organizations aren't equipped to handle.

I've spent 15 years watching technology waves crash over enterprises. This one feels different. The gap between early movers and laggards isn't measured in quarters anymore. It's measured in weeks. Manufacturing companies using synthetic sensor data for predictive maintenance are seeing 25% productivity gains and 70% fewer breakdowns Technostacks. Their competitors are still arguing about data sharing agreements.

The math is brutal and simple. Real patient data takes 18 months to get approved for AI training. Synthetic patient data gets approved in three weeks. Same privacy protection. Better bias control. Synthetic data can reduce AI model biases by up to 15% EC Innovations because you can engineer fairness in rather than discover discrimination after deployment.

Forrester now lists synthetic data as a top emerging technology for 2025, with regulators actively encouraging adoption in financial services, insurance, healthcare and the public sector Forrester. Read that again. Regulators are encouraging this. The same regulators who spent the last decade building walls around data are now opening gates to synthetic alternatives.

Every enterprise leader faces the same choice right now. Wait for enough real-world data to accumulate naturally, falling further behind each month. Or learn to generate the future you need to train for.

The winners won't be determined by who has the most data. They'll be determined by who figures out how to manufacture the right data fastest.

That transformation is already underway. The only question is whether you're engineering it or getting engineered out of relevance.

The executive across from me in Singapore had just closed a $200 million funding round. His company was scaling across three continents. Revenue had tripled in 18 months.

He looked exhausted in a way money can't fix.

"I make 50 major decisions before lunch," he told me. "By 3 PM, I can't remember what I decided in the morning." Then he asked the question I've been hearing everywhere: "How do the best CEOs stay clear when everything is burning?"

The answer isn't what most people expect. CEOs now face twice as many major challenges simultaneously compared to just a few years ago. 71% of C-suite executives globally would consider leaving their jobs for roles that better support well-being, while nearly one in six leaders is facing burnout.

But here's what the data doesn't capture: the best leaders aren't managing chaos better. They're refusing to participate in it.

Top CEOs who achieved balance shared a common attribute: they had found their North Star, a sense of mission that enabled them to maintain clarity and purpose. The highest-performing leaders approach periods of disruption with calm, clarity, confidence, and focus on future needs as well as current emergencies.

I've spent 15 years building companies from Lahore to London. I've watched founders burn out spectacularly and CEOs thrive under pressure that would flatten most people. The difference isn't stress tolerance. It's clarity about what actually matters.

Workers who feel most aligned with leadership goals are 78% more motivated, yet barely half of employees say they trust top management. Your team mirrors your state. If you're scattered, they're paralyzed.

41% of workers' time is spent on work that doesn't contribute to organizational value. That's not a productivity problem. That's a clarity problem cascading from the top.

The CEOs winning right now have made a radical choice. They learned to drop perfectionism and focus on the 95% of work done well, not the other 5%. They lead with transparency, decisiveness, and inspiration, articulating vision with crystal-clear clarity.

Here's what I've learned: clarity isn't a luxury you achieve after success. It's the weapon you deploy to create it. When everyone around you is drowning in information, the leader who can distill complexity into three non-negotiable priorities wins by default.

Nvidia CEO Jensen Huang champions simpler organizational structures: "I love that there is no privileged access to information. Everyone is working off the same song sheet." Simplicity at scale beats complexity every time.

The executives I respect most aren't the busiest. They're the clearest. They know what they're building, why it matters, and what they're willing to sacrifice to get there. Everything else is noise they've trained themselves not to hear.

In a world optimizing for speed, calm is the ultimate advantage. While your competitors are reacting to everything, you're building toward something. That distinction compounds daily.

In this episode of Majlis, we delve into faith, abstraction, music, cognition, and the question of why knowing more doesn’t always mean understanding better.

This isn’t about winning arguments.
It’s about living aligned.

Watch episode 7 of Majlis with Usman Asif ft. Idrees Butt & Muhammad Sultan Raja 

here: https://lnkd.in/gNeKbyVF

Your retail store is dying. And your website isn't saving you.

Between 2019 and 2024, retail margins shrank by 2 to 3 percentage points annually. Some verticals lost 5 to 6 points. McKinsey's data is brutal: digital laggards are being crushed. Digital leaders are generating 3.3 times higher revenue growth.

Here's what changed: shoppers stopped choosing between online and offline. They want both, simultaneously, perfectly integrated. And most retailers have no idea how to deliver that.

I run an IT company. We build solutions for retailers across three continents. Last month, a CEO told me his conversion rates were collapsing. Premium furniture. Established brand. Loyal customers who suddenly stopped buying online because they couldn't visualize the products at home.

We deployed AR visualization. His return rates dropped from 7% to under 2% in 60 days. Conversion jumped 94%. Not because the furniture changed. Because uncertainty disappeared.

This is the shift. Gartner projects 80% of retailers will deploy AR by end of 2025. Not as an experiment. As survival infrastructure. The AR/VR market just crossed $100 billion and will double to $200 billion by 2030.

But here's what the research from Deloitte and McKinsey reveals: technology adoption means nothing without transformation. Retailers spending millions on AR while running legacy systems from 2010 are burning money. The winners are rewiring their entire tech stack around immersive experiences.

Forty percent of shoppers will pay premium prices for products they can test through AR. Over 90% of American consumers are open to AR shopping. Gen Z expects it. They're not impressed by virtual try-ons anymore. They're confused when you don't offer them.

The brutal truth: if your customer can't see your product in their space, in their context, in real time, they're buying from someone who makes that possible. The gap between leaders and laggards isn't closing. It's accelerating.

The revolution isn't coming. You're already late.

Want to know the reality behind big names? Listen from elo and LAAM.

What no one tells you about building in Pakistan while thinking global.
Thin margins, tough retail decisions, data-driven bets, and the shift from hustle to systems.
From products and platforms to people as the real currency behind scale.

Featuring Umar Qamar and Amir Iqbal. 

Watch Here: https://lnkd.in/dknVeKTe

Grateful to welcome Governor of Khyber Pakhtunkhwa, Faisal Karim Kundi to Devsinc. Our conversation went beyond a visit and focused on where Pakistan’s technology ecosystem is headed and how regional growth plays a critical role in strengthening it nationally. 

As we continues to scale through recent acquisitions including Alchemative, Cloud1, and Datics AI, we discussed expanding delivery capabilities, building stronger regional hubs, and tapping into the immense tech talent emerging from the KP region. 

These discussions matter because globally competitive tech platforms are built when growth, talent, and long-term opportunity move together across the country.

Devsinc Hosts Governor of Khyber Pakhtunkhwa in Landmark Visit, Plans Expansion in Peshawar

Devsinc, Pakistan's IT services and enterprise technology company, hosted Governor Faisal Karim Kundi at its headquarters today. He was received by Devsinc’s Global CEO Mr.Usman Asif 

Mr. Usman gave Governor Kundi a tour of the cutting-edge Devsinc Tower, its world-class facilities and how it is truly one of the top Global Delivery Centers in Pakistan. 

The visit signals Devsinc's plans to significantly expand its delivery operations in Peshawar and explore strategic acquisition opportunities in Khyber Pakhtunkhwa, according to a statement on Thursday.

Governor Kundi's visit comes as Devsinc continues its aggressive expansion strategy across Pakistan. The company has already completed three major acquisitions in 2025, including Alchemative, Cloud1, and most recently Datics AI, building what it describes as an end-to-end AI and digital transformation platform.

The Peshawar expansion will add to Devsinc's existing delivery footprint and is expected to create new opportunities for tech talent in the region. Details on the scale of operations and timeline will be announced in the coming months. The expansion aligns Governor Kundi’s urge to develop the region's tech ecosystem and create high-value employment opportunities.

"This visit represents more than just recognition. KP has youth that has immense talent and potential to deliver IT solutions to Global markets. ," highlighted Mr. Usman Asif, Global CEO of Devsinc. 

Devsinc currently serves clients across healthcare, finance, retail, telecommunications, automotive, and public sector transformation, with offices in all major regions.

Office of the Governor Khyber Pakhtunkhwa | Devsinc - APAC | Usman Asif | Atta Ur Rahman | Ahmed Waqas Akhtar | Qamar Abbas Sipra | Badar Shafiq | Rehmat Qadir | Moiz S. Varind | Rana Umar Majeed | Muhammad Umar Farooq Rana

#Devsinc #expansion #2025 #2026

AI isn’t replacing jobs. It’s replacing certain skills.
The roles will stay, but the expectations won’t.

What used to be enough won’t be enough anymore. The edge will belong to those who can learn fast, adapt constantly, and think beyond job descriptions. In the AI era, relevance won’t come from a title, but from how quickly you evolve with the work.

Dubai Islamic Bank Pakistan

Responsible for the bank’s pan-Pakistan transaction banking and corporate & institutional liabilities book in addition to trade sales, cash management, and proactively supporting DIB’s nationwide corporate financing and investment banking business. 

Started off in 2019 with a CASA portfolio that was only 3% of the overall corporate CASA liabilities book. Within 5 years, grew the portfolio exponentially to a level that exceeds 50% today. 

The business I was tasked to turn around was generating PKR 30 Million in annual income (2018), or less than 0.5% of the bank’s pre-tax profit at the time. Today, it has become one of the highest revenue-generating businesses for the bank, contributing PKR 1.2 Billion (40x) in revenue during the year 2024. This represents 12% of the bank’s pre-tax profit.

Country Head - Corporate & Institutional Liabilities

Equity Global

Debt Capital Markets – Loan Syndication & Debt Restructuring
• Advised various local corporates including Wateen Telecom for raising conventional and Islamic financing facilities totaling PKR 3,200mn (US$40mn) during 2010-14
• Jointly advised Dhabi Erentalu Alke Insaat alongside EquityGate Advisors GmbH for raising convertible debt and equity for the consortium's mixed-use development project and construction of Istanbul’s Seyrantepe football stadium for Galatasaray
• Advised defaulted BRR Guardian Modaraba (Islamic asset manager) and led difficult negotiations with bondholders/investors for restructuring its PKR 800mn (US$10mn) Sukuk

Mergers & Acquisitions – Buy Side & Sell-Side Advisory
• Jointly advised (with Deloitte UAE) a consortium of family offices for the US$50mn acquisition of New Kabul Bank through an IMF-monitored privatization process in 2012
• Advised Ravi Gas LPG Group for its attempted acquisition of Royal Dutch Shell’s 67% controlling stake in Shell Gas (LPG) Pakistan
• Arranged acquisition finance for Indus Sugar Mill's PKR 1,400mn (US$18mn) leveraged buyout attempt of Shakarganj Sugar Mills’ Unit III
• Co-advised Bank Alfalah Limited (Pakistan’s 5th largest bank) for its share-swap acquisition attempt of Emirates Global Islamic Bank in 2009
• Co-advised Bank of Communications (China’s 5th largest bank) for its PKR 13,500mn (US$225mn) acquisition attempt of a 68% stake in a Pakistani bank 
• Advised one of MENA’s largest integrated real estate-to-logistics conglomerate on the divestment and disposal of its PKR 4,500mn (US$40mn) real estate asset in Pakistan
• Advised Colony Group and held negotiations with bidders for its PKR 3,200mn (US$40mn) integrated Phalia Sugar Mills unit

Equity Capital Markets – IPO
• Originated & co-managed Wateen Telecom’s PKR 2,000mn (US$25mn) IPO - one of Pakistan’s largest IPOs at the time
• Assisted AHCL in its distribution efforts for the PKR 2,000mn (US$25mn) IPO of US$750mn Fatima Fertilizer in 2010

Founder | Non-Executive Director

ცენტრალი მიკროსაფინანსო ორგანიზაცია • Central Microfinance organization

Central Microfinance Bank (CMFO) was founded by a well-known Pakistani banking family with 50+ years of experience in the banking sector across frontier & emerging markets in Asia, Africa, and the Middle East. CMFO is licensed & regulated by Georgia’s 🇬🇪 central bank — the National Bank of Georgia.

CMFO provides a wide range of micro-lending services to retail & MSME customers and private wealth products to its HNWI clients. 

CMFO’s goal is to build a strong and healthy community which fosters financial inclusion and provides a positive social impact to all stakeholders involved.

With a valuation (based on an unsolicited private offer) of US$12 Million, CMFO is a profitable financial institution poised to grow its valuation by 2-3x over the next 5 years whilst expanding its network across Georgia.

Co-Founder | Impact Finance

TCS Private Limited

Group Head - Treasury & Corporate Finance
(Dec 2014 - Jan 2019)

Debt Capital Markets – Leveraged Finance
•	Transformed lender profile - negotiated competitively priced debt facilities of PKR 3,500mn (US$30mn) from 8 of the Top 10 banks
•	Reduced TCS’s borrowing cost by over 60% in terms of interest spread

Treasury – Proprietary Investments & Cash Management
•	Introduced active investment management strategy by pooling liquidity into a centralized vehicle for investing in a short/medium-term portfolio
•	Instituted nationwide cash management program - created efficiencies resulting in 200bps decrease in finance cost

Strategic Projects – Credit & Risk Analysis
•	Led entity-wise credit rating exercise for TCS Holdings - resulted in a highly respectable rating

Corporate Finance – M&A / Structured Finance
•	Undertook strategic financial analysis for acquisition of OCS & CCS. Objective: spur consolidation, grow market share, eliminate competition, and pre-empt entry of new players 
•	Arranged PKR 100mn (US$1mn) in financing for TCS couriers, through innovative Islamic fleet financing facility - securitized through assignment of post-fuel purchase sales tax rebate proceeds

Equity Capital Markets – Valuation & IPO / Divestment
•	Co-led discussions & negotiations with listed companies, Intl. DFIs, and PE funds who had expressed interest in taking equity stakes in TCS Holdings, inclusive of Yayvo.com

General Manager – Sales & Operations
(Aug 2016 - Jan 2019)

Corporate, Banking, International, & E-Commerce Logistics Sales
•	Managed a PKR 2,900mn (US$23mn) portfolio representing 22% of the overall credit-based revenue of TCS

Consumer Sales & Distribution
•	Portfolio under management: approximately PKR 800mn (US$6.5mn) growing at a healthy CAGR of 12%

Express Operations & Last-Mile Logistics
•	Responsible for supervising a 600-strong field and in-house ops. team 
•	Re-strategized KHI's field ops. execution model; established dedicated e-commerce last-mile delivery force

Group Head - Treasury & Corporate Finance | GM - Sales & Operations

Standard Chartered Bank

Capital Markets | Investment Banking | Fixed Income Origination & Structuring | Loan Syndication

Associate – Capital Markets 					

• Originated one of the largest ECA financing deals in Asia in 2007: Warid’s EKN-backed US$500mn Ericsson GSM network equipment purchase transaction. Acted as the central point of contact between the client and the bank’s global relationship and structured export finance teams located in Abu Dhabi, Dubai, Karachi, Lahore, and London
• Spearheaded the challenging structuring and distribution effort for the complex and innovative PKR 6,000mn (US$100mn) Wateen Telecom hybrid long-term debt finance and Sukuk syndicated transaction in 2006-07

Relationship Manager – Priority Banking
 			
• Generated fresh liabilities and consumer asset sales of approx. PKR 600mn (US$10mn) in a short timespan of 10 months whilst actively managing an existing portfolio of 200+ high net worth individuals (HNWIs)

Associate - Capital Markets

Corporate & Investment Banker, Debt & Equity Raising Specialist, and Corporate Treasurer with a diversified exposure to the following sectors: Private Equity, Corporate Finance, FMCG, Impact Finance through Microfinance Banking, and Last-Mile Logistics. 

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