When examination security fails, the cost should not land on the students who kept the rules.

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KARACHI: Asad Muzaffar, who has served as a senior member of the Prime Minister’s Special Task Force and as Chief Coordinator for China-Pakistan Economic Corridor (CPEC) Special Economic Zones (SEZs) in Punjab, and previously served as Resident Director of China Railway 17th Bureau Group, has called for greater use of technology and market-driven reforms to empower Pakistan’s farmers and transform the country’s agricultural economy.

Muzaffar argues that Pakistan’s traditional agricultural structure, rooted in the colonial-era system of land and farm management, is increasingly under pressure from demographic change, a growing rural youth population and limited access to formal markets and financial services.

He believes the existing dependence on landowners and middlemen is becoming unsustainable and says technological change could help farmers gain greater direct access to markets, credit and pricing information.

Muzaffar particularly welcomes the introduction of Urdu-based artificial intelligence tools in literacy and informal education at the grassroots level, describing it as a positive step by the Punjab government. He argues that voice-based Urdu technologies and mobile applications can help farmers navigate financial institutions, access short-term credit, understand market prices and reduce their dependence on intermediaries.

According to Muzaffar, emerging technologies are already enabling social organisations and small and medium-sized enterprises to develop platforms for market access, predictive pricing and financial services aimed at rural communities.

He believes these developments could gradually shift Pakistan towards a more market-driven agricultural economy in which farmers have greater control over the value generated by their produce.

Muzaffar also points to advances in agricultural technology, including hybrid seeds and more efficient soil and water-management solutions, arguing that food security is increasingly placing agriculture at the centre of global economic and strategic priorities.

He says the proposed Special Agricultural Zones under CPEC Phase II could further accelerate this transformation by introducing new technologies, investment and market structures into Pakistan’s agricultural sector.

While corporate agriculture has expanded in Pakistan, Muzaffar cautions that greater organisation and investment alone do not necessarily translate into grassroots empowerment. He argues that farmers also need guidance on using formal markets, financial channels and modern agricultural practices to improve their livelihoods.

He further stresses the importance of informal education for rural communities, particularly younger generations who will increasingly enter the agricultural economy.

Muzaffar cites demographic pressures as a major reason for urgency. Referring to estimates of a large under-18 population living in farming communities, he argues that the existing rural labour model will become increasingly difficult to sustain as young people form families and demand better incomes and living standards.

He concludes that Pakistan’s agricultural policies must take greater account of the country’s changing demographics, technological advances and growing rural youth population.

“The clock is ticking,” Muzaffar argues, saying that Pakistan must prepare for a future in which resource constraints, technological disruption and an expanding rural workforce will require a fundamental rethink of the country’s agricultural economy.

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KARACHI: Asad Muzaffar, who has served as a senior member of the Prime Minister’s Special Task Force and as Chief Coordinator for China-Pakistan Economic Corridor (CPEC) Special Economic Zones (SEZs) in Punjab, believes Pakistan is entering a pivotal phase in regional diplomacy and economic development. He has previously served as Resident Director of China Railway 17th Bureau Group.

Muzaffar believes Pakistan is at a transformative moment, with its strategic ties with China and regional position creating opportunities in technology, AI, education and economic cooperation. He argues that technology transfer should be a key priority, enabling Pakistan to turn its diplomatic relationships into tangible economic and technological gains.

“Now my country stands at the doorstep of greatness,” Muzaffar says, while acknowledging that the country continues to face significant internal challenges. He argues that national unity and a forward-looking economic strategy will be essential if Pakistan is to capitalize on the opportunities emerging from geopolitical realignment.

Muzaffar says Pakistan must move beyond diplomacy and make major strides in technology while creating opportunities to retain its skilled youth. He sees the country’s young, educated population as a major economic asset but warns that limited opportunities are driving talent abroad.

Muzaffar describes the resulting migration of skilled workers as a major challenge, while noting that young Pakistanis have legitimate reasons for seeking better platforms overseas.

He believes the solution does not lie primarily in government subsidies.
Rather, Pakistan needs to create an environment in which the private sector, universities, investors and entrepreneurs can develop sustainable businesses and technologies.

“The West has always been driven by the private sector,” he argues, suggesting that Pakistan must move away from an economic culture overly dependent on government support and instead build platforms that enable private-sector-led growth.

A major part of that transformation, according to Muzaffar, must be investment in research and development. He stresses that Pakistan already has policies in several areas but that implementation remains a major weakness.

He attributes the gap partly to inadequate incentives, weak branding of national initiatives, insufficient efforts to create role models and limited attention to developing a collective economic culture capable of encouraging innovation.

Among the sectors he believes Pakistan should prioritize, artificial intelligence occupies a central position.
Muzaffar calls for faster AI adoption across Pakistan, arguing that the country should move beyond being a technology consumer and become a participant in the global AI industry. He sees China as a key partner in this effort, offering opportunities for technology transfer and knowledge-sharing. He also believes CPEC’s second phase, with its focus on education, health and agriculture, can help strengthen Pakistan’s technological and human-capital base.

Muzaffar says the global race for AI leadership is accelerating, making swift action essential. He calls for a strong ecosystem linking government, academia, industry, researchers and investors, while promoting digitisation and commercialisation. He also sees potential for Pakistan to become a major outsourcing hub for Chinese AI tools, systems development and related technology services.
He believes such opportunities could generate substantial business while creating high-value employment for Pakistan’s growing pool of young professionals.

The challenge, however, is to ensure that the country’s education system is prepared for this transition.
Muzaffar calls for greater attention to the foundations of education and skills development, arguing that Pakistan needs to rethink how its young population is prepared for an economy increasingly shaped by technology and AI.

It is time to address the foundations of Pakistan’s education system, as highlighted by education specialists such as World Bank Senior Education Specialist Izza Farrukh, as well as policymakers and technology leaders including Ministry of IT and Telecom’s AI Authority Chairman Ali Dar. Their expertise and forward-looking approach offer valuable guidance for building a stronger educational foundation and preparing Pakistan’s youth to meet the challenges and opportunities of the future.

Ultimately, Muzaffar believes Pakistan’s greatest advantage may be the combination of its strategic location and its young population.
He argues that the country has an opportunity to convert its demographic strength into technological and economic strength if the right institutions, incentives and partnerships are put in place.

For him, the present moment represents an unusual convergence of circumstances: Pakistan has an expanding youth population, deepening ties with China, growing regional importance and access to rapidly developing technologies.

The question, he suggests, is whether the country can convert those advantages into sustained economic growth.
Muzaffar remains optimistic that it can.

“We are at the right place and at the right time, Pakistan’s demographic profile and youthful population give it the potential to become an important participant in shaping the next phase of the global economy. The opportunity, however, will depend on how quickly Pakistan can move from policies and aspirations to implementation, innovation and commercially viable technological ecosystems.” Asad Muzaffar tells The Financial Daily.

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KARACHI: Pakistan has spent the past year strengthening its diplomatic and strategic position, but the country now faces a more difficult task: converting that external goodwill into sustained foreign investment, economic opportunity and improved living standards, according to Shahzad Arif, chief executive officer of AKS iQ.
Arif argues that Pakistan’s recent diplomatic gains and economic indicators tell two very different stories. The first points to a country that has acquired greater strategic relevance; the second points to an economy that is still struggling to persuade international capital to stay.
AKS iQ, led by Arif, is a technology company focused on AI-powered compliance, financial technology and regulatory technology. Its platforms serve banks, financial institutions, and government agencies.
For Arif, the contrast between Pakistan’s diplomatic momentum and its investment performance is the central economic question facing the country.
“Diplomacy opens the door. It does not walk through it,” is the essence of his argument.
Pakistan’s strategic relationship with Saudi Arabia, its emerging cooperation with the United States around critical minerals, developments under the China-Pakistan Economic Corridor and its diplomatic role in regional tensions have all enhanced the country’s international profile. Yet foreign investors ultimately make decisions on more prosaic considerations, Arif says.
They want to know whether contracts will be honoured, whether tax treatment will remain predictable, whether profits can be repatriated without unnecessary friction and what happens when a commercial dispute reaches the courts.
These questions, he argues, matter more to investment committees than diplomatic warmth alone.

From commitments to capital
The challenge is particularly visible in foreign direct investment.
According to the figures cited by Arif, net FDI for the year ending June 2026 stood at $1.637 billion, down 34.3 per cent and equivalent to about 0.39 per cent of GDP. Outflows reached $1.931 billion, their highest level in six years.
Arif argues that the FDI figures highlight an area Pakistan can directly influence: domestic investor confidence. Faster dispute resolution, stable taxation and greater regulatory predictability, he says, are more important to retaining capital than incentives alone.

Security comes first
No economic roadmap, Arif maintains, can ignore Pakistan’s security environment.
The security forces and civilian populations of Khyber Pakhtunkhwa and Balochistan have borne a disproportionate share of the country’s security burden. Cross-border disruptions at Torkham and Chaman have also affected trade and transit, while uncertainty surrounding regional water and geopolitical arrangements has added to the risk assessment facing international businesses.
For foreign investors, these issues do not sit in a separate security file. They form part of the economic assessment itself. “Security is the first page of the economic file,” Arif argues. Improving security therefore produces a double dividend: fewer lives lost and a lower risk premium attached to investment.

The rankings matter but can be changed
Pakistan’s position in major international indices also provides a useful measure of the country’s structural challenges.
The country ranks 168th out of 193 countries on the Human Development Index, 99th out of 139 on the Global Innovation Index and 136th out of 182 on the Corruption Perceptions Index, according to the figures cited by Arif.
Such rankings should not be regarded as permanent verdicts, he says. Countries have moved significantly up international league tables through sustained institutional and policy reforms.
The implication is that Pakistan’s position can change but only if improvements are deliberate, measurable and sustained.

The household ledger
For Arif, however, the most important economic scoreboard is neither an international index nor an investment table. It is the household ledger.
Pakistan has recorded encouraging economic developments. Growth reached 3.7 per cent in FY2026, while the country posted a current-account surplus for the first time in 14 years. Remittances reached a record $41.6 billion. IT exports also continued to expand, reaching $3.8 billion in FY2025 and growing further during the first nine months of FY2026.
But these gains coexist with significant pressures on ordinary households.

Using the World Bank’s revised poverty line cited in his analysis, Arif notes that around 44.7 per cent of Pakistan’s population lives below $4.20 a day. Education spending remains far below Pakistan’s stated four-per-cent-of-GDP commitment, while about 26 million children are estimated to be out of school. Health spending is also low by regional standards.

At the same time, more than 700,000 Pakistanis emigrated for work in 2025, including large numbers of doctors, engineers and other skilled professionals.

The record level of remittances is therefore both an economic lifeline and a reminder of a deeper problem, Arif says.
Pakistan is earning foreign exchange from the people it has been unable to provide sufficient opportunities for at home.
“The most valuable thing we export is still our people,” his argument runs, making the creation of attractive domestic opportunities one of the country’s most important economic objectives.

Compute is becoming strategic infrastructure
The next major opportunity, Arif believes, lies in artificial intelligence. Pakistan’s National AI Policy, approved in July 2025, provides a framework that includes training one million AI professionals by 2030, establishing a national AI fund and allocating significant power capacity for data centres. But policy, he argues, is only the beginning.

The critical constraint is increasingly compute, the processing capacity required to develop and deploy advanced AI systems. While Pakistan possesses a substantial pool of technology talent, its AI infrastructure remains small compared with emerging regional competitors. India has moved rapidly to expand its AI computing capacity, while Saudi Arabia is pursuing investments at an even larger scale.

For Pakistan, Arif sees compute as an infrastructure investment comparable to ports, roads and power plants in earlier phases of economic development.

The issue is not simply technological prestige. It is also about the future of Pakistan’s export model. Much of the country’s technology exports are based on selling professional hours. As AI becomes capable of automating increasingly sophisticated tasks, that model could face pressure.

The alternative, Arif argues, is to move towards products, platforms and intellectual property that Pakistan owns and can sell globally.

The Seven priorities
Arif’s proposed roadmap centres on seven measures.
First, measure investment more rigorously. Pakistan should publish a quarterly investment ledger distinguishing between money that has been pledged, contracted and actually disbursed. A target of net FDI equivalent to one per cent of GDP within three years, he suggests, would provide a measurable benchmark.

Second, make commercial rules predictable. Faster dispute resolution and a stable tax framework would directly address some of the concerns that international investors raise before committing capital.

Third, invest in people. Education spending should move towards the four-per-cent-of-GDP commitment already made by the country, with spending ring-fenced and audited. Without a properly educated population, an AI workforce cannot be built at scale.

Fourth, treat health and the courts as economic infrastructure. A family pushed into poverty by a medical emergency represents an economic loss, just as a company trapped for years in commercial litigation represents lost productivity.

Fifth, use government procurement to create exporters. Pakistani technology companies should be given opportunities to build and prove products domestically before taking those products to international markets.

Sixth, build compute and the infrastructure around it. Competitively priced electricity for data centres and technology parks, stronger international connectivity and completed satellite licensing should become part of the country’s digital infrastructure strategy.

Seventh, focus on implementation rather than slogans. Arif points to Vietnam, Rwanda and Estonia as examples of countries that maintained policy direction, enforced implementation and built institutions capable of delivering measurable results.

Reform closes the deal
The central message of Arif’s analysis is that Pakistan’s recent diplomatic achievements should be regarded not as an end point but as an opportunity.

International relationships can create access. Strategic agreements can create confidence. New trade corridors and mineral opportunities can create potential. But none of them automatically produces investment. That requires institutions capable of converting interest into capital, capital into businesses and businesses into jobs.

For Arif, the ultimate measure of progress is therefore neither the number of diplomatic agreements signed nor the size of an investment pledge. It is whether a school opens, whether a hospital bill destroys a family’s finances, whether a commercial contract is enforced and whether a young engineer in Faisalabad believes that the best career available to her is in Pakistan.

Pakistan, in his view, has already done much of the difficult external work. The next phase is more domestic, less dramatic and largely within the country’s control.

“The conclusion is straightforward: diplomacy may earn Pakistan the meeting, but reform is what closes the deal.” Shahzad Arif, CEO of AKS iQ tells The Financial Daily.

The post Pakistan’s Road-Map for the True Progress by Shahzad Arif appeared first on The Financial Daily.

In an opinion shared with The Financial Daily, Muzaffar argues that while conflicts in the Middle East are often viewed through the lenses of ideology, regional security, energy resources, military competition and technological advancement, these represent only the visible dimensions of a much deeper global contest.

According to him, the underlying struggle is centred on the future of the international financial system and the competing frameworks governing cross-border payments, reserve currencies and financial influence.

Currency Systems at the Centre
Muzaffar contends that the conflict is fundamentally linked to what he describes as the “weaponisation of financial plumbing,” with the US dollar and the SWIFT international payments network occupying the central position.

He argues that recent geopolitical developments have reinforced the dominance of the US dollar within the SWIFT ecosystem, enabling it to recover market share from other major currencies, including the euro and the British pound.

At the same time, he believes these developments have complicated efforts by BRICS nations to establish alternative payment arrangements. He notes that differing official positions adopted by BRICS members have exposed divisions within the grouping, particularly regarding proposals aimed at reducing reliance on the dollar.

China’s Strategic Position
Discussing China’s financial strategy, Muzaffar says that although the Cross-Border Interbank Payment System (CIPS) exists as China’s international payments infrastructure, it continues to maintain operational links with SWIFT.

According to him, Beijing has increasingly promoted settlement in the Chinese Renminbi (RMB), particularly in energy trade, while simultaneously expanding bilateral arrangements with key regional partners. He argues that these developments have strengthened the international role of the RMB alongside the continued global dominance of the US dollar.

He also maintains that China’s electric vehicle industry has continued to strengthen despite growing trade restrictions imposed by Western economies.

Europe and the Financial Architecture
Muzaffar further argues that differences between the United States and Europe over financial governance have become increasingly significant.

He points out that SWIFT operates as a cooperative financial messaging system under Belgian oversight and is supervised by G10 central banks. According to his assessment, CIPS was originally connected to SWIFT to facilitate European trade with China while operating under a different regulatory framework from that of the US Federal Reserve.

He believes this structure has created an increasingly complex environment in which multiple financial systems now coexist, each reflecting broader geopolitical interests.

The Next Phase: Digital Currency Competition
Looking ahead, Muzaffar identifies the competition between Project Agora and the Multi-Central Bank Digital Currency (mCBDC) initiative as the next major battleground in global finance.

He describes Project Agora as an initiative involving G7 central banks, while noting that the mCBDC framework includes participation from countries such as Saudi Arabia, the United Arab Emirates, Hong Kong and Thailand, alongside a growing number of observer states.

In his view, the contest between these competing digital payment architectures will play a defining role in shaping the future international monetary system.

Economic Competition Beyond Trade
Muzaffar also links recent tariff measures, technology export restrictions, semiconductor controls and limitations imposed on several leading Chinese technology companies to what he considers a broader strategic competition.

He argues that China has responded by accelerating domestic production capabilities and strengthening indigenous technological development across multiple sectors, including semiconductors, electric vehicles and advanced manufacturing.

A Fragmenting Global Order
Drawing on academic and strategic literature, including concepts such as “bifurcated globalisation” and “wedge diplomacy,” Muzaffar believes the world is entering an era of increasingly divided economic and geopolitical systems.
He suggests that governments and businesses should prepare for a prolonged period of structural change, where competing financial, technological and geopolitical blocs may increasingly operate in parallel rather than within a single integrated global order.
Despite these challenges, Muzaffar concludes on a cautiously optimistic note, emphasising that policymakers, businesses and investors must approach the evolving international landscape with both pragmatism and resilience.
“The global order is undergoing a profound transformation. In this period of structured disruption, optimism and strategic thinking will be essential to navigating the new realities of the world economy.” Asad Muzaffar tells The Financial Daily.

Report by : Muhammad Umar Waqqas

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Muhammad Umar Waqqas

KARACHI: Pakistan’s information technology sector has moved well beyond its early promise, emerging as a significant contributor to exports, employment and the country’s digital economy. However, sustaining this momentum will require a strategic shift from providing technology services to developing and owning technology products, according to Mohsin Raza, Founder and Chief Executive Officer of SavTech Global.

SavTech Global is a Pakistan-based technology company specializing in artificial intelligence (AI), automation and enterprise digital transformation. The company has developed a portfolio of AI-driven products, including Talkobotic for voice automation, Growmatic for retail intelligence, WiseWatch for intelligent monitoring, SavTrack CRM, TalentLens, ProFlow, and other platforms supporting human resources, inventory management and business operations.

Sharing his views on the future of Pakistan’s technology industry, Raza said the country has already demonstrated its ability to compete in global markets.

Citing the Pakistan Economic Survey 2025-26, he noted that ICT export remittances reached $3.38 billion during July-March, marking a 19.7 per cent increase over the corresponding period last year. More than 34,000 IT and IT-enabled services companies were registered with the Securities and Exchange Commission of Pakistan (SECP) by March 2026, while freelancers generated over $856 million in foreign exchange during the same period.

While describing these figures as encouraging, Raza argued that the country’s next challenge is ensuring greater ownership of the value created by its technology sector.

“For years, Pakistan’s competitive advantage has been its skilled, English-speaking workforce available at competitive costs,” he observed. This model enabled freelancers,software houses and business process outsourcing firms to establish credibility with international clients. However, he cautioned that a business model primarily based on selling labour has inherent limitations, as global competition will eventually drive costs even lower.

According to Mohsin Raza, AI is rapidly reshaping the industry, with automation replacing repetitive coding, support and administrative tasks. He believes companies that own products, intellectual property and customer relationships will generate greater long-term value than those relying solely on outsourced services.

Reflecting on the industry’s evolution, Raza said AI has progressed rapidly within Pakistan over the past few years.
He noted that what was once limited to simple chatbot demonstrations has evolved into sophisticated AI applications, including voice agents capable of handling customer interactions, computer vision systems for retail analytics and automation tools that significantly reduce business processing times.

Drawing from SavTech Global’s own experience, Raza said the company’s product portfolio was developed to address real-world business challenges rather than simply showcase technological capabilities.

According to him, successful AI adoption is not about replacing human workers but eliminating repetitive tasks, allowing professionals to focus on critical thinking, creativity and customer engagement.

Despite the industry’s progress, Raza acknowledged that several structural challenges continue to constrain Pakistan’s technology ecosystem.

He identified shortages of skilled professionals in artificial intelligence, machine learning and cybersecurity as key concerns. He also pointed to unreliable electricity and internet connectivity, limited access to growth capital, cross-border payment challenges and foreign exchange costs as barriers to scaling technology businesses internationally.

As AI assumes a greater role in areas such as recruitment, lending and customer decision-making, Raza emphasized the need for clearer regulatory frameworks governing data protection, accountability and the responsible use of emerging technologies.

He stressed that addressing these challenges requires stronger collaboration between government, academia and the private sector.

According to him, Pakistan must treat digital infrastructure as export infrastructure, maintain stable tax and regulatory policies, and strengthen industry-academia collaboration through practical, employer-led academic programmes and apprenticeships.

Raza further advocated greater adoption of locally developed technology solutions by public and private institutions, arguing that domestic reference customers are essential before Pakistani products can successfully compete in international markets.

Highlighting the company’s expansion plans, Raza said SavTech Global will showcase its AI portfolio at ITCN Asia in Karachi this September and participate in the AI & Big Data Expo Europe in Amsterdam in October to strengthen international partnerships and expand its global presence.

“Pakistan’s long-term ambition should extend beyond being recognised as a destination for outsourced technology services. The country must strive to become a global producer of innovative technology products, capable of building, owning and exporting intellectual property that delivers sustainable economic value and strengthens Pakistan’s position in the global digital economy.” Mohsin Raza, Founder and Chief Executive Officer of SavTech Global tells The Financial Daily.

The post Pakistan’s Next IT Leap: From Services to Technology Ownership appeared first on The Financial Daily.

KARACHI: Pakistan’s information technology (IT) industry has made significant progress in recent years, with exports and international recognition continuing to grow. However, sustaining this momentum will require far greater investment in human capital, indigenous technology, institutional reforms and a supportive ecosystem, according to Shoaib Ur Rehman, Founder and Chief Executive Officer of Virtuosoft.

Virtuosoft is a Pakistan-based IT consultancy serving clients across five continents in the fields of cybersecurity, IT service management and governance, artificial intelligence and data analytics, cloud computing, and bespoke web and application development. The company says it maintains a 100 per cent repeat customer rate while emphasizing the professional development of its workforce and long-term partnerships, all driven by the vision to create a system of global peace and harmony through the use of technology.

Sharing his perspective on the future of Pakistan’s technology sector, Shoaib Ur Rehman said the industry is performing reasonably well, as reflected in its consistent year-on-year growth. He noted that much of this progress has been driven by the resource augmentation model, under which Pakistani professionals provide technology services to international clients.

“The lowest hanging fruit has been resource augmentation,” he observed, adding that Pakistan must nurture its workforce in a way that enables professionals to compete for more strategic and value-added positions internationally.

Beyond the IT sector itself, Shoaib Ur Rehman believes Pakistan must address broader societal challenges if it hopes to achieve sustainable economic development.

“We need to look beyond IT to recover our broken social fabric,” he said, arguing that technological progress alone cannot solve deeper structural issues affecting the country’s future.

Commenting on the recent growth in IT exports, Rehman attributed part of Pakistan’s success to its current cost competitiveness, making it an attractive destination for outsourcing. However, he cautioned against relying solely on this advantage.

According to him, Pakistan cannot rely on cost-driven outsourcing alone. For long-term sustainability, it must invest in skilled human capital, stronger infrastructure, indigenous technology products and improved organizational practices.

“Technology is not just a business enabler anymore; it has become an instrument of strategic importance,” he said, stressing that Pakistan must strengthen its technological capabilities to safeguard its sovereignty in an increasingly digital world.

Shoaib Ur Rehman identified education as one of the most critical pillars for the industry’s future. He called for a stronger educational ecosystem, technology-driven reforms within public institutions and greater adoption of locally developed technological solutions.

He further advocated expanding practical training opportunities through indigenous projects, enabling students and young professionals to gain hands-on experience before entering the workforce.

According to him, this approach would produce technology professionals capable of serving as consultants who can help businesses and governments around the world optimize their operations through innovative digital solutions.

On the role of the government, Rehman acknowledged ongoing efforts to strengthen Pakistan’s IT ecosystem through export promotion initiatives, industry associations, incubation centres and international collaborations.
However, he maintained that sustainable growth cannot depend on the government alone.

“The wider support system, including academia, private organizations and the media, must also contribute towards creating a healthy, positive and forward-looking environment that inspires confidence among our people,” he said.

Rehman also proposed reforms to Pakistan’s tax framework for the technology industry.
He suggested introducing greater uniformity in taxation across industries, arguing that the existing structure creates significant disparities. A more balanced tax regime, he said, would encourage growth across multiple sectors of the economy rather than disproportionately benefiting one industry.

According to Rehman, shifting a greater share of the tax responsibility towards businesses while providing relief to employees would create a fairer system and improve the overall working environment for Pakistan’s technology workforce.

Addressing young professionals and students aspiring to join the IT sector, Shoaib Ur Rehman encouraged them to remain optimistic despite prevailing economic challenges.

He advised young people to stay focused on continuous learning, remain patient with their professional growth and avoid becoming distracted by short-term trends or negativity.

“Meaningful success requires time, discipline and persistence. Students should value their education, respect their teachers and continue developing their skills with confidence, expressing optimism that the country’s youth possess the ability to transform Pakistan’s future.” Shoaib Ur Rehman, Founder and Chief Executive Officer of Virtuosoft tells The Financial Daily.

The post Long-Term IT Growth Depends on Foundational Rework: Government, Academia and Human Capital appeared first on The Financial Daily.

Founded in 2021 by Mazher Noor Muhammad and his co-founder, Hasnain Alam, Digiown Agency has grown from a side project with an initial investment of just PKR 25,000 into a thriving business employing sixteen professionals, managing around fifty active clients, and having served more than 200 businesses worldwide.

A Self-Taught Beginning
Born and raised in Karachi in a supportive middle-class family, Mazher’s introduction to technology came in 2014 when he received his first laptop. Unlike many aspiring professionals, he never enrolled in a paid training programme. Instead, YouTube became his classroom.
“I never bought a paid course,” he recalls. “I learned everything from YouTube, one skill, one search, one practice session at a time.”
His first project was a blogging website. When he realised nobody could find it through Google, he began researching Search Engine Optimisation (SEO). That single question opened the door to a profession that would define his career.
Rather than limiting himself to theory, Mazher developed practical skills by creating live projects, including an automated news website on his own domain. These experiences taught him website development, automation, and SEO through experimentation and continuous improvement. His philosophy remains unchanged: skills are built by doing, not merely by watching tutorials.

Climbing the Professional Ladder
Mazher entered the professional workforce during the COVID-19 pandemic, joining SEOhub.com.pk as an Off-Page SEO intern. Within months, his dedication earned him a permanent position. Over the next three years, he progressed from intern to SEO Manager, gaining expertise in technical SEO, on-page and off-page optimisation, client management, and team leadership.
He later joined another organisation as SEO Manager, where he led multiple digital campaigns, mentored SEO professionals, and successfully secured first-page Google rankings for numerous brands through disciplined search optimisation strategies.

Building a Business After Office Hours
While working full-time, Mazher and Hasnain Alam quietly laid the foundations of Digiown Agency. Their entrepreneurial venture did not begin with investors or large financial backing. Instead, it was built after working hours.
For nearly two years, the founders spent nine hours at their respective jobs before dedicating another four to five hours every evening to building their own company.
“We started Digiown with only PKR 25,000 which was enough for a domain and hosting. Everything else, we built with our own hands and evenings,” Mazher says.
Without a marketing budget or paid advertising, attracting customers was initially uncertain. Yet their commitment to quality soon began to generate results.

Growth Through Reputation
The agency’s breakthrough came with its first international client, a fingerprinting company in the United States. Digiown successfully achieved first-page Google rankings for targeted keywords in Oregon, creating measurable business value for the client.
The successful campaign became the agency’s most effective marketing strategy. Satisfied clients referred friends, business associates, and partners, creating a steady stream of new business entirely through recommendations.
“We never spent a rupee on advertising. Every client we serve today came through a client we already served yesterday.”
This referral-driven model enabled Digiown to expand steadily without relying on expensive promotional campaigns.

Serving Businesses Across Continents
Today, Digiown Agency serves businesses in Australia, the United Kingdom, the United States, Canada, the United Arab Emirates, and Pakistan. Its services include search engine optimization, digital marketing, paid advertising, web development, and software solutions.
The agency’s portfolio includes collaborations with businesses such as ToysZone.pk, Branded Luggage, Four Seasons Pool & Gardens Landscaping (UAE), PDX Fingerprinting (USA), Pac Signing, and numerous other organisations across diverse industries.

Learning Beyond the Classroom
Although his highest formal qualification is Intermediate, Mazher does not regard education as complete. He plans to pursue a Bachelor of Business Administration (BBA) with a major in Marketing to strengthen his leadership and business management capabilities.
However, he believes practical learning remains equally important.
“Formal education is not the only way to build expertise. In today’s economy, curiosity is a credential.”
He encourages young Pakistanis to embrace freely available learning resources, emphasizing that discipline, consistency, and practical application can often outweigh expensive certifications.

A Message for Young Entrepreneurs
Mazher Noor Muhammad’s philosophy is rooted in a simple belief: success is built through continuous learning and consistent action. His own journey from a curious teenager experimenting with Google search rankings to the Founder and CEO of a digital agency serving clients across six countries demonstrates how determination, disciplined self-learning, and perseverance can outweigh limited financial resources or conventional career paths.

Today, Digiown Agency continues to expand its global footprint while helping businesses harness the power of digital marketing, search engine optimization, paid advertising, and technology-driven solutions to achieve sustainable growth. At the same time, Mazher remains committed to inspiring aspiring entrepreneurs, encouraging them to embrace curiosity, develop practical skills, and view learning as a lifelong pursuit rather than a destination.

His story is more than the success of a growing business, it is a testament to the transformative power of asking the right questions, acting on them with unwavering commitment, and refusing to let limited resources define one’s ambitions. In an era where knowledge is more accessible than ever, Mazher Noor Muhammad’s journey serves as a compelling reminder that the most valuable investment an entrepreneur can make is not in capital, but in the relentless pursuit of learning and the discipline to turn knowledge into action.

Report By: Muhammad Umar Waqqas

The post Success Story: How PKR 25,000 and Two Full-Time Jobs Built a Digital Agency Serving Six Countries appeared first on The Financial Daily.

Bukhari observes that while successive governments have introduced youth schemes, skills programmes, and training initiatives with confidence, the real measure of success is how many young Pakistanis secure productive employment. Investment in training alone, he argues, cannot solve unemployment if the economy is not generating enough jobs.

According to him, Pakistan’s policy approach has focused heavily on employability while overlooking the broader conditions required for job creation. “Employability only becomes meaningful when businesses are hiring, industries are expanding, and the private sector has the confidence to invest,” he says.

As a result, many young people complete their education and training only to enter a labour market offering limited opportunities, uncertain prospects, and restricted career growth. This disconnect, Bukhari notes, fuels underemployment, frustration, and the migration of skilled talent.

He believes Pakistan does not suffer from a shortage of capable youth but from a shortage of opportunities. Instead of relying solely on skills programmes, the country needs an employment strategy linked to investment, industrial growth, entrepreneurship, and market demand.

“If the youth budget is rising, the job market must rise with it,” Bukhari remarks. “Otherwise, Pakistan will continue producing skilled disappointment instead of skilled progress.”

Reflecting this vision, The Deft Crew has established a student ecosystem in partnership with more than ten universities to help young people develop professional skills, secure internships, and access career opportunities.

Bukhari concludes that the success of any youth policy should ultimately be judged by one benchmark alone: whether it creates meaningful and sustainable employment.

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