TFD Report
KARACHI: “Pakistan stands at the threshold of an extraordinary opportunity. IT exports reached a record $3.8 billion in FY2025, the Uraan Pakistan vision sets a $10 billion target by 2029, and 73,000 CS/IT graduates join the workforce each year. With 64% of our population under 30 and a projected global shortage of more than 4 million technology workers by 2030, both demand and talent are firmly in place. What we need now is a strong bridge between our classrooms and the global marketplace.” Senior IT affairs expert and CEO of AKS iQ Shahzad Arif tells The Financial Daily.
Shahzad Arif is a seasoned technology leader and the CEO of AKS iQ, with over two decades of experience in Pakistan’s IT and digital innovation landscape. He has played a pivotal role in building high-performance technology teams, delivering enterprise solutions, and advancing industry-academia collaboration to strengthen Pakistan’s global competitiveness in tech exports. Recognized for his strategic vision and policy advocacy, Shahzad actively contributes to national conversations on IT growth, workforce development, and digital transformation, positioning AKS iQ at the forefront of innovation and impact.
AKS iQ is a Pakistan-based technology solutions company delivering high-impact digital services to local and international clients. AKS iQ specializes in AI and machine learning software development, cloud solutions, enterprise systems, data analytics, and emerging technologies, empowering businesses to scale efficiently in a rapidly evolving digital economy. Driven by a commitment to innovation, quality assurance, and workforce development, the company not only delivers projects aligned with global standards but also cultivates industry-ready talent to fuel the next generation of digital transformation. Through strategic partnerships and a commitment to excellence, the company contributes to strengthening Pakistan’s IT export ecosystem and advancing the country’s position in the global technology marketplace.
Shahzad Arif says “Today, the P@SHA Skills Survey 2025 reports that only about 18% of IT graduates move directly into industry roles, while the State Bank of Pakistan estimates just 10% are fully industry-ready on day one. Companies typically spend three to six months upskilling new hires. Rather than a setback, this represents a clearly defined and solvable challenge with immense upside. If we raise employability from 18% to even 50%, we would unlock more than 35,000 additional industry-ready professionals each year, precisely the pipeline required to achieve our $10 billion export ambition.”
He added “The good news is that proven solutions already exist. The University of Waterloo in Canada embeds six paid co-op terms into every CS degree and achieves 97% graduate employment. Germany’s dual education system places 50-70% of training directly in the workplace, with curricula co-designed by government, industry, and academia. Malaysia offers subsidies to employers who hire and train fresh graduates. These are tested, scalable models ready to be adapted for Pakistan.”
Drawing on two decades in the IT industry and these global success stories, Shahzad Arif proposes six practical reforms for federal authorities to accelerate this transformation.
First, establish Curriculum Advisory Boards for every HEC-recognized CS/IT programme, with at least 50% representation from P@SHA member companies and leading tech firms. When industry co-owns curriculum design and updates occur annually, graduates master skills the market truly demands.
Second, integrate a mandatory one-semester paid industry internship into the four-year BS degree. PSEB’s six-month internship programme has already validated the model; embedding it within degree requirements and offering companies tax credits on stipends would scale it nationwide.
Third, embed globally recognized cloud certifications from AWS, Azure, or Google Cloud into degree programmes through national partnerships. Graduates entering the job market with two industry certifications alongside their degree become immediately competitive for local and international roles.
Fourth, launch an adjunct industry faculty initiative where 20-30% of senior-level courses are taught or co-taught by working professionals. Students learn best from experts building real products and solving real-world problems every day.
Fifth, align university accreditation with graduate employment outcomes. HEC’s National Skill Competency Test is a strong step forward. Publishing six- and twelve-month employment rates for every programme would foster healthy competition among universities to deliver market-ready talent.
Sixth, and most importantly, embed professional character development as a core curricular pillar. Technical excellence multiplies when paired with punctuality, accountability, resilience, and team-first leadership. Universities should introduce structured modules on ethics, workplace discipline, and collaborative responsibility from semester one, reinforced by mentorship from senior industry leaders. Nations like Japan and Germany became technology powerhouses because their systems cultivate work ethic alongside technical skill. When our graduates combine both, they will not merely fill jobs, they will lead teams and build companies.
Shahzad Arif states “The talent and ambition of our youth are unmatched. What they need is an education system that equips them not only with theory, but with practical skills, certifications, and professional confidence to compete globally from day one. Together, federal authorities and the private sector can transform 73,000 annual graduates into the world’s most sought-after technology workforce. The $10 billion target is not a dream. It is an actionable plan and it begins in our classrooms.”
