Experience

Hul Hub

• IT Services and IT Consulting
• 1 - 100 Employee

• VP Business

  • Mar 2021 - Present



TripKar.com

• Pakistan
• Travel Arrangements
• 1 - 100 Employee

• Founder & Board Member

  • Sep 2014 - Present

• Founder & CEO

  • Sep 2014 - Jun 2018

  Overall responsibility of the venture including business development, operations, marketing, P&L, board and investor relationships and compliance with local laws. • Raised three rounds for the business• Launched web and android mobile applications• Built TripKar brand through partnerships with 1,200 hotels across Pakistan• Captured B2C market through TripKar digital and social media presence and B2B market through personal selling



SDSB LUMS Alumni Association

• Council Member

  • Jun 2014 - Present

  Member of mentorship , alumni website and mobile app management and fundraising committees

• Member of the Board of Directors

  • Jul 2018 - Jun 2020



Convo.com

• United States
• Software Development
• 1 - 100 Employee

• Director Business Development

  • Jul 2018 - Dec 2020



Kamata Pakistan

• Pakistan
• Technology, Information and Internet

• CEO & Co-Founder

  • Feb 2013 - Aug 2014

  Kamata Pakistan was Pakistan first ever blue collar job portal. It intended to connect millions of Pakistani blue collar jobseekers with employers efficiently through its web, mobile and SMS based solution. • Built 25,000 job seekers database, 2,500 published jobs, 70,000 unique visitors and 500,000 page views of the website.• Struck partnership with leading vocational training providers such as Punjab Skill Development Fund, Punjab Vocational Training Council, Technical Education and Vocational Training Authority, Rural Community Development Society and FACES Pakistan• Raised USD 60,000 seed funding for the project• Managed product and business development teams and call center operations



Rotary Club of Lahore

• Member

  • Jan 2014 - Jun 2014



Confiz Limited

• United Kingdom
• Industrial Machinery Manufacturing

• Consultant

  • Sep 2012 - Jan 2013

  Confiz Limited is one of the fastest growing software houses of Pakistan having over 300 employees with its presence in three continents• Helped company management to file for SECP registration and fulfilled SECP requirement by framing policies such as procurement, investment, capitalization and human resource related (leave, travel, work on holidays etc.)• Restructured performance evaluation and bonus pay out systems• Redefined career ladder and identified skill sets for each position• Outlined the process of linking goal formation and their evaluation with identified skill sets• Worked on the introduction of ‘grading/band’ system into the organization



K-Electric

• Pakistan
• Appliances, Electrical, and Electronics Manufacturing
• 1 - 100 Employee

• Deputy General Manager Distribution Strategy

  • Jan 2012 - Jul 2012

  Public Sector Consumer (PSC) Department accounts for 17% of the company revenue. As part of KESC turnaround team I have managed multiple initiatives in order to improve PSC department’s business variables.• Restructured organizational chart of the department and introduced concept of Key Account Managers to increase accountability• Cleansed PSC department accounts data and ensured fast track reconciliation with consumers so that dispute free billing is done• Make a case to Chief Strategy Officer for early inclusion of PSC Department in SAP-ISU roll out. After the approval managed all pre-requisite activities for successful implementation• Launched aggressive recovery drive after reconciliation of billing disputes to improve department recovery ratio by 10% from the last year

• Manager Distribution Strategy

  • Jun 2010 - Dec 2011

  As part of the strategy team I have managed following initiatives, which are involved in the launch of Integrated Business Centers (IBCs) across Karachi aiming to restructure business model to increase efficiency and reduce losses. • Prepared feasibility for electronic and SMS billing with an annual saving of PKR 36 M. Managed the implementation of these alternate bill delivery channels• Analyzed results of pilot Revenue Protection & Recovery (RPR) departments and based on the results I worked with Mckinsey & Company to roll out Revenue Protection & Recovery (RPR) department in all IBCs on a fast track basis• Worked on Standard Operating Procedures (SOPs) for RPR and check meter installation• Worked on the decentralization plan for industrial consumers to increase accountability of IBCs• Proved through analysis that realignment of billing cycle days can result in efficient utilization of resources and help in formulating effective loss reduction strategies. After the approval from the management of the company, I successfully implemented it across the company • To ensure standardization across the company I restructured industrial billing so that it can be aligned with the ordinary billing• Involved in human resource selection for IBCs• Established KPIs for IBCs and circulated quarterly targets to IBCs on the established KPIs so that company targets can be achieved. Rolled out quarterly incentive plan for IBCs to increase employees moralIBCs have reduced 2.69% of transmission and distribution (T&D) losses of the company from July 10 to June 11. 1% reduction of T&D results in annual saving of PKR 1.3 B to PKR 1.5 B.

• Deputy Manager

  • Jun 2009 - Jun 2010

  As part of the strategy team I have managed following initiatives, which are involved in the launch of Integrated Business Centers (IBCs) across Karachi aiming to restructure business model to increase efficiency and reduce losses. • Implemented P&L reporting system for IBCs to increase accountability in these business units• Managed installations of check meters at distribution nodes so that IBCs can monitor energy inflows to their regions and can calculate losses. This also helped IBCs to pin point high loss areas and execute loss reduction strategies • Managed launch of first 4 IBCs including real estate, civil work, IT setup and procurement of furniture and equipments • Budgeted IBC project, total 28 IBCs, which got approved by the Board of DirectorsIBCs have reduced 2.69% of transmission and distribution (T&D) losses of the company from July 10 to June 11. 1% reduction of T&D results in annual saving of PKR 1.3 B to PKR 1.5 B.



Bank Alfalah Limited

• Pakistan
• Banking
• 700 & Above Employee

• Incharge Corporate Lease Finance

  • Jun 2005 - Aug 2007

  • Increased Branch corporate lease portfolio from PKR 40 M to PKR 120 M• Audited corporate lease portfolio of many branches in the region• Improved audit rating of corporate lease portfolio from ‘unsatisfactory’ to ‘good’ • Remained Branch mentor and Secretary for Branch Credit Committee& Branch Management Committee• Reconciled three General Ledgers (GLs) to rectify State Bank of Pakistan audit point for the bank



Airport Inn

• 1 - 100 Employee

• Manager Key Accounts

  • Jun 2004 - Apr 2005

  • Managed financials for key accounts such as Pakistan International Airline (PIA)• Enhanced room occupancy rate of key accounts through improved customer service and ensuring that feedback of occupants is duly registered with PIA