Luminary magazine nov dec 2016

THIS MAN HAS CHANGED THE TECH MAP OF PAKISTAN

SALIM GHAURI

CEO & FOUNDER NETSOL TECHNOLOGIES HONORARY CONSUL OF AUSTRALIA FOR PUNJAB

AN INNOVATION SPECIALIST AND TECH GENIUS Mr. Usman Mobin Chairman NADRA

CONTENTS Nov 2016/Dec 2016

54 How I Did It?

Exclusive Interview with Mr. Abduul Wahid Qureshi

38 Why? Dth Is A Sore Point In Media Policy

44 Profesional Graph Of Shahkam

Exclusive Interview with Mr. Shahid Kamil Butt

50 Gadgets & Apps

The Science Behind The Samsung Galaxy Note 7’s Battery Fires

16 TEN REASONS NICE BOSSES FINISH FIRST

48 Three Factors Every Entrepreneur

Need To Focus While Planning For An Emergency Situation…

60 Super Sleepers may actually be sleep Deprived

58 A Sixth Sense It’s In Your Genes

52 New Tech Could Read Books Without Opening Them

49 KEY SECRETS FOR MAKING A GOOD BUSINESS PLAN FEASIBILITY FOR YOUR TARGETED INVESTORS

LUMINARY | 06

40 BUSINESS

12 Business News Stand 14 Business Management Enterpreneur’s Guide To Disruption

MANAGEMENT

50 Gadgets & Apps

The Science Behind The Samsung Galaxy Note 7’s Battery Fires

TECHNOLOGY

EXCLUSIVE Q & A

30 Employees Management

36 Office Tech

Nine Things Managers Do That Make Good Employees Quit. How to manage and retain employees...

Build a predictive analytics system when you start your business, not after you start scaling it.

36 An Innovation Specialist & Tech Genius A Great Source Of Learning And Inspiration Mr. Usman Mobin Chairman NADRA

COVER STORY 20 Malik Riaz Hussain Chairman Bahria Town

40 This Man Has Changed The Tech Map Of Pakistan

Salim Ghauri Ceo & Founder Netsol Technologies Honorary Consul Of Australia For Punjab

To Infinity & Beyond...

FINANCE 30 Finance Management Do You Want To Become A Better Cfo? Concentrate A Lot More Than Finance

HEALTH

58 Human Nature A Sixth Sense It’ in Your Genes Taste, smell, vision, hearing, touch and… awareness of one's body in space?

INNOVATION

EVENTS

The Science Behind The Samsung Galaxy Note 7’s Battery Fires

Glimps Of Corporate And Fashion Exclusive Events

50 Gadgets & Apps

62 Exclusive Highlights From Mega Events

LUMINARY | 07

LUMINARY

EDITOR'S NOTE

The highest education is that which does not merely give us information but makes our life in harmony with all existence. Knowledge is no longer a commodity but a necessary tool for progress as any maturing nation evolves from the industrial economies to knowledge economies. The world is now demanding hired heads because analytic skills and expertise are the new artisans.

In times of trials and tribulations, the necessity for self-reflection in order to advance as a society is essential.

Pakistan is a land abundant in business opportunities for investors awaiting eager exploration of markets as well as identifying and mitigating inherent business risks. This initiative begins with improving infrastructure and ensuring the prosperity of social and economic enterprises. These endeavors can only see the light of day in its full potential when there remains no trace of corruption and beauracracy. Only then will there be a renewed faith for the advancement of the nation. Making smart decisions towards a progressive mindset is the foundation towards sustainable development. We are a nation of untapped potential and the time for drawing from that intellect is now.

Winter is on with the cool breeze and even in areas where there is no snow, the nip, and chill in the air is invigorating and above all, provides a much-needed respite from the sweltering, sweaty summer heat. Please accept season greetings on behalf of all LUMINARY team we wish you a great winter and year ahead.

In this edition, you will learn some interesting details about Bahria town Pakistan’s and Asia's largest private real estate developer fueling the velocity of progress and its founder and Chairman Mr. Malik Riaz Hussain please read more on page 20.

Mr. Usman Mobin, Chairman Nadra an innovation specialist and tech genius and the youngest ever Head of any leading Pakistan institution on page no 26.

Mr. Imran Ghani, Managing Director Pakistan & Afghanistan MAN Diesel & Turbo Leading the organization with democratic leadership style and is ready to fuel Power Engineering and automobile sector in Pakistan by focusing Quality, reliability, and efficiency read more on page no 32.

Mr. Salim Ghauri CEO & Founder Netsol Technologies the man who has actually changed the tech map of Pakistan he is not only a legendary figure but he can turn ideas into gold through his extraordinary vision and skills read more in an exclusive conversation on page 40.

On page 44 we have Mr. Shahid Kamil Butt Chief Executive Shahkam Industries a young dynamic personality and a straight talking business mogul. Meet Mr. Abdul Wahid Qureshi CEO 3S Pharmaceutical and CFO Berger Paints Pakistan and learn more about his inspirational success story of a dream, vision and courage on page 54.

KNOWLEDGE A KEY TO PROGRESS

By Mahwish Khan mahwish@luminarypakistan.com

Editor in Cheif Mahwish Khan

Senior Designer Ch. Waqar Ahmad

Head of Video & Photography Imran Shah

Feature Editor S. Mureed Bukhari

Creative Head Mona Yousaf

Videographer M. Hamid Mughal

Head of Productions Fahad Billal Sheikh

Head of Communication Amna Perviez

Video Production Ali Mirza

Editorial: Raheela Yousaf Sadia Razaque Umar Draz Sara G.Miler Laura Geggel

Communication Assistant Rabia Aslam

Coordinator Editorial Graphic Mehreen Ismail

Web Development Javed Mir Rizwan Khan

Human Resources Zubair Chaudhry

Business Development Naveed Shaik Ali Bin Ahmed Legal Advisor Rana M. Razaque The Solutions Administrative Coordinator Ayesha Ali Contributors Travis Bradberry Farhat Abbas Munazza Saeed

Published By LUMINARY Pakistan 1536-D, Civil Defence, Faisal Ghuman Road, Lahore Cantt P.O. 54810, Pakistan.

T: +92 42 35890574 www.luminarypakistan.com The information contained in this publication has been obtain from sources the proprietors beleive to be correct. However, no legal liability can be accepted from any errors. No part of this publication may be reproduced without the prior consent of the publisher.

ENHANCING PAKISTAN’S POSITIVE IMAGE IN INTERNATIONAL MARKETS

www.luminarypakistan.com www.luminarymiddleeast.com www.luminary-magazine.com

WITH A MISSION OF ENLIGHTENING

PAKISTAN’S BUSINESS INDUSTRY IN GLOBAL MARKETS

Making connectivity more effective in International Markets & Business Industry through providing one on one interactions and amazing platforms like Global Business Leadership Forum (GBLF).

BUSINESS

BUSINESS NEWS STAND

China-Pakistan economic corridor (CPEC) China holds the top slot in terms of FDI contribution to Pakistan, replacing the United States and the UK. China-Pakistan economic corridor (CPEC) is a mega project of USD 45+ billion taking the bilateral relationship between Pakistan and China to new heights. The project is the beginning of a journey of the prosperity of Pakistan and China’s Xinjiang. The economic corridor is about 3000 Kilometers long consisting of highways, railways, and pipelines that will connect China’s Xinjiang province to rest of the world through Pakistan’s Gwadar port.

Foreign direct investment inflows into Pakistan have maintained a steady decline, from a $5.2bn peak in 2007-08, for a variety of reasons, but chiefly due to adverse security perception, political instability, and governance challenges. But the further, more than one-third (38pc), slump in net FDI inflows for the first quarter of the current fiscal year surprised many who expected a ‘ratchet up’ impact due to the beginning of the China-Pakistan Economic Corridor, and the feel-good atmosphere brought about by the improved macroeconomic fundamentals created by government circles.

The State Bank of Pakistan reported foreign direct investment for first three months (July-September 2016) at $249.4m against $403.3m of the same period last year, down 38.2 pc. After adjusting for portfolio inflows and outflows, the total foreign investment in the first quarter of the current fiscal year was reported at $368.1m when compared with $793.2m of the same period last year, showing a further decline of 53.6 pc.

Pakistan’s economy The economy is expanding … and seems to have developed sufficient strength to even absorb the ‘shock’ of a potential surge in global oil prices in the near future Pakistan’s economy has recovered somewhat over the last three years as is underscored by the improvements in the fundamental indicators and the International Monetary Fund’s parting note released earlier this month. Chances of a crisis revisiting the economy anytime soon appear minimal.

The economy is expanding — though at a much slower pace than is required to create enough jobs for over 2m people entering the market every year — and seems to have developed sufficient strength to even absorb the ‘shock’ of a potential surge in global oil prices in the near future.

The foreign exchange reserves have peaked to above $24bn, multilateral lenders are ready to dole out more money and international investors willing to buy government bonds — at least for the time being. But the ‘recovery’ remains feeble and perched on extremely rickety foundations as suggested by the LUMINARY | 12

economic data available for the first quarter of the ongoing financial year to September. The current account deficit, for example, has widened to 1.7pc of GDP to $1.36bn, up by 136pc from $579m or 0.8pc of GDP a year ago, on an increasing trade gap, falling remittances, and foreign private capital inflows, according to a media report.

Coal power plants: a potential change In a significant development during October, the Hub Power Company indicated that it might reduce the commercial size of its imported coal power plant joint venture with China Power Hub Generation Company Limited from 2x660MW to 1x660MW. Management cited delays in the Power Purchase Agreement (PPA) and Implementation Agreement (IA) signing with the government (which was to be inked by Oct 11, 2016) as reasons for potentially shelving the Unit-II. The company has also intimated improving the ‘required commercial operations date’ (RCOD) as Hubco had been awaiting finalisation from government before execution.

According to company management, the government has differentiated the status of the two units with Unit-I being ‘early harvest’ in the list of CPEC Priority Projects, while Unit-II was ‘lower in the pecking order in the list’, hence exposing it to potential removal in order to achieve project closure by 2018-19. Unit-I of 1x660MW may achieve commercial operations by 2018-19. Until something concrete emerges, energy sector experts and investors in Hubco are keeping their fingers crossed

Tesla says it will roll out Uber-style ride services program Tesla Motors Inc (TSLA.O) is planning to roll out a ride services program and will announce details next year, the luxury electric vehicle maker said on its website, a service first outlined by Chief Executive Elon Musk in his master plan in July.

News of the Tesla Network was in a disclaimer about the self-driving functionality on new Model S vehicles. Musk said Tesla is building new vehicles with the necessary hardware to eventually enable full autonomy, although the software is not yet ready.

"Please note that using a self-driving Tesla for car sharing and ride hailing for friends and family is fine, but doing so for revenue purposes will only be permissible on the Tesla Network, details of which will be released next year," read the

disclaimer. Tesla did not immediately respond to a request for more detail. Car makers have rushed to invest in so-called mobility services, hoping to capture the potential trillions of dollars in revenue from selling both vehicles and such on-demand services, while carving out a stake in the industry dominated by Uber UBER.UL. Barclays analyst Brian Johnson wrote in a note to investors on Thursday that although a Tesla Network could "excite the market" over its potential earnings stream, it was a costly proposition.

"While we think ride-sharing/hailing is the future of mass-market mobility, we have some financial concerns with the idea of an OEM-owned fleet," Johnson wrote.

Venture capitalists and corporate investors had poured nearly $28 billion into the ride services sector in the past decade as of June, according to a Reuter’s analysis.

General Motors has made the biggest bet, investing $500 million in Lyft in January. GM's upcoming electric Chevrolet Bolt was designed expressly with car sharing in mind, executives have told Reuters. Money-losing Tesla lacks the deep pockets of GM, and ride services companies like Uber and Lyft burn billions of dollars in price wars to secure regional dominance, as occurred with Uber in China before it ceded to local rival Didi Chuxing.

National Video Conferencing Network, Unified Communication, Access to Licensed Software, Higher Education Management Information System, and e-HEC Online Services.

As devices and technology become more accessible, and the capabilities grow, especially when the laptops (2-in-1) are being distributed by HEC under the Prime Minister's Laptops Scheme, Microsoft will unlock the potential for all students to learn, closing the skills gap and empowering the students to achieve more.

The 'Microsoft Academic Day' included discussions on the Education Transformation Agreement between the two organisations, and its impact and role in the education landscape of Pakistan. Furthermore, Azure and Cloud, the latest technology trends in education, were also highlighted.

Additionally, an insight into the 'Imagine Cup'; next year's engagement plan and past four year winners; a showcase on Office 365, discussion on the 250,000 plus users on the platform, it's adoption relating to its usage in education; were also addressed on the occasion.

In his "Master Plan, Part Deux" in July, Musk outlined a system in which a Tesla owner could add a car to a shared Tesla fleet using a phone app, allowing it to "generate income for you" and lower the cost of ownership. Musk said that in cities where car ownership is lower, Tesla would operate its own fleet.

Microsoft investing $75 million globally: HEC holds 'Microsoft Academic Day' at AJK University Microsoft is investing $75 million globally over the next three years to increase access to computer science education for all youth, and especially for those from under-represented backgrounds. Cloud programmes, like Office 365, play a significant role in enhancing collaboration, creativity and critical thinking in the classroom The inaugural 'Microsoft Academic Day' organised at the University of Azad Jammu and Kashmir in Muzaffarabad, is a celebration of the HEC and Microsoft commitment to delivering advanced trainings, boot-camps, state-of-the-art software packages to universities across the country. The HEC has taken a horde of ICT initiatives to provide advance services to the education and research communities at the higher education institutions in Pakistan, that include National Digital Library, Pakistan Education & Research Network (PERN),

“We can follow your moral compass as long as it doesn’t interfere with my finanacial GPS.” LUMINARY | 13

BUSINESS Every day, entrepreneurs make the commitment to stake huge amounts of time and money on building businesses in sectors that they believe would benefit from their viewpoint.

But delve deeper into their plans and many struggle to articulate how their new venture will fundamentally challenge the way things are done.

That matters because if you are not entering a sector to turn it upside down, then chances are you are dooming yourself to being just another participant. Whether you like it or not,

ENTREPRENEUR'S

the world doesn’t need another coffee maker, another airline, another telco … in fact, another anything. What the world needs is a coffee maker that redefines how coffee is made or marketed, or an airline that addresses the frustrations of traveling in new and bold ways.

Disrupt to succeed Unless you plan to make that much impact, in the words of Professor Michael Porter, your dreams of success are based on the incompetence of others.

You’re literally banking on everyone around you being stupid, slow or rude - which actually means you are dependent on them (in a reverse sense) to get ahead.

Disruption is one of those words that gets bandied around a lot these days, but the gap between the theory everyone says they understand and

GUIDE TO DISRUPTION

the practical ability is as wide as ever. The reason is simple. Most people can’t envisage a different way of doing things.

They might tinker at the edges or give something a new name, but they struggle to take the revolution much beyond that.

Here’s the good news. Radical business models -- the types that seriously disrupt industries -- are not radical through and through. In fact, break their model down and you’ll find that most only have a single degree of difference from their mainstream competitors. And that little gap is their premise. Everything else is built from that.

Uber built the world’s most disruptive taxi business with the simple idea that the driver didn’t have to be a taxi driver. Airbnb built a powerful accommodation business on the premise that the room you stayed in didn’t have to be a hotel room. They took what had gone unquestioned, and questioned it.

What goes without saying?

The most successful entrepreneurs are disruptors. They find what no-one has dared question. It could be how things are done, how they’re paid for, what you get, what you don’t, where you find it, how it’s delivered, where you find it -- or when …

LUMINARY | 14

And that degree of difference must be special enough to be a revolution, but recognizable enough for people to feel comfortable with handling something they feel they know in a completely different way, and without it requiring significant explanation.

The key to disruption is not in the innovation. What the truly disruptive approach does is to address and resolve a consistent frustration.

If we go back to our coffee example, what does a cup-less cup of coffee look like, for instance and -most importantly -- why would coffee lovers want to buy one? Could it be because the coffee tastes better, or it stays hotter for long, it’s easier to share, or it won’t spill as easily? Could it be because it’s ecologically friendly, because it’s more convenient to carry round, because they can use it over and over again, because it’s less expensive or more desirable …? Answering questions like that could be your next success story.

And what comes next?

Here’s the second secret to disruption. Finding the one disruptive degree of difference starts the journey, but it cannot end it there. If that’s all there is, your competitors will quickly adapt and your advantage will evaporate. Instead, once you have that premise, you need to develop that idea out, and keep developing it, in order to stay ahead of those around you. Too many entrepreneurs can’t take that next step. They develop something, shine for a while, then others match them or copy what they’ve done, and they quickly find themselves lost in a market of look-alikes.

So if you’re on the verge of sinking your time and energy into a new venture, there’s three deceptively simple questions you need to ask yourself first to guide you to the success you deserve: 1.

2.

3.

What am I going to break?

Why will everybody cheer?

What will I do for an encore?

LUMINARY | 15

10 MANAGEMENT

REASONS NICE BOSSES FINISH FIRST

“A good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit.” -- John Maxwell Many bosses assume that a leader needs to be aloof and tough on employees in order to be effective. They fear that looking “soft” will erode their employee’s motivation and respect for them. To prove their case, they cite examples of brilliant leaders who modeled a tough leadership style, such as Steve Jobs, who berated his employees.

When it comes to success as a leader, radically tough leadership styles are exceptions to the rule, not the rule. Recent research has shown that overly tough bosses create significant health and motivation problems in their employees, which will make you think twice about taking the tough-as-nails approach.

Overly tough bosses create stress, and lots of it, as the research shows: A University of London study found an especially strong link between heart disease and boss-inflicted stress, while a University of Concordia study found that employees who rate themselves as highly stressed added 46% to their employer’s health care costs. Research from the Institute of Naval Medicine found that overly tough bosses cause people to seek jobs elsewhere, to perform at a lower level, to decline promotions and even to quit. Finally, a survey from Randstad Consulting showed that most employees would trade in their bosses for better ones rather than receive a $5,000 pay raise. People don’t leave jobs; they leave bad bosses.

The thing is, nice bosses don’t just prevent health and motivational problems among their employees; they create massive benefits that hard-nosed bosses can’t. A California State Long Beach study

LUMINARY | 16

found that leaders who treat their teams fairly have far more cohesive and productive teams and that the individuals in those teams perform better. Research from the University of Virginia found that leaders who were considered “self-sacrificing” and “helpful” were viewed as especially inspirational and motivational and their employees were more helpful to their colleagues and more committed to their teams.

So, what exactly does a “nice” boss look like, and how does one pull this off without being a push over? Let’s find out.

1. They’re kind without being weak.

One of the toughest things for leaders to master is kindness. It’s a balancing act, and the key to finding balance is to recognize that true kindness is inherently strong -- it’s direct and straightforward.

Telling people the difficult truth they need to hear is much kinder than protecting them (or yourself) from a difficult conversation.

This is weak. Also, true kindness doesn’t come with expectations.

Kindness is thin when you use it in a self-serving manner -- people can see right through kindness when a kind leader has an agenda.

2. They’re strong without being harsh.

Strength is an important quality in a leader. People will wait to see if a leader is strong before they decide to follow his or her lead or not. People need courage in their leaders. They need someone who can make difficult decisions and watch over the good of the group. They need a leader who will stay the course when things get tough. People are far more likely to show strength themselves when their leader does the same.

A lot of leaders mistake domineering, controlling and otherwise harsh behavior for strength. They think that taking control and pushing people around will somehow inspire a loyal following.

Strength isn’t something you can force on people; it’s something you earn by demonstrating it time and again in the face of adversity. Only then will people trust that they should follow you.

3. They’re confident, without being cocky.

We gravitate to confident leaders because confidence is contagious, and it helps us to believe that there are great things in store. The trick, as a leader, is to make certain your confidence doesn’t slip into arrogance and cockiness. Confidence is about passion and belief in your ability to make things happen, but when your confidence loses touch with reality, you begin to think you can do things you can’t and have done things you haven’t.

Suddenly it’s all about you. This arrogance makes you lose credibility.

Great, confident leaders are still humble. They don’t allow their accomplishments and position of authority to make them feel that they’re better than anyone else. As such, they don’t hesitate to jump in and do the dirty work when needed, and they don’t ask their followers to do anything they aren’t willing to do themselves.

4. They stay positive, but remain realistic.

Another major challenge that leaders face is finding the balance between keeping things positive and still being realistic. Think of a sailboat with three people aboard: a pessimist, an optimist and a great leader. Everything is going smoothly until the wind suddenly sours. The pessimist throws his hands up and complains about the wind; the optimist sits back, saying that things will improve; but the great leaders says, “We can do this!” and he adjusts the sails and keeps the ship moving forward. The right combination of positivity and realism is what keeps things moving forward.

5. They’re role models, not preachers.

Great leaders inspire trust and admiration through their actions, not just their words. Many leaders say that integrity is important to them, but great leaders walk their talk by demonstrating integrity every day. Harping on people all day long about the behavior you want to see has a tiny fraction of the impact you achieve by demonstrating that behavior yourself.

6. They’re willing to take a bullet for their people.

The best leaders will do anything for their teams, and they have their people’s backs no matter what. They don’t try to shift blame, and they don’t avoid shame when they fail. They’re never afraid to say, “The buck stops here,” and they earn people’s trust by backing them up. Great leaders also make it clear that they welcome challenges, criticism and viewpoints other than their own. They know that an environment where people are afraid to speak up, offer insights and ask good questions is destined for failure.

7. They balance work and fun.

There are plenty of bosses out there who know how to have fun.

Unfortunately, this is often at the expense of results. And for every boss out there who has a bit too much fun, there’s one who doesn’t know how to have any fun at all. It takes a kind, but balanced leader to know how to motivate and push employees to be their best but to also have the wherewithal to slow it down at the appropriate time in order to celebrate results and have fun. This balance prevents burnout, builds a great culture and gets results.

8. They form personal connections.

Even in a crowded room, kind leaders make people feel like they’re having a one-on-one conversation, as if they’re the only person in the room that matters. And, for that moment, they are.

Kind leaders communicate on a very personal, emotional level.

They never forget that there’s a flesh-and-blood human being standing in front of them.

9. They deliver feedback flawlessly.

It takes a tactful leader to deliver feedback that is accurate and objective but also considerate and inspirational. Leaders who are kind know how to take into account the feelings and perspectives of their employees while still delivering the message they need to hear in order to improve.

10. They’re generous.

Great leaders are generous. They share credit and offer enthusiastic praise and they’re as committed to their followers’ success as they are to their own. They want to inspire all their employees to achieve their personal best -- not just because it will make the team more successful, but because they care about each person as an individual. Bringing It All Together Kind leaders are dynamic; they meld a variety of unique skills into an integrated whole. Incorporate the behaviors above into your repertoire, and you’ll see immediate improvement in your leadership skills.

LUMINARY | 17

COVER STORY

MALIK RIAZ HUSSAIN CHAIRMAN BAHRIA TOWN

TO INFINITY & BEYOND...

PAKISTAN’S MOST RECKLESS BILLIONAIRE

BAHRIA TOWN IS IN PROCESS OF BRINGING HIGHEST FOREIGN INVESTMENTS WORTH THE US $ 50 BILLION THROUGH VARIOUS ICONIC PROJECTS Malik Riaz is a name that has come up exceptionally well in the past decade for developing world-class communities the size of cities, which have the strongest infrastructure in the country and promise a lifestyle unparalleled by any other developer in Pakistan. Mr. Hussain has gained the nation's trust at every step of his journey of becoming the iconic figure he is today. Not only has he exceeded his commitments in all his construction ventures but has also been there for the nation during times of need. He dreams of being remembered as a philanthropist rather than a real estate tycoon. The credit for Bahria Town's exceptional success story goes to his clairvoyant vision, his commitment to deliver and the blessings of the Almighty.

Mr. Hussain was born in Sialkot to a middle-class family. After the collapse of his father's business at age 19, he had to face struggles he was not akin to. In 1969 he jumpstarted his career with some borrowed money to start his contracting career with a small time military contract which laid the foundation of today's success story; Bahria Town.

As of 1969 he had no assets to his name and was just making ends meet. Slowly and steadily his financial condition started to improve and from 1969 to May 1986 he kept entertaining small contracts and continued to multiply his earnings while religiously setting aside 2.5% for charity (zakat), as a friend of his had once advised.

In 1996 he arrived at the milestone of his career with the inception of Bahria Town in collaboration with the Bahria Foundation of Pakistan Navy but the Navy decided to exit the venture after two years and Mr. Hussain bought the navy's half

of the shares along with the rights to the name of the company as a private limited company. From there on Bahria Town sky-rocketed and today has the title of "Asia's largest private real estate developer�.

To mention just a few of his philanthropic initiatives; he has provided fully constructed homes for free to the flood victims in the form of the Modern Village, he has established dozens of Dastarkhwan's across the nation where more than 100,000 people get 2 free meals 365 days a year, in his charitable schools more than 10,000 children get free education, he has set up orphanage homes with complete boarding, lodging, and educational facilities as well as senior citizen homes for the underprivileged elderly Pakistani citizens. Bahria Town has provided free medical treatments to thousands of patients in the Bahria Town hospitals and also makes regular donations to charitable organizations like Shaukat Khanum Memorial, Al-Shifa Trust Edhi Foundation, SOS Village and much more. Also, Bahria Town has always been at the forefront to help the entire nation during times of natural calamities and catastrophic events.

Malik Riaz Hussain is truly a man larger than life. He has completely transformed the face of Pakistan's real estate sector, which due to his efforts has been recognized as a progressive industry.

The above said are the overt expressions of his character which are common knowledge for everybody. There are many more facts of his life which are hidden from the common public that is even nobler and praiseworthy, yet he desires to keep those between himself and ALLAH Almighty.

BAHRIA TOWN GROUP

CV

in numbers

Born 1954 Sialkot, Punjab, Pakistan 1969 Started his contracting career with a small time military contract

1996 Inception of Bahria Town in collaboration with the Bahria Foundation of Pakistan Navy but the Navy decided to exit

Awards Best businessman of the year 2009

Residence Islamabad Pakistan

US$ 15 Billion

513,000

25,000

US$ 125 Million

approx. project value Employees

LUMINARY | 20

No of residents

Fleet & Equipment

COVER STORY Luminary: Please share some insight into the milestones of Bahria Town, history, and current situation. Challenges on the way to developing such a substantial project?

Malik Riaz Hussain: In my initial years in the construction industry, that is if you could call it that in those days, I strongly felt a need for real estate projects. Living communities that could offer the right environment complementing human needs for a good life in all its aspects. Integrated property development till then was a myth that needed to come alive in the form of completely planned housing and commercial spaces. No attention was being paid to detail and quality, let alone innovation. Most importantly, there was no property developer, company or individual, who catered to the diverse requirements of the different socio- economic classes in Pakistan, especially the lower income bracket segment. All real estate projects targeted the wealthy and the affluent. I traveled extensively to Europe, Middle East, Australia and South East Asia and studied the best and latest practices in urban development. They were highly impressive and helped me in identifying a clear vision. With my research and visualization, the project of “Bahria Town” seemed to be the next logical step. My main Inspiration for therefore comes from Dubai. The way the construction industry has transformed Dubai‘s landscape is awe-inspiring, thanks to which the whole region has seen tremendous growth in business and tourism. I wish to follow the same model here in Pakistan, to fuel our economic growth.

“Community first; profitability follows.”

Alhamdulillah, today, Bahria Town has established itself by delivering projects to the scale of cities, where hundreds of thousands of residents are enjoying a complete lifestyle.

There have been numerous challenges including no government support in terms of fixed rules & regulations for the developers; bureaucratic machinery taking ages for approvals or providing the details; no check on housing societies who fail to deliver and damage the repute of the industry.

Luminary: Any new expansion plans or projects in the pipeline?

Malik Riaz Hussain: We are very excited about future opportunities. What we have achieved in last nineteen years has revolutionized the real estate industry. This is only the beginning.

During the next five years, many more of my projects will see fruition. The developments that we have embarked on during the last two years will be completed. Many lifestyle communities for all income groups are in the pipeline. With these ongoing projects, we will, InshaAllah, also be expanding to other cities.

Luminary: What is the key to success of Bahria town?

Malik Riaz Hussain: The secret behind Bahria Town’s unprecedented success is our unique developmental strategy.

A project is spread over ten quarterly installments to be paid in over 3 years. The company puts huge capital during the first year in facilities so that at the time of competition of all allied services of the infrastructure are ready to serve residents. These services include mosques, hospitals, schools, post offices, police stations, golf courses, commercial areas, food courts, emergency services, entertainment centers and 24/7 maintenance wing. This is to compliment the migration process of the residents and to make their daily life hassle-free. The capital is generated through a rich scale of projects spread over different cities which help the company manage its finances smartly in the interests of its future residents. Bahria Town religiously believes in the concept of

LUMINARY | 22

Luminary: What are the investment opportunities in Bahria town for foreign investors and the level of the return on investment?

Malik Riaz Hussain: Alhamdulillah, the commitment to quality and on-time delivery of a project in itself is an assurance for all those who have invested in Bahria projects which have time and again translated into high returns for all associated with Bahria in various capacities; our investor enjoys the highest returns. We are working with some of the finest brands from the western world and all 8 divisions of Bahria Town are great opportunities for foreign investors. In construction, for machinery procurement and MEP/Town Planning, and working on other technical aspects, we have Area, a leading Turkish firm working with us for last 10 years. In the power sector, there is a lot of potentials and we have already signed an MOU with K-Electric for coal-fired & LNG powered stations. In Retail, Bahria Town is working in collaboration with a lot of international brands. In Hospitality, we are working with well recognized international brands, and many other brands have shown interest in our Karachi projects as well. In Entertainment, we are even open to having an international cinema or any other international brand offering entertainment in Bahria Town. In short, we want to deliver the best and are looking for every international partner who has the ability to help us in achieving that.

Projects in the pipeline also include Bahria Town Icon, the tallest building in Pakistan and also its first mega structure. I am also excited about the opening of our international standard theme park, Bahria Adventure in Bahria Town Karachi, which will provide leisure & thrill opportunity to the entertainment-starved residents of Karachi. Rides from Italy have already reached Pakistan and being installed!

Luminary: How you look at the International image of Pakistan and the challenges we are facing currently? How will this perception improve over time and what needs to be done to precipitate that process?

Malik Riaz Hussain: Pakistan’s international image has suffered many an onslaught, verbal and written. An image that

is more contrived to suit the personal objectives of the few than to bear an unbiased testimony to its tremendous progress in various fields of human endeavor. The maligning is not justified of a country that bears the brunt of the war against terrorism and is subjected to harsh judgment only in this context. The only way to deal with this international onslaught and defamation is for Pakistan to build its economy to a point it becomes a need of the world. This can be achieved through a surge in infrastructural development throughout the country, which is already in place from Karachi to Khyber and in remote areas including the deserts and the hill stations. Evolving transparent systems and abiding by our commitments as envisaged are going to be the impetus for the country’s growth and potential.

Luminary: What is the potential of Real Estate industry here in Pakistan as well in International Markets? And its contribution towards economic development and GDP? Malik Riaz Hussain: Globally, the construction, and engineering services industry are regarded the largest and most fragmented industry accounting for 10-12% of GDP in many countries.

Real Estate is the largest asset class. It can boost economic activities in approximately 55 allied industries. The multiple effects can create maximum employment opportunities in addition to generating industrial, commerce and trade activities.

In Pakistan too, construction and engineering services sector are one of the fastest developing and Bahria Town has played a pioneering role in commercializing real estate development and marketing, nationwide.

There is a huge backlog of housing units, about a quarter of a million, to be precise and growing every day, which in itself is a huge entrepreneurship opportunity for all those who are anticipating of investing in this sector. The housing industry is all set to bloom, as the role of the Government to lower markups would prove instrumental in ensuring an unprecedented growth in this industry. Due to supply-demand dynamics, real estate has a huge potential in Pakistan’s economy and can be the prime driver of national growth. The interest based monthly payment should be equivalent to the on-going rental value that would definitely improve the dynamics of this fast growing industry.

While the real estate industry is emerging and evolving, this gives Bahria Town a unique opportunity to take things to the next level with more exciting and innovating concepts that are in the pipeline.

Luminary: Pakistan is a land abundant in business opportunities for investors would you like to highlight any lucrative opportunities and regions for potential investment?

Malik Riaz Hussain: The abundance of resources amalgamated with favorable policies for investors provide lucrative opportunities in all domains including transportation, hospitality, tourism, education, power, healthcare and various other sectors. From the business perspective, Pakistan offers endless opportunities for all

those aspiring for high returns on their investment. Pakistan is emerging as a country that has a lot to offer and is redefining the investment and business landscape offering a huge potential for growth for all those who need to accomplish much in their respective fields. There is much to be done in each sector and all this, if done right, is bound to produce the best for all those who will be present in this dynamic and the fast evolving business environment.

Luminary: As one of the richest people in the country right now, from being a clerk you have turned a billionaire in a span of 20 years. What are the most important strategic decisions you've made to contribute to the success of the company? Why so successful?

Malik Riaz Hussain: My motivation is to build Pakistan. My keys to success are faith in Almighty, innovation, fair dealings, patriotism and investing everything back in Pakistan, commitment to helping the underprivileged and fulfilling commitments in a timely manner. At the core of everything that I do lies the spirit to ensure that I benefit the maximum number of people in my lifetime in one way or the other which also keeps me going.

Luminary: What are you doing to ensure you continue to grow and develop as a leader? What makes a good leader in Pakistan's business environment?

Malik Riaz Hussain: Leadership is the power to dream big, take timely and brave decisions, and lead by example, from the front.

Luminary: What are your company ambitions for the future? Where do you see Bahria Town in next five years?

Malik Riaz Hussain: Real Estate will always remain our core business. However, we have invested heavily in other segments which are all verticals for providing facilities and to serve our residents. These include Hospitality, Leisure & Entertainment, Education, Healthcare and so on, which have further segments for example hospitality includes Golf Courses & Golf and Country Clubs, Hotels, Resorts & Serviced Apartments, Restaurants & Food Courts while Commercial & Retail comprise our own brands like Greenvalley, purpose-built Shopping Malls, KTCC i.e. the Karachi Trade & Commodities Center.We are very excited about the future opportunities that lay ahead of us.

What we have achieved in last nineteen years has revolutionized the real estate industry in Pakistan. For us, this is only the beginning of the realization of our dreams.

Most importantly we will be expanding to other cities including Peshawar, Quetta, Multan, Hyderabad & Sukkhur. During the next five years, many more of my projects will see fruition. The developments that we have embarked on during the last two years will be completed. Many more lifestyle communities for all income groups are in the pipeline. Their development has already started.

LUMINARY | 23

LUMINARY | 06

EXCLUSIVE Q&A

AN INNOVATION SPECIALIST & TECH GENIUS YOUNGEST-EVER HEAD OF ANY LEADING PAKISTAN INSTITUTION

Usman Mobin received his early education at Aitchison College, Lahore, Pakistan. Later he had completed a bachelor's degree in Computer Science and Engineering as well as a master's degree in Electrical Engineering and Computer Science from Massachusetts Institute of Technology, Massachusetts, United States of America.

He was the architect of Pakistan's Passport System that became the world's first multi-biometric passport.

Major achievements include the invention of fast phonetics-based search technique for searching multilingual identity databases such as Pakistan's National Data Warehouse and the invention of an algorithmic technique for family tree linkage in National Database.

He works with the Government of Pakistan's National Database and Registration Authority (NADRA) and became NADRA’s Chief Technology Officer in 2002. In 2015 he was promoted to Chairman NADRA at such young age of thirty-five.

Usman Mobin has designed and implemented numerous international projects including Citizens’ Registra-

tion Project in Sri Lanka, Identity Management of Sri Lanka, Civil Registration of Sudan, Machine Readable Passports of Kenya and Drivers License of Bangladesh.

In Pakistan, he has deployed the National Identity Card System, Civil Registration System, Smart Card, and software for Benazir Income Support Programme, Watan Cards, Citizens Damage Compensation Program, Arms License Projects and the world’s first ever ICAO compliant multi-biometric passports.

Mr. Usman Mobin brought 12 years of experience in delivering high-quality citizens registration and citizens’ services projects around the world and while being the CTO of the organization since 2002.Over 200m people (3.5% of the global population) around the world have benefited from his work directly.

He received ID World - Special Award “ID Talent Award” in 2007 for his excellence in the field of Technology. He received a Presidential Medal for “Persistence in Excellence” and "Tamgah-e-Imtiaz” in 2008 for Public Service.

MR. USMAN MOBIN CHAIRMAN NADRA

A GREAT SOURCE OF LEARNING AND INSPIRATION LUMINARY | 26

LUMINARY | 06

EXCLUSIVE Q&A Luminary: How you started your journey?

Mr. Usman Mobin: I did my bachelor’s in electrical engineering. Just after completing my degree of master’s in computer sciences from prestigious Massachusetts Institute of Technology (M.I.T.), USA, I came back to Pakistan and joined National Data Base and Registration Authority (NADRA) as Chief Technology Officer (CTO) in 2002. In the year 2015 Federal Govt. appointed me the chairman of NADRA. Luminary: How you deal with innovation in your organization?

Mr. Usman Mobin: Innovation is very important for an organization like us. There are two types of innovations. Firstly technical innovation which is building something or either cutting edge future oriented. It happened in very specialized environments like USA and UK carrying substantial and financial benefits available for research and development.

Secondly, in countries like us you take published work and work how you can improve it. Obviously, it’s not cutting edge and less in cost with lesser effectiveness.

What we are working nowadays how we can provide a vast number of service to citizens. How we can improve the service. An example of this we have launched an online system to facilitate citizens.

Luminary: How you differentiate your organization in

with performance and results.

Luminary: What are the future plans of NADRA? Mr. Usman Mobin: We do have a strategic plan to improve organization and expand internationally. We aim to provide more and more online services and knowledge-based activities.

We have a large project in Sudan and another in Nigeria. A passport office in Kenya and soon will start another with Sri Lanka. We are planning to offer complete Identity Management solutions to other countries.

Luminary: Would you like to share your achievements?

Mr. Usman Mobin: I received “ID Talent Award” in 2007 from ID World in recognition of excellence in the technology field.

Received “Persistence in Excellence” and “Tamgah-e-Imtiaz” from the president of Pakistan in 2009.

Luminary: What other CEOs do you admire? Can you name a person who has had a tremendous impact on you as a leader? Maybe someone who has been a mentor to you? Why and how did this person impact your life?

Mr. Usman Mobin: We had a chairman Ali Hakeem here at NADRA and I really admire him for numerous reason. He helps me a lot in shaping solutions for problems. Taught me an important lesson how to keep your pace. Because of him,

“ONE HAS TO FIND ONE’S OWN WAY AND DO WHAT YOU’RE BEST AT. BUILD UPON YOUR CAREER AND DON’T RUSH” international level?

Mr. Usman Mobin: There are a number of reasons we differentiate ourselves. People can relate easily to what we say. First of all, we have an end to end experience of our work.

We develop and learn the technology rapidly. Pakistan is a classical example in such case. Then our business model is very sustainable. We also transfer complete technology and zero reliance on us after deployment.

This is very simple because, for example, a driving license would remain a driving license in the end. You can add security features and checkpoint. This is why we have a greater chance of succeeding.

Luminary: What is the policy of NADRA for employees training and development?

Mr. Usman Mobin: In this area, we have given a substantial degree of freedom to employees where they can select training themselves. They can select location, institute and which part of the world they want training. All they have to do is to demonstrate what solutions they can come up with after the training. What work correspond to shorter and longer goals of the organization.

We also send many employees for training to France and the United States to enhance their skills. There is a system of awards for good performers and we have linked incentives

LUMINARY | 28

I am able to implement a system where high performers and low performers get differentiate automatically. Above all his generosity is what I remember the most. On a global level, I am quite inspired by Bill Gates.

Luminary: How you manage stress, pressures and maintain a work-life balance?

Mr. Usman Mobin: You need to set the balance yourself. I am married person with two sons. We play hockey at home and football. I normally follow a strict routine and spare time for other activities.

Luminary: What is the secret behind your success?

Mr. Usman Mobin: There is no real formula for success.

Whatever ALLAH S.W.T desires that happens. In my opinion, one really does what best one can do. The effort is in our hand but results are not. One needs to be hardworking, stay away from all negative things and there must be an honesty of purpose.

Luminary: Your message to young professionals, leaders, and entrepreneurs?

Mr. Usman Mobin: Basically it depends on whichever area you want to pursue but diversity is the key. You have to be diverse but nothing particular. One has to find one’s own way and do what you’re best at. Build upon your career and don’t rush.

MANAGEMENT

THINGS MANAGERS DO 9 THAT MAKE GOOD EMPLOYEES QUIT

t’s pretty incredible how often you hear managers complaining about their best employees leaving, and they really do have something to complain about—few things are as costly and disruptive as good people walking out the door.

Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don’t leave jobs; they leave managers.

The sad thing is that this can easily be avoided.

All that’s required is a new perspective and some extra effort on the manager’s part.

First, we need to understand the nine worst things that managers do that send good people packing.

1. They overwork people

Nothing burns good employees out quite like overworking them. It’s so tempting to work your best people hard that LUMINARY | 30

managers frequently fall into this trap. Overworking good employees is perplexing; it makes them feel as if they’re being punished for great performance. Overworking employees is also counterproductive. New research from Stanford shows that productivity per hour declines sharply when the workweek exceeds 50 hours, and productivity drops off so much after 55 hours that you don’t get anything out of working more.

If you must increase how much work your talented employees are doing, you’d better increase their status as well. Talented employees will take on a bigger workload, but they won’t stay if their job suffocates them in the process. Raises, promotions, and title-changes are all acceptable ways to increase workload. If you simply increase workload because people are talented, without changing a thing, they will seek another job that gives them what they deserve

2. They don’t recognize contributions and reward good work

It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated.

Everyone likes kudos, none more so than those who work hard and give their all. Managers need to communicate with their people to find out what makes them feel good (for some, it’s a raise; for others, it’s public recognition) and then to reward them for a job well done. With top performers, this will happen often if you’re doing it right.

3. They don’t care about their employees

More than half of people who leave their jobs do so because of their relationship with their boss. Smart companies make certain their managers know how to balance being professional with being human. These are the bosses who celebrate an employee’s success, empathize with those going through hard times, and challenge people, even when it hurts. Bosses who fail to really care will always have high turnover rates. It’s impossible to work for someone eight-plus hours a day when they aren’t personally involved and don’t care about anything other than your production yield.

4. They don’t honor their commitments

Making promises to people places you on the fine line that lies between making them very happy and watching them walk out the door. When you uphold a commitment, you grow in the eyes of your employees because you prove yourself to be trustworthy and honorable (two very important qualities in a boss). But when you disregard your commitment, you come across as slimy, uncaring, and disrespectful. After all, if the boss doesn’t honor his or her commitments, why should everyone else?

5. They hire and promote the wrong people

Good, hard-working employees want to work with like-minded professionals. When managers don’t do the hard work of hiring good people, it’s a major demotivator for those stuck working alongside them. Promoting the wrong people is even worse.

When you work your tail off only to get passed over for a promotion that’s given to someone who glad-handed their way to the top, it’s a massive insult. No wonder it makes good people leave.

6. They don’t let people pursue their passions

Talented employees are passionate. Providing opportunities for them to pursue their passions improves their productivity and job satisfaction. But many managers want people to work within a little box. These managers fear that productivity will decline if they let people expand their focus and pursue their passions. This fear is unfounded. Studies show that people who

are able to pursue their passions at work experience flow, a euphoric state of mind that is five times more productive than the norm.

7. They fail to develop people’s skills

When managers are asked about their inattention to employees, they try to excuse themselves, using words such as “trust,” “autonomy,” and “empowerment.” This is complete nonsense.

Good managers manage, no matter how talented the employee.

They pay attention and are constantly listening and giving feedback.

Management may have a beginning, but it certainly has no end.

When you have a talented employee, it’s up to you to keep finding areas in which they can improve to expand their skill set.

The most talented employees want feedback—more so than the less talented ones—and it’s your job to keep it coming. If you don’t, your best people will grow bored and complacent.

8. They fail to engage their creativity

The most talented employees seek to improve everything they touch. If you take away their ability to change and improve things because you’re only comfortable with the status quo, this makes them hate their jobs. Caging up this innate desire to create not only limits them, it limits you.

9. They fail to challenge people intellectually

Great bosses challenge their employees to accomplish things that seem inconceivable at first. Instead of setting mundane, incremental goals, they set lofty goals that push people out of their comfort zones. Then, good managers do everything in their power to help them succeed. When talented and intelligent people find themselves doing things that are too easy or boring, they seek other jobs that will challenge their intellects.

Bringing it all together If you want your best people to stay, you need to think carefully about how you treat them. While good employees are as tough as nails, their talent gives them an abundance of options. You need to make themwant to work for you.

TRAVIS BRADBERRY CONTRIBUTOR

LUMINARY | 31

EXCLUSIVE Q&A

POWER BUILDER LEADING THE ORGANIZATION WITH DEMOCRATIC LEADERSHIP STYLE THIS MAN IS READY TO FUEL POWER ENGINEERING AND AUTOMOBILE SECTOR IN PAKISTAN

FOCUSING QUALITY, RELIABILITY, AND EFFICIENCY Luminary: How you started your journey?

Mr. Imran Ghani: I am a mechanical engineer by profession and graduated from University of Engineering & Technology (UET) in 1992. Afterward started my job in Pak-Arab Fertilizers and continued my Masters from the same university. In Pak Arab, I met a great person who used to motivate and support me throughout my personal and professional life. Unfortunately, the person is no more in this world.

After completion of masters in 1996, made my first switch to ABB as service manager where I worked for four plus years but I enjoyed previous job role the most. Switched my job and joined NesPak for some time but second major move in my career was joining ICI Pakistan as maintenance engineer where I serve for seven years till 2007.

After ICI I took the toughest decision of my life to join MAN Diesel & Turbo Pakistan (MAN). MAN was newly established company and operations were yet to be started. We started with turbocharger business only but in the proceeding, year added power plant business as well. So, in 2008 we were in little shape to take thing further in the market.

Luminary:How you explain the portfolio and strategy of MAN Diesel & Turbo in Pakistan?

Mr. Imran Ghani: MAN is an abbreviation of Machinenfabrik meaning Steel factory , Augsburg, and Nurnberg which are the beautiful cities of Germany and has two main divisions of Power Engineering and Commercial Vehicles. It’s an umbrella of diesel engines, power plants, turbo machinery, marine applications, trucks, and buses. It is one of the top thirty (30) organizations of Germany with head office in Augsburg. The group employs about 14,500 people in over 124 locations globally. Every Second Cargo ship in the world is powered by MAN Engine.

When it comes to Pakistan , we started with twenty (20) people and now we have 150 people providing sales, operational support, and maintenance services to our clients. In Pakistan, we are catering 900 MW Power Engineering portfolio and 550 Commercial Vehicles.

LUMINARY | 32

The market of Pakistan is a very dynamic and we are eyeing the opening of China-Pakistan Economic Corridor which will revolutionize the entire region. With the development of Gawadar port , a huge influx of consignments through ships and roads is expected and our full portfolio is ready to meet the challenges.

Luminary: How you are making difference in the market being German based company?

Mr. Imran Ghani: We have a very cost oriented market in Pakistan to deal with. The market is not ready for high-end products because they are expensive but efficient at the same time. That’s why Chinese companies are dominating because of low initial cost but higher operational cost. But in last two year, we manage to sell twenty (20) commercial buses which are in operation on Lahore-Islamabad Motorway. So, you can say the market is trending towards more reliable European buses and companies are now showing interest. At present, we are importing all products from Germany. We are hopeful with China – Pakistan economic corridor , production of intercity buses would be possible locally after the corridor. We may witness up gradation of technologies from Euro 2 and 3 to Euro 5 in coming days.

Luminary: What is your sustainability strategy in Pakistan?

Mr. Imran Ghani: As we discussed our products are high end and expensive but we present customers the “Life Cycle Cost Analysis (LCCA)” tool. In LCCA, both capital and operation cost is shown and explained in detail. Our products seem expensive but at the same time more efficient. When you apply the same tool on competitors products , then we get an advantage and this is how we compete in the market and offer competitive solutions in response to other low-cost products.

Luminary: How you deal with innovation in your organization?

Mr. Imran Ghani: MAN Group operates with a diamond strategy which contains four stone pillars. First and foremost is the people working and making difference for you. We take

EXCLUSIVE Q&A good care of them here and back in headquarters in Germany.

I myself worked in the various organization and have a clear idea what resources expect from the companies. We offer competitive salary packages along with fringe benefits.

Employees are the real assets of the organization. We achieve significant growth in recent years with innovative ideas contributed by our employees. My office door is always open for new ideas. We also have a full day for brainstorming sessions and passionate professionals come up with new ways how we can improve and move forward. In MAN ideas are not coming from the top.

Every year we have done something new and we achieve such incredible growth. Secondly, we are in customers market and “We don’t sell more but don’t offer less”. We try to match our products according to the customer needs. Our aim is to match offerings with the demand to make customers happy.

Luminary: How MAN take care of environmental regulations?

Mr. Imran Ghani: MAN products are designed to cater future needs. We fulfill national and international standards and that is why our products are high end and expensive. We take due care and comply with country regulation as well as international regulations.

Luminary: How you handle a difference of opinion in the organization?

Mr. Imran Ghani: Well if there is a difference of opinion than you have to negotiate. I always discuss and talk with people. I try to understand and listen carefully. We must be all ears while listening to the person having a difference of opinion. I normally talk to him and sort it out. I feel leaders of the organization should adopt this behavior and act according to the situation. Leadership style must be managed and adjusted according to the need of the person.

Luminary: What are the future plans of MAN Diesel & Turbo Pakistan?

Mr. Imran Ghani: We have some plans but I can’t disclose right now as they are of strategic nature. We have offices in Lahore and Karachi at present and looking to have more offices in Lahore, Rawalpindi and Islamabad very soon.

Luminary: Where do you learn and get inspiration?

Mr. Imran Ghani: I read Quran very often and learn leadership from the life of Prophet Muhammad S.A.W. There are many messages with practical examples in his life. All you have to do is to understand the message.

Luminary: How you manage your work life balance?

Mr. Imran Ghani: This is a very subjective question and at times it is difficult to maintain the balance. Almost 30%-35% of my time spent in national and international traveling. My son is about 3.5 years old. Before his birth, my wife uses to travel with me most of the time but now it’s not possible. Usually, I LUMINARY | 34

spend all weekends with family to cover the gap of traveling. I really enjoy my work and don’t think need a break from work.

I have started this organization from scratch and there is nothing like work stress. You manage something which comes from inside. Previously I use to play badminton but now I am short of time to continue such thrilling sport. However, morning walk with little exercise is what makes me moving.

Luminary: Your message to young professionals and entrepreneurs?

Mr. Imran Ghani: There would be hurdles and you should have the courage to overcome. I would recommend one must have a backup plan. The problem is we think a lot, keep thinking and don’t act. I learn a lot from my mentor, Mr. Babar Hussain when I was working in Packages a long time ago. I would like to advise the same to upcoming entrepreneurs. I remember he used to come an hour earlier than the staff daily.

One particular morning I also showed up early and met him at the gate. He asked me to walk with him and said, “Imran you need to learn this thing, “You make mistake once but second time if you make the same mistake it becomes the sin.” So, don’t repeat your mistakes again.

TECHNOLOGY

Building Predictive

Analytics

System

Build a predictive analytics system when you start your business, not after you start scaling it.

If you want your business to take off and scale, you need to embrace data from day one. Scratch that: Don’t merely embrace data. Put a ring on it and shout a resounding, “I do!”

Here’s why: As the landscape grows increasingly more data-centric, it’s better to become data-savvy from the get-go. Think about it: The fl y - b y - t h e - s e a t - o f - y o u r - p a n t s approach might work early on because of your great instincts; but what happens when you have to train a sales team?

Can you systematically give team members the instincts or judgment that you’ve spent decades honing?

That might work in some cases, but it isn’t exactly repeatable or consistent from person-to-person. Simply put, it’s not an effective long-term strategy.

Ultimately, at some point, you’ll need to create a systematic approach to marketing and sales. Would you rather do that right at the beginning of your business so you can grow seamlessly, or would you rather try it later on, when your overhead is higher, and you’re already juggling 20 different priorities? The answer should be pretty clear.

One strong solution: a predictive analytics system that actually works.

It’s data-driven and based on a number of factors, so there’s a consistent, repeatable way for your business to identify the best leads to pursue.

LUMINARY | 36

That’s where predictive marketing technologies come in, and can shave years off your development curve.

Here’s how the process looks.

1. Start with what you know -intent.

Has a customer been to your website?

Has he or she clicked on an email marketing campaign? Start with the information you know, and make sure you use it. Too many companies have tons of great information kicking around on some CRM software that they aren’t using properly. Instead, use all of that information with the intention of creating a score for a lead -- a single number that makes it easier than looking up all the information separately.

YouEarnedIt, a peer-to-peer employee engagement company, offers a vast library of educational content. That content doesn't simply exist to inform an audience; it also informs them.

Using HubSpot, YouEarnedIt's marketing team is able to track visitors from their origination point to the website, building individual profiles of the ebooks, whitepapers, webinars and blog posts they interact with. This system allows the sales team to form a unique understanding of each lead's intent through specific areas and topics of interest, as well as the lead's company profile, in one streamlined system. That in turn lends itself to a more effective and informed sales

approach.

2. Sprinkle in a little bit of what you don’t know: predictive analytics.

Depending on whom you’re working with, you could even end up with data beyond where you started. Take Mintigo as an example. When scoring leads, that company also relies on big data of its own -- meaning, financials -to understand how much a business is spending on Google AdWords, staff, hiring, etc. This kind of data will allow your company to dial things in that much more tightly, and fill in the gaps in your own approach.

Bombora is a B2B data analytics company that pulls from a cooperative of partners, including news and commerce sites, and provides data related to a potential lead's company size and revenue, functional area, industry, professional group and seniority. Advertisers and agencies are then armed with data from outside of their owned channels that is predictive of purchase and paints a clearer path to their specific needs and intentions.

3. Target accounts and score the leads with account-based marketing (ABM).

ABM is where the magic happens, and this is why it’s incredibly important to find out how your leads are being scored. Many software packages have a closed system, meaning it inputs data and churns out lead scores.

While this is certainly better than

nothing, it’s not ultimately what you want.

What data is behind the selection of accounts for ABM and lead-scoring models? You want to know how accounts are being selected, and leads are being scored, to make sure that the system actually works. By knowing the why behind the machine-learning models, you can target your segments, content, campaigns and even conversations with prospects to increase effectiveness and customer satisfaction.

This is the part where you can input all those instincts and wisdom and experience you’ve gained. Weigh key factors more strongly so you can get your team the best possible information to succeed. Think of it as copying your decision-making skills onto a computer so that your team can access those skills whenever they want without having to knock on your door to ask your opinion.

Many of the skills needed to get an idea off the ground aren’t the same as those needed to scale a business from infancy to maturity.

So, in the end, you might have a great idea. You might be a fantastic marketer or salesperson by yourself. But, as you begin to add people to your team, you need to have systems in place that help your people think and work as effectively as if you were doing it yourself.

That’s where a data strategy comes into play, and it’s really only one of a thousand ways to systematize your business to succeed, so you can spend time working on your business and not in it.

CONSTANCE AGUILAR CONTRIBUTOR

LUMINARY | 37

TECHNOLOGY

WHY?

DTH IS A SORE POINT IN MEDIA POLICY

WITH PEMRA CALLING COUNTLESS MEETINGS ON VIABILITY, PROVISIONING AND LICENSING ISSUES OF DIRECT TO HOME TV AND DATA SERVICES, IT STILL STANDS AS A SORE POINT WITH THE HIGHER-UPS AND DECISION-MAKING WITHIN GOVERNMENT QUARTERS. Supreme court ordered in CP 105/ 2012 favorably to install the services through an operator. Supreme court also axed PEMRA as unconstitutional as it was not going forward with the DTH licensing.

Not only that this act of court shows the necessity for this media service to people but also discourages the inculcation of political authority of different political governments and different media houses opposing it.

All existing media houses have vested interests, mainly due to the non-digital analogue cable business prevalent in the country and their flawed power base control on the unregulated media of Pakistan.

Some flaws in the existing system are following :

National Geographic, HBO, STAR Networks and others have made India as a regional partner and not a single international media house have any office or sub office in Pakistan.

Irregularities of the highest order are prevalent in distribution of content through cable cartels in Pakistan.

In the light of these mal practices prevalent in media and regulatory sector of Pakistan, the sufferer is no one but the individual subscriber and public at large who are forced to watch an analogue cable signal from the service provider of their respective areas.

The question of coexistence of digital content along with the analogue content with a marked decrease in analogue every week can only be addressed by the initiation of a digital regime through initiation of DTH and digital cable along with a supportive regulatory framework provided by the authority.

1. Unregulated / less regulated regime of control over media by PEMRA 2. Open untapped policy of content being aired on the cable channels with virtually no control of any regulations 3. Revenue generation for government is a small percentage of the illegal DTH revenue generated and sent to neighboring country.

With these flaws in the system millions of PKRs. revenue is lost and on the other hand, sent to India everyday with the recharge of DTH set installed in Pakistan.

These illegal sets are sold installed and recharged by thousands of vendors openly in Pakistan. This also gives way to a media led brain washing of Pakistani youth especially women.

Pakistan in this situation is left far behind in the technology area with not a single DTH venture installed in Pakistan. All major TV channels of the world have no affiliation with any Pakistani media company due to the fact that not a single transmission of DTH is aired from Pakistan and Pakistani content similarly is not added into it.

LUMINARY | 38

DTH and digital cable delivery.

For this dream to come true in Pakistan, we need to start working now, for a new era of digitization meaning thereby putting all content on the vehicle of digital transport through

PEMRA in the wake of license authorization has been making hasty decisions resulting in huge pile of garbage for the decision makers and government quarters.

The conclusion drawn from the uphill task of authorization and regulation are less focused on a healthy workable system of digitization and more on a favored attitude of plundering and self-interest.

FARHAT ABBAS Co-Founder & CEO Infinite Resources Faculty Member NCBA & E Main Campus

EXCLUSIVE Q&A

THIS MAN HAS CHANGED THE TECH MAP OF PAKISTAN HE CAN TURN IDEAS INTO GOLD WITH HIS STRATEGETICAL SKILLS, VISION AND WISDOM

SALIM GHAURI CV Born

1955, Bahawalpur Pakistan

Education

Degree in Petroleum engineering from Romania

Experience

1979: Started his professional career with a job in Phillip Ericson and just after 6-7 months switched to Citi Bank, Riyadh for making a career in computers 1995: Founded NetSol Technologies 1999: Became the only Pakistani company trading on NASDAQ and eventually with few years also achieved CMMI level 5 certification which is with very small number of companies in the world. NetSol also achieved certifications like l ISO 9001 and ISO 27001.

2007: Win the prestigious Asia Pacific ICT Alliance (APICTA) award for “Best Financial Industry Application” and listed some prominent recognition awards including the 8th Teradata National IT Excellence Award from Senator Raza Rabbani, Leader of the House in Senate.He also lifted the valuable FPCCI’s Best IT Export Performance Award 2007-2008 from the Prime Minister.

June 2015: NetSol recognized as “First Rate and Best Selling Finance and Leasing Solution Provider” for third consecutive year in China December 2015: Signed a $100 Million contract

LUMINARY | 40

About Salim Ghauri: Mr. Salim Ghauri is a renowned IT Entrepreneur recognized globally today. He is the founder and CEO of NetSol Technologies He is also the author of his book “Ghauri”. His Interest in IT over years of IT expertise developed at Saudi Arabia and Australia in his previous years urged an entrepreneurial thrust for his motivation.

NetSol achieved a global recognition as a leading supplier of IT software and solutions for finance and leasing; capturing over 90% percent of the Chinese Auto Leasing market. At present, the Honorary Consul of Australia for Punjab and in addition, he has chaired the Federal Government’s ICT Task Force. Salim Ghauri is a continuous Contributor to Planning Commission’s Vision 2025.

He has served as a Former Chairman of Pakistan Software Houses Association for IT and ITES (P@SHA).

Salim Ghauri acted as the Former President of American Business Forum and he has also served as the President of TiE Lahore which is the biggest entrepreneurial nonprofit organizations in Silicon Valley dedicated to fostering entrepreneurship globally.

Salim Ghauri is passionate about working hand in hand with the people of Pakistan to give back something to this nation in the IT and Business sector.

NetSole having worked with more than 200 Finance and leasing companies in over 30 countries with more than 1600 employees have truly set a remarkable benchmark for others and made Pakistan proud throughout the world.

SALIM GHAURI

CEO & FOUNDER NETSOL TECHNOLOGIES HONORARY CONSUL OF AUSTRALIA FOR PUNJAB

EXCLUSIVE Q&A LUMINARY: Please share something regarding your professional journey so far how you started your professional career?

Salim Ghauri : As it says in the book “GHAURI-From nothing to everything” started my career in 79 very lucky to pursue my passion( IT). I am a petroleum engineer by qualification however never pursued that career as interest was only in computers so I joined CitiBank in 1979 to start my career and dream in computers and that was the best decision of my life which lead me to self-learning and to develop computer programs and technicalities.

I really worked hard to become good at it. Until living in Australia my last few years I decided to come back to Pakistan which wasn’t easy decision because Australia is a beautiful country good and happy life, everything is working in your favor coming back to Pakistan was not an easy proposition at that time. But somehow I am a person who don’t think from mind I just go to my guts feeling and I stay with my inner belief and I came back to Lahore in 1995 LUMINARY: Why you selected IT as your career ?

Salim Ghauri : In the 70s during my first interaction with the computer , its ability to respond so quickly to my command simply fascinated me to such an extent that my mind told me that this is going to be the future. So just went with my gut feeling of perusing a career in computers and that's what I am doing from last 40 years just software development and all IT related services.

Luminary: Why most of the projects that NetSol is doing are outside Pakistan? why not Pakistan?

Salim Ghauri: It's not about Pakistan. It's just that the market is outside Pakistan. We have developed a Lease & Finance application software. We are one of the largest company in the world in this domain. We have the understanding how this business works. Our biggest achievement is to have developed a globally recognized product from Pakistan. Almost 90 percent of Chinese multinational finance companies running their portfolio in our software, no other software company can do that. And it's just not China we have taken over the market in many countries.NetSole is operating from different regions including North America, Asia , Austrailia , and Europe.

five companies which compete with us within the world.

Whereas what others do they are just comparing with everybody else even in Pakistan there are 100 companies doing same re episodes. We just don’t promote the strategy of having too many customers. Just want to take a number of customers highly value sharing so we can deliver better services if one takes too many customers they compromise quality so different reasons what we have done in the past and how we are planning the future.

We just want to be very focused on what we do working in a very specialize area where very few companies compete with us and for this we have expert and skilled human resource with us here in NetSol not many companies will have that type of resources what we have today.Around 1600 people are working with us in NetSol today.

Luminary: how you look at the current situation of IT industry in Pakistan?

Salim Ghauri: Extremely excited. Pakistan IT is really doing well and now in a growth mode. This industry is bearing fruit because of the twenty years of hard work. Pakistan holds a prominent position in the IT world.

Luminary : the How you look at the youth of Pakistan and their role in IT ?

Salim Ghauri: Pakistans youth is so talented that people abroad admit it and they are working on lots of startup ideas and I entitled them a lot as well. I have seen many good ideas coming out of our industry and making a global recognition to that. Pakistan is where the world is now we are now into the internet properly. Our internet economy is growing in and soon this will become a greater chunk of the total GDP. So once internet economy grows than GDP grows as well , because there will be more people offering the services. At the moment there are many groups offering services but the number will grow.So we will see more investment in the Internet economy.

Luminary: What differentiates your company from others in the industry in Pakistan as well Internationally?

Salim Ghauri: we are dealing with an enterprise solution for landing lease and finance so we are specific. There are many companies in Pakistan but they all are dealing with different solutions and they don't work in areas where we work so we are specialized.

Luminary: What do you think about academia in Pakistan?

Are they producing sufficient human resource required by business industry ? Are they effectively connected for research , knowledge and opportunity sharing ?

Salim Ghauri: IT industry in Pakistan is very young our schools are very young approx. thirty years old. So it takes a certain age to mature. But it's amazing what have been done in last thirty years. Many students and engineers have come out with such a young school and faculty still, we have produced.

Twenty years from now when I started and to what I see today is a great difference we have more schools and private schools as well offering IT education.

This is why not everybody can compete with us when you go into general business you have hundred of people lying out to take your business away. Where we are we have only four to

Luminary: Are they producing right person for the right job?

Salim Ghauri : A lot to be done look let's be honest because as

LUMINARY | 42

I said earlier they are young schools we are learning but we are learning fast.Schools are producing and they can produce better. I am not happy with our own work sometimes I want to improve it every day and the challenge for is “ how can we become more efficient” that's an ongoing improvement process. But today we have good schools definitely, they can be better definitely there should be more linkage between industry and academia. A lot of work need to be done I am also invited by many academic institutes. They invite me to help the curriculum and address the IT dislinks and to interact with students and classes.

Luminary: There is a Delima here Pakistan that mostly CEOs visit institutes like Lums and IBA who are already enriched with such resources whereas 80 % schools are down the track and left unattended for such mentoring and guidance ?

Salim Ghauri: I am a very ordinary man and I go to ordinary schools. I have opened myself to people. I accept all the invitations to visit schools and Universities to speak to the students. I believe by sharing my failures and successes with young people, I would help them take the right decisions.

I do agree with you Lums can handle this very well but the schools down the track I like them more. So my time spent with those schools are more than any other schools and that's our responsibility to do and we do it very well.

Luminary: What are your company ambitions for the future?

Salim Ghauri: We are one of the leading suppliers of leasing and finance enterprise solutions in the global markets. We have the best product best people working here with us in Netsol this business has no limit we can sell anywhere in the world.

Luminary: What do you do to live a balanced life? Are you into any sports?

Salim Ghauri: I just work ruff and then enjoy my life I don't believe working each and every day. I believe in delegating power and work. I am into serious exercising business. I also play golf but don’t get much time for that because I spend more time at the gym in the morning and than with family.Golf needs more time almost four hours for an 18holes game and if I take more time for golf then the family time suffers.So either I can play golf or take out an hour for Gym at my home.

Luminary: Have you ever failed in your Life?

Salim Ghauri: There is a list of failures so long that I can not even count.

Luminary: How you come out of your failures?

Salim Ghauri: Accept your failure yourself and don’t blame others very simple.When you take a decision you are responsible for it so you should accept it and then you learn and

move on. On the way where we are today we made a lot of mistakes but we just learned and moved on. The fact I am here means I have done something right too.

Luminary: What are you doing to ensure you continue to grow and develop as a leader?

Salim Ghauri: I think a good leader delegates and its all about smart leadership that how you are able to delegate. A Leader always makes sure this that there are people who can always manage in your absence. We have a very good team to lead the work . Since you are sitting do you see me attending any call at all? I did not. We have hired the best people and then we let them do their work.

Luminary: What advice would you give someone going into a leadership position for the first time or want to start a business? to the younger generation of CEOs, managers, startups, entrepreneurs and business leaders?

Salim Ghauri: It's the right time to come into business because Pakistan’s economy is moving very quickly. It's a big country with approx. 200 Billion people. A lot of opportunities are available many Ideas to sell. Anything sells here because people buy. So just take the benefit of the right time as in few years time there will be too many people and there will be fewer opportunities. Like in North America and Europe they have very few opportunities because of too many people have already take the opportunities. Still, we have many opportunities here in Pakistan and it's the right time so come up with your ideas and don't be afraid to fail because you fail. People who try they fail so failure, in fact, is not bad.

LUMINARY | 43

EXCLUSIVE Q&A

PROFESIONAL GRAPH OF SHAHKAM

GO BIG OR GO HOME

STRAIGHT TALKING BUISNESS MOGUL TAKES ON SHAHKAM...

Luminary: How you started your journey?

Mr. Shahid Kamil Butt: Shahkam Industries was founded in 1992 by my beloved father Mr. Kamil Butt (late). My sister Saiqa Butt was its first MD. We started with only 100 stitching machines and 5 knitting machines. I joined in 1996 after completing my bachelor's from University of California, Los Angeles, (UCLA). We continued to grow in the same areas and added more machines and space. At present, we have almost 39 acres of land compared to 2 acres in 1992 when we started.

Working in a family business has had many positive and negative aspects to consider. In my case, the foundation was already set by my father and sister for four years. My father taught me initially about business practices and how to do things in Pakistan. I made a few adjustments according to the requirements of a family business but my leadership style was my own. When I look back from 1996 till today, a major portion of my life has been spent in Shahkam, like many in my management team. I was only 22 years old when I got here, and have spent 20 years of my life with the factory.

Our growth in Shahkam has been gradual of at least 10% per year. We have done 5-6 major expansions over the years as well. In the textile industry, growth comes the hard way. When we say 10% we mean approximately 10 million dollars a year.

With an average price per garment of 6$, you can see we have to do a lot of garments to expand our revenue.

This is a lot of work and easier said than done. Each garment can make or break us. Apart from that, we are a vertical factory.

Every process is done within our walls. We don’t outsource much in order to maintain the quality. We have consistently enhanced our capacity in all areas of the factory, whether it be energy or warehousing.

Luminary: What are your major customers and how do you retain them?

Mr. Shahid Kamil Butt : We are working with many major brands in North America such as GAP, AEO, Macys Sears, US POLO, and Belk among others. We also work with European clients like Zara, Pull & Bear, Okaidi, Bershka, Celio, Springfield and Next in the UK. Retention of the clients is our prime focus

LUMINARY | 44

area and we do this in many ways. First of all, we have very good relations with agents who represent buyers. We respond to them promptly and listen to their concerns. We also make samples, new developments, and designs very often. Our quality and delivery are of paramount importance to us. This is the reason that some of our customers are with us since 1992.

Personal relationships and integrity is something which also connects us for such a long time. At times our customers send their own staff for compliance and safety checks. I myself travel a lot and if I meet one buyer and take an order from them, I make sure I meet them the next time as well. At that time I want to make sure that my company has fulfilled the quality and delivery promises.

Luminary: How do you cope with the energy crisis in Pakistan?

Mr. Shahid Kamil Butt: The textile industry is suffering from energy crisis from a long time. Big companies can afford their own generators and buy boilers individually, but emerging companies do not stand a chance to survive in such conditions. Apart from energy, there has been many other challenges that we have had to face. Such as the sudden drop in the Dollar price from 108 to 99, Geopolitical issues like terrorism, nuclear tests, sanctions and 9/11.

This has led to a massive reduction of the textile industry which in turn means a shortage of skilled staff, labor, and trainees. Overall the situation is bad and there is no more industry except for financially strong names and big players.

On the other hand, if you stay and survive for some time on alternative energy options, some opportunities may come to your way. You can pull some of the left over employees and train them according to your needs.

We are also not happy with the methodology of gas supply. We have added new generators and boilers and constructed reservoirs to store furnace oil to ensure smooth production to meet the deadlines.

Luminary: How do you look at the textile industry in Pakistan and Internationally?

Mr. Shahid Kamil Butt: I believe Pakistan has unbelievable

Mr. Shahid Kamil Butt CHIEF EXECUTIVE SHAHKAM INDUSTRIES (PVT) LIMITED

EXCLUSIVE Q&A potential in textile. We have an abundance of skilled labor and most importantly an upcoming population under 25 years or less, which is charged up to deliver. If we look at it regionally, India is moving toward heavy industry, China is moving towards retail, so Pakistan can increase its manufacturing.

Another important player is Vietnam which is almost fully saturated. There is a vacuum for sure and Pakistan can fill it.

Sadly it seems the government is not interested in supporting the value-added textile industry. They need to offer incentive-based assistance so more jobs can be created. Targeted assistance can be given to factories for forward integration from crop to apparel which would mean more investment, jobs, and exports.

On the other hand, internationally the retail industry is struggling and consumer habits are changing and evolving.

Traditional methods of big orders, long lead times, and set buying sheets are all things of the past now. We have to be flexible, look closely to the new trends, and be adaptable. We need to be face up to that challenge. This is now our philosophy, and we observe trend closely to be able to respond and take orders with quick lead times. We don’t want to make more profit in one order and prefer to have composite relationships over the course of time with our customers. Actually, we are looking for a sustainable and mutually beneficial relationship with our buyers.

Luminary: How you deal with innovation in your organization?

Mr. Shahid Kamil Butt: We have our own design and research and development department. We are always looking to innovate, play with fabric and get something new out of it. We often try very difficult processes and experiments. In the late 90s we did a lot of embroidery innovation and nowadays we are working on denim for diversification. Overall our innovation is focused on the fabrication side, that’s where we can introduce something new and gain a competitive advantage.

Luminary: How do you see environment changes and regulations by the company?

Mr. Shahid Kamil Butt: We have our own waste water treatment plant. We also just installed boiler from Germany and Thailand. We are actively trying to reduce the general waste of our factory so we can have a more lean manufacturing facility. We also look forward to installing some solar panels.

Luminary: What steps are you taking for the training and development of your staff and labor force?

Mr. Shahid Kamil Butt: We have a new sewing training school, from which primarily 50 female sewers are graduating every month. They are then integrated into the main sewing lines. We also have our own training center where we arrange lectures for labor and managers. This allows us to share our

LUMINARY | 46

future strategies and get feedback from them as well.

I do many lectures myself for information sharing and to get on the ground feedback on what is happening in the factory. I share updates on expansion plans, construction, market research and customers’ feedback. The labor is very intelligent and asks many questions pertaining to wages, holidays, benefits, clients, production requirements, and international innovation. Our managers can explain this to them but they prefer to hear it from me. They like to engage with me one on one.

Luminary: How do you manage stress, pressures, and maintain work like balance?

Mr. Shahid Kamil Butt: I am a very active person and I play football every day. I follow my own routine which changes every five years or so. Nowadays I show up early at work at 730 am and work till 2pm. When I joined I used to come at 8am and for half a decade in my 30s I had a routine to start work at 1pm.

I find my routine every few years and then stick to it. I also go to the gym 4-5 times a week. I like to spend quality time with my wife and children and we take time out and travel a lot. My favorite place in the world is Los Angeles as I went to college there.

You need to empower the other members of management and they must take the ownership. My factory is still very owner-centric. I am improving on this and striving for a more professional management system all the time. My dream is for my company to work on the same level whether I am present at the facility or not.

Luminary: What is your toughest decision so far?

Mr. Shahid Kamil Butt: The decision to subcontract or expand vertically was a very critical fork in the road moment for us. I chose to go for vertical expansion. You can make more profit by outsourcing but somehow the quality is compromised. You have no control over the labor conditions and whether the subcontractor is compliant 100% of the time. It’s better to bring it all in the house where you can keep an eye on these things. As I mentioned earlier this is not built overnight. It’s a step by step process, especially when you want to do the expansion in a financially responsible and prudent manner. Our USP is we do everything in house and control the product.

I faced many challenges when I was confronted by favoritism and nepotism in some departments. I hate such things. We have 7000 people working for us and we continue to coach them to follow a professional culture. Change doesn’t come instantly but you have to be patient.

Luminary: Where did you lean and get inspiration and who do you consider you mentor?

Mr. Shahid Kamil Butt: I have spent all my time in the factory.

Whatever I am today is because of my parents. I learned from my father the basic ethics of business, like how to hire, promote, and deal with the labor. The main thing I was taught with extreme diligence was the importance of commitment. Once you have committed something with your worker or customer, you have to fulfill it. I consider my father as my mentor. Professionalism is the only answer if you want to grow. My father never asked me to change my leadership style. I like to keep emotions out of business as my first priority is to protect the financial stability and the future life of the company.

Luminary: How do you see entrepreneurs’ legacy and how we can break it?

Mr. Shahid Kamil Butt: The concept of family business is very strong in Pakistan. We don’t have that many successful start-up businesses. The majority of our businesses are of the traditional family oriented model. However I strongly believe it’s not going to work if you educate your child abroad and then when he or she comes back, you don’t accept his or her new international ideas. My father gave me full authority when I was 22 years old, and he was the Chairman who guided his CEO (me). However the decisions were mine, and the combination worked very well. To be frank, the new generation in Pakistan has more potential than the previous one. The new generation has every right to ask questions from the previous one. Have they improved the growth rate, debt rate, or the GDP? What has gotten better in the last 20 years? What major geopolitical issues have been solved? I think they have had their chance. Now it’s time for them to move to aside and let the new generation try to fix the country. It’s very simple if you want international business, you need to have international ideas.

Luminary: What are your future plans for Shahkam Industries?

Mr. Shahid Kamil Butt: We want to expand more into denim, woven and other apparel products. We are going to enter into the local retail environment as well. We will be adding more departments resulting in more jobs, in a lean and efficient manner. We want to create more jobs specifically in Pakistan.

Luminary: Your message to young professionals and entrepreneurs?

Mr. Shahid Kamil Butt: Pakistan is actually an amazing country with a lot of potentials. For whatever reason, we are very weak in international PR. Lots of things can be portrayed in a positive manner with better marketing. We have issues but we need to stay united. As new entrepreneurs, you should focus on critical analysis.

Don’t just believe whatever is being told to you. Secondly, you need to study history to understand what is happening right now and why it’s happening. Understand certain things like why this country was made. What was the objective and goals of the founders? What amount of sacrifices has been given for this land? If you don’t understand these things you can’t change anything. I would also request seniors to encourage and believe in next generation.

LUMINARY | 47

FINANCE

THREE FACTORS EVERY ENTREPRENEUR

NEED TO FOCUS WHILE PLANNING FOR AN EMERGENCY SITUATION… If you’re like pretty much every business owner I’ve ever met, you can’t stomach the idea of abandoning your business.

But if an accident or illness knocks you off your feet, and you’re not prepared for it, you can go from six-figure monthly revenues to squat overnight.

And yet, you’ll still need to pay your mortgage, business vendors, and payroll. Can you do it? If you don’t have a backup plan, turn the page -- you’ll find the three financial steps you should take today to protect you tomorrow.

1 Secure access to cash.

For years, financial advisers have recommended that everyone stash enough cash to cover at least six months of personal and business operating expenses for emergencies.

Yeah, right. To most people, that’s an

LUMINARY | 48

obscene amount of money to have parked in a near-zero-interest bank account.

A better solution: Open a line of credit (both personal and business) that can supplement a more modest emergency fund amount of about two to three months’ expenses.

2 Insure your paycheck.

If you don’t have disability insurance, get it. Some policies guarantee a percentage of your income -- typically up to 60 percent -- while others cover your business’s overhead so you can pay bills (which, conveniently, includes your full salary).

But make sure you shop around and read the fine print to uncover any loopholes. A client of mine learned this the hard way when he found himself in

the hospital after a car knocked him off his bike. The insurance company paid nothing because it determined that his business did not suffer a “significant enough” drop in revenue while he was debilitated. He nearly went bankrupt.

3 Get down to basics.

Whether you end up relying on a lump sum of cash or a reduced income stream, one thing is for sure: You’ll need to live lean when you’re out of commission.

The more time you prepare for the worst by limiting your personal overhead, the easier it’ll be to weather adversity.

Personally, I never let my fixed expenses account for more than 45 percent of my income after taxes.

KEY SECRETS FOR MAKING A GOOD BUSINESS PLAN FEASIBILITY FOR YOUR TARGETED INVESTORS If you've made it to the stage where you've convinced investors to take a look at your business plan, you are already deep into the investment process. But be forewarned: The is the final hurdle and the point at which most entrepreneurs fail. Assuming that your targeted investors are not already convinced they want to invest in you, here are six things they are likely thinking while watching you pitch your idea.

Where’s the money?

Ultimately, investors may think you have a pitch that excites and inspires, but they're not clear on how you are going to actually make any money. And that's important: A lot of great ideas in startup universe may change the world for the better, but investors are most interested in is how they're going to get their money back.

A key part of your pitch, then, is to explain to them is how you are going to draw profit from your business. You should have a solid plan for how that's going to happen.

Your company is over-valued Watch any major reality show, like Shark Tank or Dragon’s Den, and the same complaints come up time and time again during the pitch. Investors tend to complain that the company in front of them has been overvalued.

And that’s a common mistake entrepreneurs make because they obviously believe that their idea is worth a million bucks. To make sure that you are getting a realistic evaluation for your own company, speak to both a lawyer and an accountant. Take their valuations. Then you’ll know that the true valuation is somewhere in the middle.

You have no plan for a long-term future The pressing issues of getting off the

ground and gaining traction are big matters, but entrepreneurs and investors alike also need to have one eye on the future as well as one on the here and now.

Investors need to know that your product or service has a long-term future.

The chances are they haven’t thought enough about it to know that something has a future. Part of your pitch should be dedicated to showing them this. Demonstrate that your product has a long-term outlook.

You have no growth strategy Investors need to know that they are not only going to get their money back but are going to make a profit in the long run.

money back through Zgrowth projections or having a say in how the business is run.

If your company has no strategy for growth moving forward, you are saying to investors watching your pitch that their money may be going to a good cause but they are not going to see a return on their investment.

You should also make it clear that there’s room to negotiate. Investors don’t like being talked down to. They don’t like to be told: "how things are."

Remember that you are the one coming to them for money.

You should have a comprehensive growth strategy for how you are going to take their money and grow the business. The crucial message to send is that you are not going to need to ask for more money in the future to reach the next level.

Why are you the right person to win?

But be careful because studies say that scaling too fast is the number one reason for startup failure.

What’s in it for me?

It’s true that many investors want to see ideas get off the ground and want to manage something that changes the world for better. But they need more out of the deal than a warm, fuzzy feeling. Too many pitches focus on the business and not what potential investors are going to get out of it. Tell investors exactly what they are going to get. This can be communicated in terms of their getting their

As most investors would say, “We bet on the jockey.” All this means for you, according to Chase Hughes of Pro Business Plans, is that those investors want to make sure that you have the tenacity and ability to succeed, no matter what hurdles arise throughout the journey.

In fact, this is one of the most important aspects for seed-stage investing, simply because it is usually too early for significant revenues or key metrics that can make a company a winner at first glance.

By Mark Branson

LUMINARY | 49

INNOVATION

The

SCIENCE

BEHIND THE

SAMSUNG GALAXY NOTE 7’S

BATTERY FIRES The Samsung Galaxy Note 7 is suffering the same fate as countless hover boards — there are reports that some phones have been bursting into flames, prompting Samsung is issue a recall and the U.S. Federal Aviation Administration to strongly discourage passengers from carrying the device on planes, news sources report.

Why is this smartphone such a fire hazard? The answer has to do with its lithium-ion battery, a common power source that isn't just used in cellphones but also in computers, power tools and toys.

Lithium, the third element on the period table, is a silver-white metal that can catch fire when exposed to oxygen or water.

But in 1991, Sony Corp. commercialized a way to safely use the ions, mainly by keeping the lithium ions in a suspension or chemical so that it isn't pure lithium.

Well-made electronics have safety measures built into their lithium-ion batteries, but faulty ones with poorly made electric circuitry can meet with fiery ends.

For instance, faulty batteries can be overcharged.

Well-made batteries will stop charging automatically once they're full, but that's not always the case for faulty batteries. If left plugged in for too long, the lithium ions can collect in one spot and be deposited as metallic

LUMINARY | 50

lithium within the battery. Also, heat from the overcharging can cause oxygen bubbles within the gel, which are highly reactive with metallic lithium.

Likewise, defective lithium-ion batteries can also be over-discharged, meaning they don't shut off when the power is too low, which can also lead to fires.

It's unclear exactly what's causing the problem in some Galaxy Note 7 devices, but one user showcased the result on YouTube after he removed the phone from its official Samsung charger.

As of Sept. 1, Samsung is aware of 35 cases globally of lithium-ion battery malfunction, the company said in a statement. "In response to recently reported cases of the new Galaxy Note7, we conducted a thorough investigation and found a battery cell issue," the company said in the statement.

The company said it would temporarily halt sales of the device, and that it would replace current Galaxy Note7 smartphones with newer, safer models in the coming weeks, Samsung added.

In the meantime, the FAA and many airlines took action, saying that it "strongly advises passengers not to turn on or charge these devices on board aircraft and not to stow them in any checked baggage," according to a statement.

By Senior Writer Laura Geggel

LUMINARY | 51

INNOVATION

New Tech Could Read Books Without

OPENINGThem

Using technology akin to X-ray vision, scientists can read closed books, identifying letters printed on stacks of paper up to nine sheets thick.

This finding could lead to office machines that can scan reams of paper at once, or help researchers scan ancient books that are too fragile to open. The researchers also said it could perhaps help spies read mail without opening envelopes.

The prototype device uses terahertz radiation, the band of electromagnetic radiation between microwaves and infrared light. Previous research has found that terahertz rays, or T-rays, possess a number of advantages over X-rays, ultrasound waves and other kinds of radiation that can penetrate surfaces. For instance, terahertz rays can distinguish between ink and blank paper in a way

LUMINARY | 52

that X-rays cannot. They can also scan across depths to yield higher-resolution images than ultrasound can accomplish, according to the researchers.

The new system relies on how different chemicals absorb different frequencies of terahertz radiation to varying degrees, the scientists said. As such, it can tell the difference between paper that has ink on it versus paper that does not.

Moreover, the new system exploits the fact that air and paper each bend light to a different degree, and that pages of a book trap air pockets between them. These pockets may only be about 20 microns

deep — about one-fifth of the average width of a human hair — but this can be enough for the device to distinguish the signals from different pages of a book, the researchers said.

The researchers used a terahertz camera to scan a stack of card-size, 300-micron-thick sheets of paper. Each had a single letter about 0.3 inches (8 millimeters) wide written on only one side in pencil or ink. he scientists developed algorithms to interpret the often distorted or incomplete images from the camera as individual letters. In experiments, the prototype correctly read the nine letters T, H, Z, L, A, B, C, C and G from the front to the back of a nine-page stack, the researchers said.

"The system we used was not necessarily a top-of-the-line system — if the system was improved further, we'd have a chance of reading even deeper,"study co-author Barmak Heshmat, an electrical engineer at MIT said.

One application of this work could involve reading ancient and fragile texts.

"The Metropolitan Museum [of Art] in New York showed a lot of interest in this, because they want to, for example, look into some antique books that they don't even want to touch," Heshmat said in a statement.

Another possibility of greater use in daily life may be "future scanners that can scan through large amounts of documents without having to mechanically separate the pages, which could be useful for libraries, banks and others," Heshmat said. "Such a future scanner wouldn't use terahertz waves, but perhaps infrared light."

It might even be possible for spies to use this technology to peer through envelopes. Still, "it could be possible to use ink that is not visible in the frequency ranges used," Heshmat said.

Other potential industrial applications may include analyzing any materials organized in thin layers, such as layers of paint or coatings on machine parts or pharmaceuticals, Heshmat said.

LUMINARY | 53

EXCLUSIVE Q&A

HOW I DID IT?

AN INSPIRATIONAL SUCCESS STORY OF DREAM, VISION, AND COURAGE…..

ABDUL WAHID QURESHI CV Born September 1964 Lahore Pakistan Education Mr. Abdul Wahid Qureshi is a Fellow Chartered Accountant from Institute of Chartered Accountants of Pakistan, and A.C.I.S, Chartered Secretary from Institute of Chartered Secretaries of Pakistan.

Experience August 1993 started working as Manager Finance & Accounts in Kohinoor Industries Limited August 1997 started working as Finance Manager in Nishat Mills Limited December 1999 started working as Financial Controller at Rafhan Maize Products Company Ltd August 2003 started working as Director Finance Levi Strauss Pakistan Pvt Ltd for Pakistan and Bangladesh.

April 2009 started working in Berger as CFO and company secretary.

December 2015 started working a CEO 3S Pharmaceuticals Private Limited - Pharma division of Berger Paints

LUMINARY | 54

Luminary: Please share something regarding your professional journey so far how you started your professional career?

Abdul Wahid Qureshi: Started working as Manager Finance & Accounts in Kohinoor Industries Limited and in 1997 switched to Nishat Mills limited as finance manager. In 1997 I got an offer from Rafhan Maize Products Company Ltd as financial controller and after working with them for about four years I joined Levi Strauss Pakistan Pvt Ltd as director finance.

In 2009 this opportunity came to work with Berger as CFO and company secretary. In a devastating Fire incident in 2008, Berger plant in Karachi burnt into ashes when Company shifted its offices in Lahore. So it was like starting from scratch I joined as CFO, reporting to CEO (Dubai).

After joining the company just in four years turned around the company from a loss in 2008 to profits in 2013. It’s a huge success story that we started at loss of 400 Million and within four years were in profit.

As Berger is running in profit with good liquidity so we decided to start some new venture. We started researching in power and many other sectors to select the right investment sector for us. But finally, selected Pharmaceutical sector because of keen interest of Dr. Mahmood Ahmed (CEO, BERGER) who is an MBBS doctor by qualification and as well served in Pakistan Army Medical Corps. Another main reason for choosing Pharma sector was its potential for good margins and growth in Pakistan.

Pharma sector was consistently giving

15% growth from last many years and especially last year in 2015 growth rate was 16% in Pakistan.

So being multinational company and having good relationships with our associates in foreign companies where we decided to bring some new research molecules in Pakistan and to introduce quality products as well though there are many companies so without condemning anyone, we would like to set our own quality standards and benchmark with our own research molecules.

So while we were searching we found this 3S Pharmaceutical a very good company as its layout was good the products they were producing was very good, but they had some liquidity problems. So we acquired 75% of this company 49% acquired by the BERGER Pakistan and 26% by our foreign company so, therefore, this is how the company became a member of the Pharma Bureau Pakistan and also in the Overseas Investors Chamber of Commerce & Industry (OICCI), as it has foreign investment as well.

Dreamers see "the idea" but Visionaries see the "path" and the idea.And courage turns it in reality. And when this rare combination works together, things get done. Mr. Abdul Wahid Qureshi has all these qualities he is not only a Dreamer but as well a Visionary Leader and that’s how he made his amazing success story a story of courage...

ABDUL WAHID QURESHI CEO, 3S PHARMACEUTICALS CFO, BERGER PAINTS PAKISTAN

EXCLUSIVE Q&A Luminary: What kinds of Products are manufactured in 3S Pharmaceutical?

Abdul Wahid Qureshi: At the moment, we are producing around thirty products in tablets and capsules. But now we have planned to launch this month Syrup and tri suspension powder and saches which are a growing demand in the market. So another thirty new products will be available soon in the market from 3S Pharmaceuticals. At the same time, we are also working with our International partners for the introduction of foreign new research molecules in Pakistan and as well there production in our Plants. We also have plans to, later on, export these products.

3S Pharmaceutical is also in process of improving our certifications like Total quality management, ISO 9000 certification, and other quality management System Standards. So we are passionate and that's a humble start.

Luminary: Where are you manufacturing?

Abdul Wahid Qureshi: we have one plant at Raiwind Manga road Lahore so all manufacturing is done there and we are selling our product to Punjab and KPK at the moment and at second stage we will launch in Sindh as well.

Luminary: How do you balance the long term versus the short term when thinking about innovation?

Abdul Wahid Qureshi: I think for research we have already decided a budget to invest and that's a capital investment, not an expense. We are continuously investing as and we have a separate R&D department with qualified doctors and staff. So we are working on it and very soon Inshallah we will come up with the new research molecule for the Pakistan market.

Luminary: How important is sustainability in the company’s strategy?

Abdul Wahid Qureshi: 3S Pharmaceutical is not new to the market as it was already operating and recently we acquired its major shares. So I think very

LUMINARY | 56

soon we will achieve break-even level as a new company. We are not rushing for profit in 3S Pharmaceutical right now as currently planning to invest more in people, innovation, and products to reach. We are already doing well in the paint sector and this year Berger will be the number one company in Pakistan.

Luminary: How do you encourage creative thinking within your organization?

Abdul Wahid Qureshi: We have a really motivated and hardworking team at 3S Pharmaceuticals. And we don’t believe in Management and team concept, rather we like to work as a team. The same message is communicated internally as well that we have to work as one team to be successful and whatever will be earned we are ready to share.We have already announced a very lucrative incentive scheme for them so it's a win-win situation for both. The motivation level is quite high at the moment as we are receiving repeated orders from the market and as well acceptability in the market is also very good. Definitely, we have more plans for further marketing campaigns in the market along with doctors and medical institutions to introduce our company products.

Luminary: Do you have any plans for expansion or working in any new

product line in 3S pharmaceutical?

Abdul Wahid Qureshi: Nutraceutical is the idea as herbal products are very popular in Pakistan and some convenience in regulations as well, So that’s what we are planning currently as some segment of consumers believe allopathic products have side effects and are moving towards herbal/ nutraceutical products. We are looking for the additional place along with the plant to build this new expansion though at the movement we have a sufficient space and capacity to meet our current production needs.

Luminary: How do you ensure your organization and its activities are aligned with your “core values”?

Abdul Wahid Qureshi: We never compromise in our core values even in Berger people live and breathe the core values either it's about integrity, courage, transparency, and genuineness. And we have communicated the same to our employees in 3S Pharmaceutical that they have to be genuine while meeting ant customer or healthcare company. So no compromise is tolerable on the ethical values. So for making this practice more effective we keep on reminding them of our values in every meeting.

Luminary: What differentiates your company from others in the industry?

Abdul Wahid Qureshi: When I was searching for this plant I came across many plants and their working style.

People usually project something else and when you visit the plant it can be clearly observed they are not following the medical and general health standards. So in 3S Pharmaceutical plant we always offer everyone to come and visit our plant and find out how actually we are working. We have well maintained Plant following the best health and cleanliness facilities. So this is the confidence we are sharing with our sales team as well Pharma doctors that our product is being produced in a healthy clean environment at very high-quality standards.

Luminary: What's the toughest decision you ever made? What did you learn from that one?

Abdul Wahid Qureshi: I think at the end of the day our priority is family.

These days working on the dual position as CFO Berger and CEO 3S Pharmaceuticals at the same time, so unable to give decent time to the family right now. But now I am trying to do my best to give quality time to my family.

Luminary: How do you manage your anger and stress?

Abdul Wahid Qureshi: I enjoy playing golf over the weekends at gymkhana it really relaxes me and release out whole pressure and that’s one thing I would love to do more even after retirement.

Luminary: What was your biggest missed opportunity?

Abdul Wahid Qureshi: Not much I love to travel and now I am quite busy so don’t find much time to go on personal trips.

Luminary: What is the one behavior or trait that you have seen derails a leaders’ careers?

Abdul Wahid Qureshi: One of the important responsibility of a leader is to groom nourish people around him/her by encouragement and delegating power. But unfortunately, it's seen very

commonly here that they hire people and intentionally don’t want to nourish them to keep them at a certain low level.

And that’s what I not only condemn but would like to change as well so I always try to speak less in the meetings and encourage everybody to speak up and share their ideas and opinions and take the lead. So it's my passion I love nourishing leadership within my organization that once you are not around everybody is there to help around and take the lead.

Luminary: What's the toughest decision you ever made? What did you learn from that one?

Abdul Wahid Qureshi: Personally I would say it’s the commitment to one own self that I have to do it. One day while working here as CFO Berger I said to my CEO in a yearly appraisal meeting that “ I am losing my interest in CFO-ship I had a fear that you will give this job to someone else but I want to work as an entrepreneur I want to run my own company and how will I do that I have no finances and no idea but I am just sharing this with you I am sorry but I opened my heart ” and in reply he was quite he didn’t say anything. Just after six months to that conversation, he called me and said ok let's find out something.

I was attending a seminar delivered by Dr. Madiha Nadeem I went there just to see the quality of the program and she was asking this question to everybody “what they want to be in there life?”. She came to me and asked what you want to do? And I said I want to be an entrepreneur and she said you are a finance person you are CFO and I said I want to be entrepreneur let's see when. So only focus that I can take this energy to other as well. One should keep focus whatever you want to do and the belief and faith that you will be able to do it.

here in Berger as well that I have learned “courage” and I really like this value personally as well you have to have the courage to say whatever you are thinking maybe others will call you stupid but at least you will get clarity that idea is stupid. So whatever you think have the courage to say and express.

Luminary: What advice would you give someone going into a leadership position for the first time? to the younger generation of CEOs, managers, startups, entrepreneurs and business leaders?

Abdul Wahid Qureshi: I think first of all right set of skills for example if you are MA Islamiat and you want to do something in engineering that doesn’t work.

So even if you have passion focus everything but not the background and right skills it won’t work. So acquiring right set of skills is very important. So your targets should be aligned with your goals . And most important respect people around you be humble that will really give you success.

Luminary: What are you doing to ensure you continue to grow and develop as a leader?

Abdul Wahid Qureshi: Consistency I mean you see when people have a problem they look at you if you are disappointed and shaken mind you will not be able to lead them. I think consistency, sense, courage and faith on whatever you are doing.

Luminary: What are your company ambitions for the future?

Abdul Wahid Qureshi: We have developed a company mission to serve the community and to develop a healthy community. Because with a healthy mind and body one can deliver better so on a personal note I would say start exercising that and we should start early to live a better life.

Luminary: What is the best advice you ever received?

Abdul Wahid Qureshi: I think one of the best value in my previous company and LUMINARY | 57

HEALTH

A SIXTH

?

SENSE

IT’S IN YOUR GENES

Taste, smell, vision, hearing, touch and‌ awareness of one's body inspace?

Yes, humans have at least six senses, and a new study suggests that the last one, called proprioception, may have a genetic basis.

Proprioception refers to how your brain understands where your body is in space. When police ask a drunken person to touch their finger to the tip of their nose, they're testing the sense of proprioception.

Previous research in mice has suggested that a gene called PIEZO2 may play a role in this sense, according to the study. The PIEZO2 gene tells cells to produce "mechanosensitive" proteins. Mechanosensation is the ability to sense force, for example, being able to feel when someone presses down on your skin. It also plays a role in proprioception, according to the study.

To understand the gene's effect in humans, the researchers at the National Institutes of Health (NIH) identified two young patients who had very rare mutations in the gene, according to the study, published Wednesday (Sept. 21) in the New England Journal of Medicine. The patients also had joint problems and scoliosis, the researchers noted.

The patients were asked to perform several tests related to movement and balance, according to the study. In one test, for example, the researchers found that the patients had a great deal of difficultly walking when they were blindfolded.

In another test, the patients were asked to reach for an object in front of them, first with their eyes open and then while blindfolded. Compared with people who did

LUMINARY | 58

not have the gene mutation, the patients had a much harder time reaching for the object when blindfolded, the researchers found.

Other tests showed that the blindfolded patients with the gene mutation had more trouble guessing the direction of movement of their arms and legs when being moved by the researchers. They also had more trouble feeling the vibrations from a buzzing tuning fork placed against their skin, compared with the control participants.

"The patient's version of [the gene] PIEZO2 may not work, so their neurons cannot detect touch or limb movements," Chesler said.

In a different experiment, one patient said that the feeling of someone gently brushing the skin of the forearm was prickly, as opposed to a pleasant sensation that's normally reported.

The researchers said that the PIEZO2 gene has been linked to genetic musculoskeletal disorders in previous studies. Indeed, the findings of the new study suggest that the gene may be required for normal skeletal growth and development, the researchers said. Another possible explanation is that the sense of touch and proprioception play a role inskeletal development, they wrote.

The findings suggest that the patients who carry the mutations in the PIEZO2 gene are "touch-blind," Alexander Chesler, a principal investigator at the National Center for Complementary and Integrative Health and the lead author of the study, said in a statement.

Other parts of the patients' nervous systems, however, were working fine, according to the study.

The patients could feel pain, itch and temperature normally, the researchers said. In addition, their brains and cognitive abilities were similar to those of the control subjects.

By Staff Writer Sara G. Miller

LUMINARY | 59

HEALTH

Super Sleepersmay

actually be sleep

Deprived

PEOPLE WHO CLAIM THEY CAN THRIVE ON JUST A FEW HOURS OF SLEEP MAY ACTUALLY BE MORE TIRED THAN THEY REALIZE, A NEW STUDY SUGGESTS For most people, getting less than the recommended 7 to 9 hours of sleep per night makes them feel groggy, exhausted and cranky. But for a very small number of people, sometimes called "super sleepers," getting less than 7 hours of sleep does not seem to have any effect on how they say they feel. And there is some evidence suggesting that such people may be genetically wired to function on very little sleep.

It turned out that many of the people who slept 6 hours or less per night showed brain patterns that are normally seen when a person is asleepand not when he or she is awake. This finding may mean that some of those people, including those who denied being dysfunctional due to the small amounts of sleep they normally got, might have actually drifted off for a bit while they were having their brains scanned.

However, the new results show that these people's real-life functioning may actually be affected by the shortage of sleep even though they report feeling just fine, said study co-author Paula Williams, an associate professor of psychology at the University of Utah.

The researchers said they think that the reason why those people may have possibly fallen asleep during the experiment is not only that they were tired, but also that they were bored — their attention was not being stimulated while they were having their brains scanned.

Advertisement

Previous research that looked at the personalities of super sleepers showed that they tend to constantly seek out stimulation, which may help them "override the need for sleep," Williams said. Such stimulation may be the reason why they do not perceive that they are actually drowsy, she added.

In the study, the researchers scanned the brains of 839 people while they were awake. The participants were divided into two groups: One group who reported sleeping between 7 and 12 hours per night in the past month, on average; the other group saying they slept 6 hours or less per night in the past month, on average. The researchers then divided the latter, short-sleeping group into people who said they felt too drowsy to function normally during the day because they got so little sleep, and those who said they felt fine despite getting very little sleep on a regular basis.

"But there is evidence that if you take away stimulation, they are still showing the signs of sleep deprivation," even though they have the perception that they are not sleep deprived, she said. One real-life example of the consequence of being sleep deprived in conditions without adequate stimulation may be nodding off in the middle of a boring meeting, she said.

Munazza Saeed, PhD (FT), NIFSAT UAF

LUMINARY | 60

EVENTS DIVA'NI PAKISTAN'S #BAGHEBAHAR COUTURE 2016 SHOW (PR BY LOTUS)

Team Diva'ni Pakistan - Shakil Zindani Mr. Surinder Dhir and Sanya Dhir

Ali Zafar and Mahira Khan as the showstoppers for Diva'ni Pakistan's #BagheBahar Couture 2016 Show

PFDC L’ORÉAL PARIS BRIDAL WEEK 2016 (PR BY LOTUS)

PFDC L’Oréal Paris Bridal Week 2016 (HSY )

PFDC L’Oréal Paris Bridal Week 2016 (Shiza Hassan)

LUMINARY | 62

PFDC L’Oréal Paris Bridal Week 2016 (Shamsha Hashwani)

PFDC L’Oréal Paris Bridal Week 2016 (Amina Naeem)

13TH ANNUAL P@SHA ICT AWARDS 2016

13TH ANNUAL P@SHA ICT AWARDS 2016

13TH ANNUAL P@SHA ICT AWARDS 2016

MOMENTS OF THE OPENING CEREMONY OF JOINT EXHIBITION OF CHINESE & PAKISTANI ARTS

MOMENTS OF THE OPENING CEREMONY OF JOINT EXHIBITION OF CHINESE & PAKISTANI ARTS

MOMENTS OF THE OPENING CEREMONY OF JOINT EXHIBITION OF CHINESE & PAKISTANI ARTS

PITB IS HOSTING IT'S 3RD ROUND TABLE CONFERENCE WITH 110 IT COMPANIES FROM ALL OVER PAKISTAN INDUSTRY-ACADEMIA-GOVT ROUNDTABLE

PITB IS HOSTING IT'S 3RD ROUND TABLE CONFERENCE WITH 110 IT COMPANIES FROM ALL OVER PAKISTAN INDUSTRY-ACADEMIA-GOVT ROUNDTABLE

PITB IS HOSTING IT'S 3RD ROUND TABLE CONFERENCE WITH 110 IT COMPANIES FROM ALL OVER PAKISTAN INDUSTRY-ACADEMIA-GOVT ROUNDTABLE

LUMINARY |63