As one of Pakistan’s youngest education leaders, Muhammad Faizan Khan is bringing a fresh, globally informed perspective to the country’s academic landscape. Managing Director of Happy Palace Group of Schools, his focus is on innovation, educational reform and future-ready learning environments that extend far beyond traditional classrooms.

You are among the youngest educationists in Pakistan in a leadership role. How has it shaped your approach to educational reform?

Being a young educationist has allowed me to remain closely connected to the mindset, aspirations, and evolving realities of today’s students. I believe one of the advantages of young leadership is the ability to better understand how rapidly the educational landscape is changing whether through technology, shifting career pathways, or the increasing importance of creativity, adaptability, and emotional intelligence.

My academic background in Economics from King’s College London, followed by a diploma from City University London and a Master’s in Education, exposed me to a range of global educational philosophies and institutional models. Those experiences shaped my belief that modern education must move beyond memorization and focus more deeply on critical thinking, communication, confidence-building and intellectual curiosity.

At the age of 25, being recognized as one of Pakistan’s youngest and most impactful educationists was both humbling and motivating. More importantly, it reinforced my sense of responsibility toward contributing meaningfully to educational reform and institutional development.

As someone who has studied at international universities, what led you to choose a role in a family-led education business?

For me, education was never simply a profession, it was part of my upbringing and identity from the very beginning. I was born in 1995, at a time when the school itself was operating on the first floor of our building while our family lived on the ground floor. Most of my pre-teen years were spent in that environment, surrounded by classrooms, teachers, students, and constant conversations about education.

In many ways, I feel I grew up alongside the institution itself. That early exposure gave me a deep appreciation for the transformative role schools can play in shaping individuals and communities. Later, studying internationally broadened my perspective significantly, but it also strengthened my desire to contribute to Pakistan’s educational landscape. Joining the institution was therefore not simply about continuing a legacy it was about evolving it through modern educational thinking, innovation, and long-term institutional vision.

As Managing Director, how do you define the identity and long-term vision of the Happy Palace School Network?

The identity of Happy Palace is rooted in academic excellence, discipline, ethical values, and holistic student development. Our objective is not merely to produce academically capable students, but to nurture confident, intellectually curious, and socially responsible individuals. Our long-term vision is deeply ambitious and future oriented. We are currently developing five purpose-built campuses ranging from approximately 5,000 to 50,000 square yards, designed to provide modern learning environments that integrate academics, technology, sports, creativity, and student well-being within a unified ecosystem.

Beyond school education, we are also planning to establish two universities within the next five to seven years. Our broader vision is to create a complete educational continuum that supports students from foundational learning through higher education while maintaining a consistent philosophy of excellence, innovation and character development.

When I reflect on where the institution began with the school operating upstairs while we lived downstairs and compare it to where we are today, planning large-scale campuses and future universities, it becomes deeply meaningful. It represents not only institutional growth, but decades of commitment to education and community impact.

What does effective governance look like when managing a growing school franchise across multiple cities?

Effective governance, in my view, is the ability to preserve consistency of vision and educational quality while operating at scale. As institutions expand across multiple campuses and cities, strong systems become essential for sustainability and long-term success.

At Happy Palace, we place significant emphasis on centralized academic planning, teacher development, performance evaluation, institutional oversight, and continuous coordination between campuses. However, effective governance also requires balance. While maintaining unified standards, campuses must still retain the flexibility to respond to the specific cultural and community needs of their local environments. Ultimately, strong governance is about building systems that sustain excellence beyond individuals and ensure that every student receives the same standard of education regardless of location.

Technology integration is one of your priorities. How is this being implemented across the network?

Technology has fundamentally transformed the way students learn, communicate, and engage with information. Educational institutions therefore have a responsibility to evolve alongside those changes rather than resist them. Our approach is to integrate technology meaningfully across the entire network instead of treating it as a superficial enhancement. This includes smart classrooms, digital learning platforms, centralized academic systems, and technology-focused teacher training initiatives.

Teacher training is central to your agenda. How do you scale professional development across so many schools?

I strongly believe that the quality of an educational institution is ultimately defined by the quality of its teachers. Infrastructure and curriculum are important, but meaningful education depends on intellectually engaged and continuously evolving educators. For that reason, teacher development remains one of our most important institutional priorities. We conduct regular workshops, centralized training programmes, classroom observations, mentorship initiatives, and professional development sessions throughout the academic year. More importantly, we aim to cultivate a culture where learning is not limited to students alone. Teachers must also remain adaptable, reflective, and committed to lifelong professional growth in order to meet the evolving needs of modern education.

Early childhood learning is a major focus area for you. How is this being strengthened across all branches?

Early childhood education plays a defining role in shaping cognitive, emotional, and social development. The foundations established during those formative years often influence a child’s long-term relationship with learning itself. Our focus is therefore on creating a standardized yet nurturing early learning environment across all campuses. This includes curriculum consistency, teacher specialization, activity-based learning methodologies, and classrooms designed to encourage curiosity, creativity, and confidence. We believe early education should not merely prepare children academically; it should cultivate independence, communication skills, emotional intelligence, and a genuine enthusiasm for learning from an early age.

In your view, what defines a strong school brand in today’s education landscape?

A strong educational brand is ultimately built on credibility, consistency, and trust. In today’s educational landscape, parents are increasingly evaluating schools not only on academic outcomes, but also on how effectively institutions prepare students for the future. A respected school must therefore offer far more than examination performance. It must develop confidence, communication abilities, leadership qualities, ethical awareness, and intellectual maturity.

Beyond academics, how do you ensure personality development and confidence-building across campuses?

We strongly believe that education should focus on the development of the individual as a whole rather than academic achievement alone. Across our campuses, we place considerable emphasis on public speaking, debates, leadership initiatives, sports, co-curricular engagement, and student participation programmes. These experiences help students develop confidence, communication skills, emotional intelligence, and adaptability.

Looking ahead, where do you see the Happy Palace Group of Schools in the next 5–10 years?

Over the next decade, I see Happy Palace evolving into one of Pakistan’s leading educational groups with both national influence and growing international recognition. Our expansion plans through five purpose-built campuses and the establishment of two universities represent not simply physical growth, but institutional evolution. Alongside expansion, we intend to continue strengthening academic quality, technological integration, teacher development, research culture, and innovation-driven learning. Personally, receiving international recognition for my contributions to education, including an upcoming award ceremony at Oxford University, has further reinforced my commitment toward contributing meaningfully to educational advancement both within Pakistan and beyond.

Artificial Intelligence is rapidly transforming education globally. How is Happy Palace integrating AI into its educational model?

I believe Artificial Intelligence will fundamentally reshape not only education but the broader relationship between knowledge, creativity, and human potential. Educational institutions therefore have a responsibility to prepare students not merely to exist within an AI-driven world, but to engage with it critically, ethically, and intelligently. At Happy Palace, AI integration is not treated as an optional or isolated initiative. It has been systematically embedded into our academic framework, and from Kindergarten through Grade VIII, AI education is mandatory across the network. Our approach goes beyond simply exposing students to technology; we aim to cultivate technological fluency from an early age.

Students are introduced to AI tools in ways that are age-appropriate and intellectually progressive. At foundational levels, the emphasis is placed on digital familiarity, curiosity, and responsible interaction with intelligent systems. As students advance, they begin learning how to utilize AI tools for research, creativity, problem-solving, productivity, and analytical thinking. Equally important, we are teaching students how to think alongside technology rather than become dependent on it. There is a significant difference between using AI passively and understanding its implications, limitations, ethical dimensions, and transformative potential. We want students to develop discernment, adaptability, and intellectual independence while interacting with emerging technologies.

In parallel, we are also integrating AI into teaching methodologies and institutional systems. Educators are being trained to utilize AI-assisted platforms for lesson planning, differentiated learning, academic analysis, and student engagement. This allows teaching to become more personalized, data-informed, and responsive to individual learning needs.

What do you believe truly sets the Happy Palace Group of Schools apart within Pakistan’s educational landscape?

What truly distinguishes Happy Palace is that we do not view education through a purely academic lens. Our philosophy centres on building a complete educational ecosystem that combines academic excellence, innovation, leadership development and future readiness within a single framework. While our network has grown to more than 55 campuses, our identity is defined not simply by scale but by the diversity of opportunities available to students.

We offer multiple educational pathways across various examination systems, ensuring students can pursue learning environments suited to their strengths and aspirations. At the same time, we have integrated STEM education, robotics, artificial intelligence, financial literacy and practical skill development into our broader educational approach. Beyond academics, students engage in sports, leadership initiatives, clubs and co-curricular programmes that support holistic development.

The post Reimagining Education for a New Generation – Muhammad Faizan Khan appeared first on Glam Magazine.

Haris Haroon Karim, CEO of Saltanat Restaurant, has redefined fine dining in Pakistan with a vision that blends quality, tradition and innovation. Managing over 1,100 employees and eight banquet halls, his journey is a testament to perseverance and purpose. In this exclusive interview, he shares insights into the making of Saltanat, the challenges of the restaurant industry, and his philosophy on leadership, team culture and future ambitions.

1. Your journey in the hospitality industry has been described as inspiring. What first drew you towards the restaurant business, and how did the idea for Saltanat Restaurant come to life?
   From a young age, I was curious about why people were discouraged from eating outside food, often due to concerns about quality and hygiene. This curiosity evolved into a passion for cooking and a desire to offer better standards. During COVID, a call from a chef friend about a distressed staff member highlighted the harsh realities faced by hospitality workers. In response, I started a small cloud kitchen from home with a modest investment, employing around 25 people. That experience reshaped my vision. I wanted to build something larger—where food could be prepared in bulk, reducing costs while maintaining quality, and allowing people to access meals with dignity. What began as a small initiative gradually transformed into a purpose-driven venture, which ultimately led to the creation of Saltanat Restaurant.
   As the CEO of Saltanat, how would you describe your vision? And what impression would you like the guests to leave with?
   My vision for Saltanat has always been to create more than just a restaurant—it is an experience. As one of the largest restaurants in Pakistan, with over 1,100 employees, it is built on scale, diversity, and strong infrastructure. We offer a wide variety of cuisines, live music throughout the week, and multiple dining environments, from open-air to indoor fine dining. Families and friends come here to spend quality time and create lasting memories. Ultimately, I want every guest to leave with a sense of joy and connection, associating Saltanat with happiness and togetherness.

• Saltanat is known for blending tradition with modern sophistication. How do you maintain the balance?
  Innovation is essential—you have to move forward with time while staying true to your core values. At Saltanat, we never compromise on quality; that remains our foundation. Our focus is not on just profit, but on serving excellent food, earning respect, and building a strong reputation. To maintain balance, we offer a diverse menu that caters to all generations from traditional cuisine to modern favourites like hot pot, which is especially popular among younger guests. We also have delicious options for children. By combining variety with consistent quality, we ensure that every guest finds something they enjoy while experiencing both tradition and modernity.

The restaurant industry can be highly competitive. What strategies have helped Saltanat stand out in such a dynamic market?
The restaurant industry is highly unpredictable—many places open and close quickly. What sets Saltanat apart is patience, consistency, and the right intentions. This business demands more than time; it requires complete dedication as it operates 24/7. At the same time location plays a critical role. Unlike typical highway restaurants, we chose a central city location to make it convenient for guests, reducing travel time to just 15–20 minutes. Most of my other businesses are nearby, which streamlines operations and allows staff to focus on service. By combining dedication, quality, and strategic location, along with hard work and perseverance, Saltanat has been able to sustain itself and stand out in a highly competitive market.

How important is team culture in the success of a restaurant, and how do you cultivate it within your organization?
Team culture is the backbone of any successful restaurant. With so many employees, our strength lies in diversity—we have people from different regions, religions and backgrounds, all working together as one. This unity reflects the true spirit of Pakistan. We focus on creating a sense of belonging, where employees feel valued and connected. By fostering mutual respect, shared meals, open communication and motivation, we build a strong community within the organization. When people work with passion and feel like they are part of something bigger, it naturally reflects in the service and overall experience we deliver.

How do you see Pakistan’s fine dining and hospitality industry evolving in the coming years?
Given the current economic situation, the future of fine dining and hospitality industry in Pakistan remains challenging. Rising inflation and increasing costs of raw materials have significantly impacted operations, while consumers’ purchasing power continues to decline. For many middle-class families, dining out—especially fine dining—has become less affordable. As a result, restaurants are often perceived as expensive, even though much of the cost is driven by external factors. Moving forward, only those who can maintain quality while adapting to these financial pressures are likely to sustain. It will be a difficult phase, with fewer people being able to regularly experience fine dining in the near future.

• Running a restaurant empire can be demanding. How do you personally stay motivated and creatively inspired and what advice would you give to young entrepreneurs in Pakistan who aspire to enter this industry?
  My motivation comes from the lives connected to Saltanat. With over 1,100 employees depending on this restaurant, I see how our work directly impacts families—their children’s education, daily meals, healthcare, and even life milestones like weddings. Knowing that our efforts provide stability and opportunities for so many people keeps me inspired and focused, even during challenging times. It reminds me that the restaurant is not just a business, but a responsibility and a source of purpose. For young entrepreneurs, this is an important lesson: the restaurant industry demands full commitment. It is a 24/7 job, and if you cannot dedicate yourself completely, balancing it with personal life becomes extremely difficult. Only with passion, perseverance, and a willingness to give your all can one truly succeed in hospitality.
• What are your long-term plans for Saltanat? Can we expect expansion, new concepts and international ambitions?
  Expansion is certainly on the horizon, as many people have requested branches. However, maintaining the quality and reputation of the original Saltanat remains my top priority. Rapid growth could dilute focus, so I am cautious about franchising. In the future, Insha’Allah, we may explore international branches, particularly in Saudi Arabia and Europe, creating a “home away from home” for Pakistanis, while keeping authenticity and excellence at the forefront. I have a total of eight banquet halls, with two more under construction. My journey began in 2012, during the hardest time of my life, when I had little money. In 2018, I opened my first hall, and over time, Allah blessed me to expand to eight. Most are on the same property, and combined with the restaurant, we can accommodate around 1,150 people.

The post Blending Tradition with Modernity – Haris Karim appeared first on Glam Magazine.

In a candid conversation with Rahat Zahid, we explored the heart of a home that has been lovingly shaped over many years. Every room carries a memory, every corner holds a story, and every decision reflects the couple’s journey of building a space that feels truly and deeply theirs. From thoughtful renovations to cherished furniture pieces collected over time, this interview offers an intimate glimpse into a home created with love, intuition, and a deep appreciation for natural beauty.

What are the most precious memories that you hold closest to your heart?

As the saying goes, every child is precious, and for me, every corner of this home feels the same. We’ve built this house with so much love that no particular space feels more important than another. Our main family room upstairs is where we spend most of our time, so it naturally feels comforting, but truly, I can’t single out a favourite spot. Every part of this home carries a sense of peace and familiarity because we’ve worked so hard to create it.

If you ever had the opportunity to move to a different or better home, would you take it? Or is this space irreplaceable to you?

It is absolutely irreplaceable. Even compared to our home in America, this is the one I call home. We’ve watched it evolve over the years, just as our children have grown within its walls. They were married here; we’ve celebrated countless milestones. When we first bought it, we couldn’t afford much because the house was enormous. We renovated slowly, sometimes painfully slowly, bit by bit. I still remember living without a dining table for six months because the chairs we loved were out of budget. We waited nearly a year to buy them, without ever compromising on what we truly liked. Those small struggles, the decisions we made with patience and intention, and the way we hosted guests despite not having much—every memory is woven into this house. That’s why it can’t be replaced.

When you bought this house, did you have a fixed idea of what you wanted to do, or did you follow your intuition as you went along?

We did have a few priorities, mainly the kitchen, flooring, and bathrooms. We decided to set those first. After moving in, everything else happened gradually. Sometimes, while living in a space, you suddenly realise what needs to be changed or improved. So, we would tweak things over time—a door here, a wall there—always based on what we could afford. It was a very slow, very organic process, and I think that’s what made it meaningful.

Maintaining such a large and beautifully kept home is no small task. How do you manage it so effortlessly?

It’s definitely not effortless, far from it. I’ve created a system where I focus on one area at a time. For example, when the children visit, we’ll concentrate on one room a day: first the upstairs living room, then another room, then the downstairs, then the outdoor spaces. But like every household, things break, people hide the evidence, and I only discover it when I’m setting things later! I always tell everyone: just be honest, don’t hide it, because it’s easier to fix something immediately.

People often say you’re blessed with a green thumb. Would you say you’re one of those who have a green thumb?

Not at all, I wouldn’t claim that! My husband is the one with the real gardening instinct. I simply guide him on the overall look. We’ve always preferred natural beauty rather than overly shaped plants. A tree should look like a tree, with its natural form and growth. We love greenery more than anything overly decorative. Seasonal flowers are lovely, but we value permanent plants and natural growth. My husband is into perfumery, so he loves fragrant plants like raat ki rani and motiya, you can smell them as soon as you enter. We sit in the garden depending on the weather. On pleasant days, especially weekends, we spend a lot of time outdoors, watching the children play or simply enjoying the fresh air.

Is there any area that you feel is your biggest comfort zone or sanctuary?

My sanctuary is the back patio. It’s peaceful, quiet, and feels wonderfully removed from the noise of the house. The upstairs living area is another comforting space, our true family hub. When my daughters visit, they refuse to come downstairs; we eat, sit, relax, and practically live upstairs for days. It feels like our true family sanctuary.

Homes often carry stories. Is there a piece of furniture, artwork, or décor element in your house with a memory or mystery you cherish?

So many pieces carry stories. Most of our furniture wasn’t bought from high-end places; we collected it gradually, often discovering pieces unexpectedly and then refurbishing them. Each item reminds us of where we found it, what moment in life we were in, and what vision we had for it. I also love printing and framing photographs rather than keeping them hidden in a phone. When you walk around the house, you’ll see memories everywhere, our lives literally on the walls.

With your demanding roles as a designer and educator, does your home ever become your creative lab, somewhere ideas spark unexpectedly?

Absolutely. Creativity comes to me very instinctively. Whether I’m designing clothes or rearranging furniture, ideas often evolve while I’m working, rather than beforehand. Many times, a room ends up looking entirely different from what I originally imagined. Since I’m not formally trained in interiors, we’ve made our fair share of mistakes, but the process has always been experimental and enjoyable. My husband visualises things instantly, while I need to see them physically—so we balance each other out.

What advice would you give someone who wants to create a home that feels both beautiful and deeply personal?

Take your time. Don’t rush to fill your home all at once. Build it slowly and thoughtfully, even if you can’t afford professional help. A home should reflect you, not an interior designer. Collect pieces gradually, place them carefully, and live with them before adding more. Everything in your home should evoke a memory or feeling. Money can buy objects, but not the emotion attached to them. Ultimately, a home becomes beautiful through the love, patience, and personal meaning you weave into it—one piece, one memory at a time.

The post Ingrained With the Creativity of The Owners appeared first on Glam Magazine.

Empower Sports Academy hosted a high-impact press conference at recently, formally unveiling its mega project and strategic partnerships aimed at transforming the future of female sports and education in Pakistan. The event was attended by leading media houses, corporate partners, sports professionals, educators, and stakeholders from across the country.

At the conference, Malika Junaid announced a landmark partnership between the Prime Minister’s Youth Programme (PMYP) and Empower Sports Academy to launch a nationwide initiative that will identify, train, and empower 10,000 young female athletes every year across Pakistan, expanding further in the years to come.

Representing the Chairman Prime Minister’s Youth Programme, Sindh, Coordinator Fahad Shafique expressed his delight at the progress made so far by Empower Sports Academy, and played a video message from the Minister and Chairman PMYP, Rana Mashhood Ahmad Khan. In the message Rana Mashood said, “This initiative reflects our government’s unwavering commitment to uplifting young women through sport. By reaching out to 10,000 girls this year and expanding even further in the years to come, we are broadening access to training, mentorship, and competitive opportunities.”

Malika further added, “Empower Sports Academy has already begun working with girls from all over Pakistan including girls in cities and underserved communities in remote villages of Balochistan, northern areas of Pakistan, Punjab, and Sindh.

The post Empower Sports Academy Unveils Landmark CSR appeared first on Glam Magazine.

By Anusha Zahid

Alisha Junaid is the founder of Empower Sports Academy, which held the first women’s volleyball tournament in Pakistan last year. GLAM interviewed Alisha two years ago at the launch of Empower Sports Academy, and this is a follow-up interview now that their second national volleyball tournament has successfully concluded.

Originally from the United States, Alisha is a TEDx speaker, a recipient of the USAID Youth Leadership Award, and a student at Babson College. She has organized national volleyball tournaments throughout Pakistan and coordinated international tours, all while advancing her personal athletic and academic pursuits.

Congratulations on successfully concluding the second year of Pakistan Volleyball Championship. Do you think this year’s tournament was better compared to last year’s in terms of participation and overall excitement?

Yes definitely. This year, we expanded the preliminary round to eight different cities, a significant increase from last year’s three. We had teams from Abbottabad, Sadiqabad, Islamabad, Karachi, and Quetta, among others. This year, we also made a conscious effort to concentrate on the younger age groups, which was a deliberate decision to prioritise the development of our next generation.

To achieve this, we leveraged social media to promote the event, engaged with our networks to spread the word and encouraging teams to participate and then share their experience with their own networks. This grassroots approach led to a significant increase in participation. But what was truly heartening was seeing girls from various cities come together to a single location and participate in the tournament. The event saw a high level of engagement and exceptional sportsmanship, with teams from the same city coming together to support each other, especially at the final stages of the competition.

Were there any standout performances or emerging talents from this year’s championship?

It’s challenging to recall a specific standout athletic performance, but what really caught my attention this year was the exceptional sportsmanship and honesty displayed by the girls. In Pakistan, this can sometimes be lacking, but in this tournament, I saw a different dynamic at play. The girls were able to connect with each other, even with teams they were competing against; suggesting that collaboration and mutual respect are values that are being instilled in our young athletes, and that’s a promising sign for the future. Also, we were fortunate to have experienced coaches on board, including the national team coach and Eric Ballelos, who had travelled from the US to assist with the event. Their expertise was invaluable, and it was also a great opportunity for the girls to learn from them.

As for emerging talent, we selected a promising volleyball player from the national team last year named Khizra, who was sent to the US to play at a Division 3 college. Not only did she excel in volleyball, but she also successfully completed her undergraduate degree and is now a working psychologist. Our goal is to replicate this experience with more girls.

Who were the sponsors this year? Do you think they played a role in the success of this year’s tournament?

This time, we were fortunate to have some prominent names supporting us, which helped elevate Empower to the next level. Jazz came on board and signed a three-year contract, Interwood, which has been with us for the past two years, renewed their support with a three-year contract. We also secured a three-year partnership with Naya Nazimabad. Two electric motorcycle companies, Hyder and Crown also contributed by sponsoring the Player of the Match awards (one for volleyball and one for badminton) in the form of electric motorcycles to motivate the players. I am incredibly grateful to all our sponsors because running these tournaments is expensive. We cover the expenses for transporting all the players to Karachi, including bus tickets and their accommodation, because we want them to focus entirely on their game without worrying about logistics. Our sponsors and the prize money they provide are essential in making this possible. Last year, we heard a heartwarming story about a girl whose father started a business using one of these motorcycles, which significantly helped their family. That’s exactly the kind of impact we want to see, contributing not just to the girls’ athletic growth but also enabling them to support their families.

What were some of the challenges that you faced during this year’s tournament, and were they similar to or different from those you encountered in previous years?

From the girls’ side, I believe there were fewer challenges this time. We were able to clearly communicate the rules and ensure everyone understood how the tournament was being organised. However, challenges exist, mainly because we imposed certain restrictions on participation. For example, we have age limits, and we do not accept girls over the age of 19 or national team players. With the addition of our coach Eric this year, and discussions with our board, our focus remains on developing young players. We faced some challenges with over-age participants, though fewer than last year when we had an open age category. While we have thought about creating a category for players aged 19 and above, we’ve noticed that training and influencing older players is much more difficult because they tend to be more set in their ways, making it quite challenging to manage.

Have you chosen any young girls to take on coaching roles for the upcoming tournament?

We have selected a few young women to serve as coaches and are currently in discussions with some of them. These women have played on the national team and possess valuable experience and insights into the game and the competitive environment. However, to be eligible, they need to be over 25 years old. Our aim is to help them develop a coaching career and livelihood, while also ensuring that the timing aligns with their career stages – some are still active on the national team and wish to complete that chapter first.

In addition, we have identified several coaches from Pakistan, including both men and women, whom we are training during the summer. We are handling their visa arrangements, and hopefully by July, we expect to have our first group of around four coaches. These individuals will have the chance to learn from Stanford’s world-class coaching staff in the US.

With the increased visibility and support, what are your hopes for the future of women’s volleyball in Pakistan after this year’s tournament? 

Our hope for next year is to bring more athletes into the fold and expand what we’re doing with Empower. This year, we started incorporating sports like badminton alongside volleyball, and we saw a fantastic response. We plan to add more sports and gradually expand into various Olympic disciplines, but since taking on new sports is a logistical challenge, we’ll proceed step by step. Perhaps next year we will bring in squash and table tennis as well. Our objective is to show the girls that their involvement in sports can open doors for their future – their energy on the court, playing and having fun – especially this year after the prize ceremony when they all danced to classic desi songs and having an impromptu dance party – it was incredible to see them let loose and celebrate. We want to create more memories for them.

The post The Journey Continues appeared first on Glam Magazine.

1. You belong to an illustrious, intellectual family and have a famous actor father. How has your background molded you?

Growing up in a family where ideas, culture, and public engagement were front and centre gave me a deep appreciation for both expression and responsibility. My father’s world was one of performance and presence – he taught me the importance of connecting with people beyond words. That doesn’t just apply to acting, it’s central to leadership too. You learn how to hold a room, how to listen, and how to bring your full self to difficult situations.

On the other side, my extended family was steeped in academia, law, and public service. Dinner conversations often revolved around governance, ethics, literature, and society. That environment shaped how I think: not just in terms of what’s effective, but what’s right. I was raised to question, to reflect, and to be deeply mindful of the world beyond myself. That blend – of emotional intelligence and intellectual curiosity – has stayed with me throughout my career, especially in the boardroom and during moments of crisis.

2. You became the head of a bank and went through a life-changing experience. How did surviving the PK-8303 crash change your perception of life, leadership and purpose?

Surviving the crash stripped everything down to the essentials. Before that moment, like most professionals, I was locked into outcomes, deliverables, targets – all important, no doubt. But the crash rewired my priorities. I realized how temporary everything is – your title, your plans, even your body. What remains is your intent and your impact.

As a leader, it made me more empathetic, more human. I started paying closer attention to the people behind the numbers – the families behind the accounts, the young staff members carrying hidden burdens. Leadership, I learned, isn’t about projecting strength; it’s about creating safety, meaning, and direction, even in uncertain times. And that shift – from success to significance – has stayed with me ever since. Purpose became more than just a strategic goal. It became a moral e compass. I started seeing institutions not just as financial engines, but as platforms for national development, for dignity, for inclusion.

3. Can you describe the moment after the crash?

In a word: surreal. There was confusion, pain, a strange stillness – and then a sudden, visceral awareness that I was alive. The world around me had been ripped apart, and yet there I was, conscious, breathing. I remember the heat, the silence, the smell of fuel and smoke. But above all, I remember a sense of stunned clarity. I knew this wasn’t just survival – it was a turning point. The question wasn’t “Why me?” but “What now?” And from that moment, everything – how I lived, how I led, how I thought – started to shift.

4. What inspired you to write Seat 1C? And what did you discover about yourself while writing it?

I didn’t set out to write a book. Seat 1C began as a personal attempt to make sense of the chaos. There was so much I was holding inside – fear, gratitude, questions about fate, systems, survival. Writing gave me a way to process it, and eventually, to share it.

But as I wrote, I realized this wasn’t just about a crash. It was about leadership, vulnerability, institutions, and how we deal with crisis in a society where systems are often brittle. I discovered that I had more to say – not just about what happened, but about what it meant.

What surprised me was how writing became a mirror. It brought to the surface parts of myself I hadn’t examined before – my coping mechanisms, my fears, my unfinished business with the past. And it taught me that telling the truth – even when it’s raw – can be a deeply healing and connective act.

5. From surviving the crash to writing Seat 1C, how did the healing journey begin?

The healing began when I stopped trying to “get back to normal.” I realized there was no going back. Something had shifted, and I needed to build forward from there. That required sitting with the discomfort — not bypassing it. I allowed myself to feel the weight of it all: the lives lost, the randomness of survival, the expectations that came with being one of the few who made it.

For a while, I leaned into solitude. But gradually, conversations with close friends and family helped. Writing helped. So did work – but only when it was rooted in purpose. The process of writing Seat 1C was pivotal. It gave form to my emotions and allowed me to reclaim the narrative from trauma.

Over time, I came to understand that healing isn’t linear. Some days you’re okay, some days you’re not. And that’s fine. What matters is learning to walk with the experience – not be defined by it. In doing so, I found not just recovery, but a renewed sense of clarity about who I am, why I lead, and what truly matters.

6. What was the hardest part — the physical recovery or the emotional weight?

The physical recovery was painful, but it followed a clear path – scans, surgeries, physiotherapy. There was structure to it. The emotional weight, though, was far more complex. You don’t realize it at first – you’re grateful to be alive, surrounded by well-wishers, back to work. But the trauma doesn’t vanish. It shows up quietly – in the pauses between meetings, in dreams, in your reactions to loud noises or sudden silences.

What made it harder was the public nature of it all. I was expected to bounce back, to lead, to set an example. And while I understood that, it sometimes meant shelving my own grief to play the role of the “resilient survivor.” That balancing act – between being a professional and being human – was the hardest part. Accepting that healing isn’t about being unbreakable, but about being honest with your scars, was a lesson I had to learn in the long run.

7. Is there a quote or line from the book that means the most to you?

There’s a line in Seat 1C that I come back to often:  
“Survival isn’t a full stop; it’s a comma – a pause before a new sentence you never thought you’d write.”

That line encapsulates the heart of the book for me. Survival isn’t the end of the story. It’s a starting point, and one that carries its own burden. You don’t just move on – you move forward with the memory, the weight, the responsibility. That quote reminds me that life after crisis isn’t about erasure. It’s about integration – about making peace with the interruption and writing a new chapter, knowing the punctuation has changed.

8. When you took over the Bank of Punjab, what was your vision and where do you feel the bank stands today?

When I joined BOP, the vision was clear: to transform it from a legacy institution into a forward-looking, impact-driven bank – one that doesn’t just serve balance sheets but enables real economic mobility. We wanted to shift the conversation from transactional banking to transformational banking – rooted in transparency, technology and trust.

Today, I feel proud of how far we’ve come. We’ve institutionalized governance, cleaned up the balance sheet, and invested heavily in digital infrastructure. But more importantly, we’ve reoriented the bank’s soul. Whether it’s MSME financing, agricultural support, or our partnership with innovation ecosystems like NICL, the focus has been on catalyzing real, inclusive growth. There’s still work to be done, but the foundation is solid. The bank now stands as a credible, modern institution that plays offense, not defense – especially in an environment as volatile as Pakistan’s.

9. What’s your take on the current economic crisis in Pakistan, and how can banking institutions play a greater role?

Pakistan’s current crisis isn’t just fiscal – it’s structural. It’s about a persistent inability to convert potential into productivity. We’ve long depended on external lifelines while neglecting domestic competitiveness, innovation, and institutional depth.

Banks can no longer afford to be passive intermediaries. We need to move beyond lending against collateral to lending against ideas. That means rethinking risk, developing sectoral expertise, and partnering with the government in smart, targeted ways – not bailouts, but co-investment in infrastructure, agri-value chains, and digitization.

Financial institutions also need to democratize access. There’s a massive unbanked population and a trust deficit we have to address – especially among women, youth and informal businesses. Banks must become enablers of dignity, not just providers of capital. That requires product innovation, tech-driven outreach, and a shift in mindset – from gatekeepers to catalysts.

10. What legacy do you hope to leave in banking and in life?

In banking, I hope to leave behind institutions that are more than just profitable – institutions that are principled, progressive, and people-centered. If I’ve helped move the needle on governance, inclusion, and innovation, then I’ll consider that meaningful work.

But beyond banking, the legacy I hope for is simpler: that I showed up with integrity, that I used whatever platform I had – whether in a boardroom or in a book – to make people think, feel, and hopefully act a little differently. I want to be remembered not just for surviving a crash or running a bank, but for the way I tried to turn adversity into purpose, and systems into stories worth believing in.

At the end of the day, legacy isn’t about your name – it’s about the impact that quietly continues, long after you’ve stepped away.

The post Zafar Masud: A Journey of Survival, Leadership and Purpose in Life appeared first on Glam Magazine.

Mr. Zeeshan’s insights are anything but theoretical. Born and raised in Karachi, he earned his master’s in International Relations from Roosevelt University, Chicago in 1980, and later pursued an MBA from the same institution. He is a seasoned businessman, inventor and author of five books—including work on President Donald Trump—and has appeared on various radio and television platforms in the United States. With firsthand experience across several dozen countries, Mr. Zeeshan brings a unique global lens to Pakistan’s challenges and opportunities. Currently based in the suburbs of Washington, DC, he joins us for an exclusive conversation with Glam Magazine to share his transformative vision for a Super Pakistan.

•  “Super Pakistan” is a bold title. What inspired you to write this book, and what is your vision of ‘super’ Pakistan?

“Super Pakistan” refers to the idea that a country’s economic size should match its population ranking. Pakistan is the fifth most populous country in the world. If and when its economy rises to the same level, it will justifiably be known as Super Pakistan. If we follow the roadmap in the book—and assuming there’s no major war or natural disaster—Pakistan can reach a one trillion dollar economy in five years and become the 15th largest economy in 10 years. Within a generation, it could be the 5th largest economy globally.

• Your book suggests enterprising ideas to boost Pakistan’s economy. Which one do you believe has the most realistic potential in the next five years?

First and foremost, we must drastically reduce unemployment. The way to do that is by teaching people to become entrepreneurs. The old model of going to school for sixteen years to earn above-average income is fading. Now, with the internet and YouTube, one can become productive in less than 16 months. I have explained this in Chapter Five: Triangle of Full Employment. I have even listed the top 20 skills that can be learned in less than a year. If someone knows English, they can be hired in Europe and beyond as independent service providers, working comfortably from home.

•  As someone who explores ideas, how do you see the role of creativity and innovation in transforming a nation’s economy?

Innovation has no boundaries. Every product—tangible or intangible—can be improved. That’s the essence of Chapter Four: Innovation Nation. Anyone can learn to innovate. Age, background, or education doesn’t matter. I describe simple, actionable steps in the book. Even low-level innovation can help people build a niche, a competitive edge and dominate markets.

• You’ve proposed several fascinating ideas. Can you share some of the standout ones, which can help boost Pakistan’s economy?

Yes, I’ve suggested more than two dozen new ideas. Let’s explore a few:

Astro-Tourism: A new form of tourism that hasn’t been tapped. We don’t need advanced space programmes to participate. We can plan trips 30 kilometers above Earth near the Karman Line, where tourists could experience weightlessness for a few hours. It’s realistic, exciting, and can generate significant revenue. Europe, Russia, and China are selling their advance space travel trips for millions of dollars.

Super University: A world-class institution where Nobel Prize winners are visiting professors. It would teach futuristic subjects like nanotechnology, genomics, and cybersecurity—fields that will soon be as in-demand as AI. This would attract the children of millionaires and billionaires worldwide.

Reunification with Bangladesh: Politically bold, yes. But dialogue could start based on the Six Points of Sheikh Mujibur Rahman. Pakistan could offer a nuclear umbrella for Bangladesh’s security as a basis for discussions.

A Second Name for Pakistan: Countries have changed names to strengthen identity. A second name could boost Pakistan’s soft power, increase nationalism, and even reinforce our claim on the Koh-i-Noor.

Renaming Cities: Giving major cities new names rooted in culture and pride will create nostalgia and increase civic ownership.

Babri Masjid Replica: I propose constructing a replica on the historic route Babur took into the subcontinent. It could become a symbol and boost religious tourism, particularly from Muslim nations.

Redesign of Currency: A beautifully designed new currency note that foreigners would want to keep as a souvenir, showcasing art and pride.

Renaming Parliament Houses: Changing the names of both houses of parliament to Diwan-e-Aam and Diwan-e-Khas—terms deeply rooted in Mughal and South Asian history—would give a uniquely Pakistani imprint.

Q.  What about political reforms? How do we ensure stability in governance?

Zeeshan: In Chapter Six, I suggest a framework where every Prime Minister can complete their full term. Stability is key for economic and social progress. I also propose reforms that make political parties disincentivized to incite violence. In Chapter Seven, I discuss a law that ensures violent processions are no longer in their interest. Additionally, I’ve proposed a strategy to make people pay taxes rapidly and willingly. It’s about rebuilding trust and delivering value.

• You hinted at a plan involving overseas Pakistanis and international startups. What’s that about?

I have a detailed and specific plan to launch three startup corporations in the United States with the support of overseas Pakistanis. These ventures involve highly unique concepts—ranging from traditional products to cutting-edge technology. The franchise potential is global, and the revenue could be in the hundreds of billions. The remittances from these companies can be reinvested in Pakistan’s high-tech industries, helping accelerate growth and innovation. While I can’t disclose all details publicly, interested overseas Pakistaniscan contact me directly on email.

Q.  One of your closing thoughts in the book is about mindset. What exactly is the “semi-cyborg” mindset?

It’s time Pakistan says goodbye to Semi-Amish thinking—a reference to outdated, overly conservative, or anti-tech mindsets. We must embrace a semi-cyborg mindset: one that integrates tradition with futuristic thinking.

This means being tech-savvy, globally aware, and driven by innovation—a people ready to shape the future rather than be shaped by it.

• Lastly what message would you like to give especially to the young dreamers, thinkers and future change makers of Pakistan?

Pakistan doesn’t lack talent—it lacks direction and bold execution. Super Pakistan is not fiction. It’s a roadmap built with realistic, achievable ideas. If the youth, overseas Pakistanis, and policymakers come together with vision and determination, nothing can stop us from becoming a global powerhouse.

Contact details: ILYASZESHAN@GMAIL.COM

Download the free E-book: www.superpakistan.us

The post A Roadmap to Pakistan’s Economic Revival appeared first on Glam Magazine.

In the ever-evolving world of plastic packaging, where sustainability and innovation often seem at odds, Orient Plastcare Pakistan has managed to carve a niche for itself. Spearheaded by Faheem Hameed, the company has become a leader in the plastic bottling industry mainly in pharmaceutical, catering to both national and international markets with a commitment to quality and eco-friendly practices.

Q1: What inspired you to establish Orient Plastcare Pakistan, and how does it differentiate itself from competitors in the plastic bottling industry?

A: Over the last 20 years, Pakistan’s plastic industry has grown tremendously. Before plastic became mainstream, materials like PVC and metal sheets were commonly used. What truly inspired us was the opportunity to create something unique by introducing highly precise machinery imported from Germany and Japan and molds imported from Qatar. These machines ensure unmatched precision and eliminate leakage problems, giving us a significant edge over competitors.

Our operations span across Karachi, Lahore, Islamabad, and Peshawar, with indirect exports to Russian and African states. The quality of our products is 100% pure and original, adhering to strict regulations. We work with 30–40 national and international clients, including renowned names like Sanofi, Adamjee, Nabi Qasim, Atco Laboratories, and Helix Pharma.

Q2: What have been some of the biggest challenges you faced in running this business, and how did you overcome them?

A: Living and working in Karachi is like fighting a war every day. The challenges have evolved over time, but inflation and the devaluation of currency remain our biggest hurdles. Importing raw materials and machinery has become extremely costly, making financial transactions challenging.

Moreover, the lack of reliable utilities such as electricity, gas and water creates additional obstacles. To counter these issues we’ve invested in alternate solutions like solar systems and inverters, which, while costly, help us maintain operations. Unfortunately, in Pakistan, you have to rely on yourself to survive and adapt.

Q3: Your company emphasizes high-tech and cost-effective packaging. How do you ensure continuous innovation in your product line?

A: There was a time when machinery from Japan, Germany, the USA and other European countries was dominant in the industry due to its exceptional quality and durability. However, these machines consume a lot of energy, and with Pakistan’s high electricity costs and unreliable supply, they’re no longer viable.

To ensure innovation and sustainability, we’ve transitioned to using machinery from China, Taiwan and Thailand. These machines are more energy-efficient and sustainable while still delivering quality, allowing us to maintain cost-effectiveness in our operations.

Q4: Plastic waste is a global concern. What measures has Orient Plastcare implemented to promote sustainability and eco-friendliness in its operations?

A: Sustainability is a key focus for us. Our cutting-edge machinery and high-quality molds ensure zero wastage during production. Additionally, our processes do not emit hazardous fumes, making them environmentally friendly. We are committed to minimizing our environmental impact while maintaining the highest standards of production quality.

Q5: What strategies have you employed to achieve a production capacity of 60,000 to 80,000 bottles per project?

A: The secret to scaling production lies in increasing the number of cavities in our molds. For example, if a 12-cavity mold produces 12 bottles in 30 seconds, upgrading to a 16-cavity mold increases output to 16 bottles in the same time frame. This method allows us to significantly increase production capacity while keeping costs under control.

Q6: How do you foresee the future demand for HDPE, LDPE, PP and PET products, and how is Orient Plastcare preparing for it?

A: These materials have been industry staples for over a century. However, advancements are underway, and new materials are currently in the research and development phase. These next-generation materials are expected to be more reliable and environmentally friendly and will likely enter the market by 2027 or 2028. We are closely monitoring these developments and preparing to adapt our operations accordingly.

Q7: What is your take on the current state of the plastic packaging industry in Pakistan, and how do you adapt to changing regulations and international standards in the pharmaceutical and food packaging industries?

A: Pakistan, being a third-world country, faces many regulatory challenges. To compete in international markets like the USA and UK, we need stricter regulations and SOPs. Currently, only a handful of companies in Pakistan are FDA-approved.

That said, industries like pharmaceuticals, meat and confectionery have made significant strides in exporting to Muslim countries by adhering to halal standards. With stricter regulations and improved practices, Pakistan has the potential to make a greater impact in global markets.

Q8: How do you build and maintain trust with pharmaceutical and biomedical clients who rely on your products for their packaging needs?

A: Trust is critical in our industry, especially when working with pharmaceutical clients. We undergo regular audits and inspections conducted quarterly or annually by our clients. These inspections cover every aspect of our operations, from production areas and warehouses to sanitary facilities and discharge areas. By maintaining transparency and adhering to strict standards, we ensure our clients’ trust and confidence.

Q9: Are there any plans to expand Orient Plastcare’s product range or explore international markets? Where do you see the company in the next five to ten years?

A: Expansion is always on our radar. Over the next 5–10 years, we plan to open multiple offices across Pakistan and expand our footprint in international markets. Our mission is to introduce new products and innovations while continuing to provide the highest quality to our clients.

Q10: What advice would you give to young entrepreneurs who want to enter the manufacturing sector in Pakistan?

A: My advice to young entrepreneurs is simple: focus on production and manufacturing within your country. Given the current economic climate, importing products and reselling them has become extremely expensive. By manufacturing locally, you can not only sustain your business but also maintain healthy profit margins. Manufacturing offers stability, scalability, and the opportunity to compete on a global stage. It’s a rewarding field for those willing to invest their time and energy.

The post Faheem Khan: Innovating for Sustainability appeared first on Glam Magazine.

For over 27 years, Australian Concept Infertility IVF & Genetics center has been a source of hope for thousands of couples struggling with infertility. What once seemed like an impossible dream has now become a reality for so many who have walked through the doors of this pioneering fertility centre. Through advanced medical expertise, cutting-edge technology, and a deep commitment to ethical and compassionate care, Dr. Sajjad and his team have helped countless couples experience the indescribable joy of holding their child for the first time.

Infertility is more than just a medical condition—it is an emotional and psychological battle that affects every aspect of a couple’s life. In a society where having children is often considered an essential part of marriage, the pain of infertility can be isolating, misunderstood, and even stigmatized.

Since its inception in 1998, Australian Concept Infertility IVF & Genetics center has not only introduced world-class Assisted Reproductive Technology (ART) to Pakistan but has also worked tirelessly to educate, counsel, and support patients through every step of their fertility journey. Today, with state-of-the-art fertility clinics across multiple cities, a team of highly skilled embryologists and doctors, and a commitment to continuous innovation, the group remains a leader in the field of infertility treatment.

In this exclusive interview, Dr. Syed Sajjad Hussain shares his journey, the evolution of ART and IVF in Pakistan, the latest advancements in fertility treatments.

Q1. Could you share what inspired you to enter this field and the challenges you faced in the early days?

Infertility has always been a silent struggle, and in Pakistan, it is not just a medical challenge—it is a societal and emotional one. When I first stepped into this field, IVF was widely misunderstood. Many people believed that a test tube baby meant an artificially created child, grown entirely in a laboratory. There was fear, misinformation, and a lot of religious concerns about whether this treatment was permissible in Islam.

I knew that infertility wasn’t just about medicine; it was about emotions, relationships, and the deep pain of longing for a child. A  team of experts from Australia came to Pakistan in the 1990s to study fertility treatments. I realized that there was an urgent need to establish a world-class fertility centre in Pakistan—one that would not only provide advanced treatments but also help change the way people perceive infertility.

We faced resistance in the beginning. Many questioned whether we were interfering with Divine will. I wanted to address this openly, so I asked a journalist to publish extensive research on Islamic rulings regarding IVF. It became clear that Islam allows fertility treatments as long as they are conducted between a legally married couple without third-party donors. Once people understood this, perceptions began to change, and we moved forward with our mission.

Q2. How has the perception of infertility and fertility treatments evolved in Pakistan over the years?

The progress has been remarkable, but there is still a long way to go. When we started, infertility treatments were only available in a few places, and patients had to travel to Karachi for even basic tests. This was emotionally and financially exhausting for couples. I saw their struggles and knew we had to bring fertility treatments closer to them. We expanded our centres to Hyderabad, Sukkur, Lahore, and other cities to ensure that couples across the country could access these services.

However, Pakistan still lags behind many other countries when it comes to fertility research and awareness. In western countries, doctors and researchers collaborate, share knowledge, and continuously refine treatments. Here, there is still hesitation in discussing infertility openly, and research is not as advanced as it should be. But we are working to change that.

Q3. What are the most common misconceptions about IVF and infertility that you’ve encountered?

There are many, but one of the biggest misconceptions is that infertility is only a woman’s problem. The reality is that male infertility is also responsible. Another misconception is that IVF guarantees pregnancy, when in fact, it significantly increases the chances but, like any medical procedure, does not guarantee success.

Some people still believe that IVF babies are somehow different from naturally conceived children, which is completely false. An IVF baby is just as natural and healthy—the only difference is that science is helping where patients need assistance.

Q4. What are some of the latest advancements in fertility treatments that you have introduced in your centres?

Science and technology have revolutionized fertility treatments over the years. One of the most significant advancements we’ve integrated is Time-Lapse Incubator technology, which allows us to monitor embryo development 24/7 without opening the incubator, reducing risks and improving embryo survival rates. We have also introduced Microsurgical Epididymal Sperm Aspiration (MESA), a breakthrough procedure that now offers hope to patients with zero sperm count.

Q5. IVF can be emotionally exhausting for couples. How do you support them through this process?

The emotional toll of infertility is immense. The struggle to conceive can lead to depression, anxiety, and relationship stress. Many couples feel isolated, ashamed, or pressured by family members. That’s why we ensure that our patients are not only receiving the best medical treatment but also the emotional and psychological support they need.

We provide counselling, offer financial assistance where needed, and make sure every couple feels heard and cared for. We never turn away a patient because of financial limitations. If someone truly needs assistance, we do our best to accommodate them with discounts and financial aid. No couple should have to give up on their dream of having a child due to financial constraints. We believe that parenthood is a right, not a privilege, and we do everything in our power to help our patients through their journey.

Q6. Can you share some of the most memorable success stories in your career?

There have been so many incredible success stories over the years, but some cases stand out as true miracles.

One patient came to us with extremely low hormone levels and a history of surgery. Medically speaking, her chances of conceiving were close to zero. But she and her husband were determined to try. We provided the best treatment possible, but ultimately, we knew that success depended on Allah’s will. Miraculously, she conceived and gave birth to a healthy baby. Seeing that couple hold their child for the first time was a moment I will never forget.

Another case was of a lawyer who was eager to start the IVF process immediately. However, for the safety of the baby, we always recommend that mothers be vaccinated against Rubella before pregnancy. He insisted on proceeding without waiting. Unfortunately, just four months into the pregnancy, the virus attacked, and the child did not survive. It was heartbreaking, and it reinforced an important lesson—medical guidance must be followed for the health and safety of both mother and baby.

On a more positive note, I remember a woman who won a free IVF treatment during one of our promotional campaigns. When she came in for counseling, I advised her to first lose some weight and improve her diet before undergoing the procedure. A few months later, she called me from Faisalabad, overjoyed—she had conceived naturally without even needing IVF. Today, she is a mother of three. This was a perfect example of how simple lifestyle changes can sometimes be the key to fertility.

Q7. How does lifestyle impact fertility, and what advice do you give to couples trying to conceive?

Lifestyle plays a major role in fertility. Many cases of infertility can be linked to poor diet, stress, smoking, obesity, or hormonal imbalances. I always tell my patients that before considering any medical procedures, they should first focus on their health.

For women, maintaining a healthy weight is crucial because excessive weight gain or loss can disrupt hormonal balance and ovulation. For men, smoking and excessive alcohol consumption can reduce sperm quality. Even stress can affect fertility, as it can lead to hormonal imbalances. A healthy body creates the best environment for conception.

Q8. Pakistan still lags behind other countries in fertility research. What steps are you taking to change this?

This is something I am deeply passionate about. In many developed countries, infertility research is a priority, and medical professionals constantly collaborate to improve treatments. In Pakistan, we lack dedicated research institutions focused on ART. That is why I am working towards establishing a world-class research and training institute in Pakistan.

My goal is to not only treat patients but also train future fertility specialists. We need more doctors, embryologists, and researchers who are equipped with the latest knowledge and skills. I want to build a centre where local and international experts can work together, conduct research, and bring Pakistan to the forefront of fertility advancements.

Q9. What is your vision for the future of Australian Concept Infertility IVF & genetics centre?

My mission has always been simple—to provide the best fertility treatments in Pakistan with honesty, dedication and compassion. I want our centres to continue offering the most advanced technologies, the highest ethical standards, and a patient-first approach.

I also want to make fertility treatments more accessible and affordable, so that no couple has to suffer in silence because they cannot afford care. Whether I am here or not, I want this mission to continue—to ensure that every couple who dreams of having a child gets the best chance to make that dream a reality.

Q10. What message would you like to give to couples struggling with infertility?

To every couple who is struggling, I want to say this: You are not alone. Infertility is not a curse, and it is not something to be ashamed of. It is a medical condition, just like any other, and there are solutions available.

I have seen countless couples who had lost hope finally hold their baby in their arms. Faith, patience, and the right treatment can make miracles happen. And at Australian Concept Infertility IVF & Genetics center, we are here to help you every step of the way. Your journey to parenthood starts with hope, and we are honoured to be a part of that journey.

The post The Miracle of Life appeared first on Glam Magazine.

Bestowed with the honorary rank of Commander by the Pakistan Navy, Dr Essa’s achievements transcend healthcare. His vision is to take Brand Pakistan to international platforms, create job opportunities and strengthen Pakistan’s global diplomatic ties. A decorated professional with over 200 national and international awards, including the prestigious USPAK Change Maker Award 2022, Dr Essa embodies equity, diversity, inclusivity, and a commitment to a sustainable and safe environment.

As a true patriot and visionary his pioneering work in prisoner rehabilitation, youth empowerment and sustainable development underscores his holistic approach to healthy nation-building. With deep respect for Pakistan’s armed forces and a steadfast belief in cohesion and unity, Dr. Essa continues to strengthen the nation through synergies that uplift society collectively.

Beyond his professional accolades, Dr Essa actively contributes to education and community-building as a certified mediator, Senate member of Dawood University, and advocate for collective wisdom. His humanitarian efforts during the COVID-19 pandemic, establishment of vocational training centres and promotion of Pakistan-made products to increase exports, highlight his profound dedication to his homeland and exemplifies his commitment to public service. As a certified mediator and ambassador at large, he champions dialogue over conflict and fosters a “win-win” ethos to build bridges to achieve progress.

Glam: Please share with us how your journey in healthcare began and what inspired you to pursue a career in medicine?

Dr Essa: My father, a microbiologist, was my inspiration. His life’s mission was to tackle infectious diseases and though he passed away before COVID-19 his predictions about pandemics and global health challenges were profound. He was my mentor and guide, whereas my mother shaped our values. I, along with my five siblings, graduated from Dow Medical College while my siblings pursued studies abroad, I chose to stay in Pakistan. My first posting as a government health officer was in Sanghar where I witnessed the struggles of people in interior Sindh, and that exposure fueled my determination to make a difference. After resigning from government service I fully immersed myself in managing Essa Laboratory, aiming to contribute to Pakistan’s progress.

Glam: Your healthcare network has grown remarkably over the years. What were some of the most significant challenges you faced and what was the key to success in Dr Essa Laboratories’ evolution?

Dr Essa: Success is unattainable without overcoming challenges and everyproblem is an opportunity in disguise. During the curfews in Nazimabad where our first branch was located, due to the unbearable problems in the city we saw it as an opportunity to expand to other locations.

Secondly, In the earlier days issues like ‘bhatta’ (extortion) and law and order were major obstacles. Thanks to my government service, I built strong connections and worked collaboratively with political parties to ensure the safety and growth of our operations. We also introduced services such as X-rays and ultrasounds alongside diagnostics, making us pioneers in offering comprehensive facilities under one roof. Our growth has always been driven by a customer-focused approach. By believing in Pakistan and collaborating with others, we’ve managed to turn challenges into stepping stones. Positivity and teamwork have been key to our success. Pakistan has endured difficult times, yet we’ve progressed even in adversity.

Glam: You juggle numerous responsibilities. How do you manage your time and maintain a work-life balance?

Dr Essa: Islam is the foundation of my life, and it guides how I structure my day. Namaz teaches discipline and time management, which I apply to every aspect of my routine. I begin my day with Fajr prayer, and from there I divide my work and responsibilities in alignment with the prayer times. This approach keeps me grounded and ensures I can balance my commitments effectively. Managing multiple roles can be overwhelming at times, but teamwork and tolerance are key. Community service is an integral part of my life and is always on my daily agenda, followed by networking which is essential for growth and collaboration. I also prioritize personal fitness and family time, which help me recharge both mentally and physically. “Me time” is equally important—I believe everyone needs moments of reflection and relaxation to maintain inner peace. Ultimately, balancing personal and professional commitments is about planning and discipline.

Glam: What do you see as the most pressing healthcare challenges in Pakistan, and how is Dr Essa Laboratories adapting to technological advancements in the field?

Dr Essa: Pakistan is emerging as a global epicentre for diabetes, with a significant rise in hypertension and psychological health issues. This reflects not only medical challenges but also a societal loss of true happiness and well-being. At Dr Essa Laboratories, we are committed to innovation and excellence. By collaborating with international partners, we trial cutting-edge diagnostic technologies before their global launch, ensuring they are tailored to our local environment. Our dedicated research and development department plays a pivotal role in driving these advancements, helping us stay ahead in the healthcare industry while addressing Pakistan’s unique challenges.

Glam: Corporate Social Responsibility is integral to your work. Why is it so important to you?

Dr Essa: CSR is embedded in our faith. Allah may forgive for neglecting His rights, but the rights of others must be fulfilled. This principle drives everything we do at our Huqooq-ul-Ibad department, where more than 100 dedicated individuals work on transformative projects that address critical societal needs.Our focus spans across key areas: maternal and child health, vaccination drives, literacy programmes and skill development initiatives. We’ve built hospitals, set up solar-powered RO plants for clean water and established vocational training centres to empower communities with sustainable skills like tailoring, embroidery, and motorcycle repair. In fact, we’ve trained over 9,500 women to ride motorcycles, promoting independence and self-reliance.

Community service is also about creating opportunities for the underserved. We run literacy schools in remote areas and provide free guidance and awareness camps, particularly for breast cancer. Even in prisons as the oversight committee head, I’ve worked to reform laws and provide vocational training to inmates, helping them reintegrate into society with dignity. CSR also includes promoting collaboration and unity. I believe politics, the judiciary, military, business community and citizens must work hand in hand to build a stronger nation—no one can supersede the other. This philosophy extends to our work with polio teams, sports and literacy programmes like arranging lectures in schools and colleges.

During the COVID-19 pandemic, we didn’t stop; we established training centres to equip communities with tools to adapt and overcome challenges. For me, CSR is not an option, it is a duty to serve, empower and uplift others creating a ripple effect of positivity and progress across Pakistan.

Glam: What advice would you give young professionals starting out in any industry?

Dr Essa: To succeed in any industry have a clear vision and a mentor to guide you. Reflect daily, adapt with integrity, and manage your time wisely. Networking is key—surround yourself with wise, successful people to learn and grow. Every day is a chance to learn; missing it is a loss. Gain hands-on experience through internships to build skills and connections. Growth lies in self-improvement and meaningful interactions.

Glam: With numerous accolades, is there a particular award that holds special significance for you?

Dr Essa: Being bestowed the honorary rank of Commander by the Pakistan Navy is a recognition that stands unparalleled in my life. It symbolizes not only my unwavering commitment to my country, but also the deep respect and alignment I hold for the values and sacrifices of our armed forces. This prestigious honour is a testament to the trust and appreciation for the efforts I have contributed toward national and international progress and unity.

Glam: As you are involved in various educational institutions and healthcare governance boards, where do you see the future of healthcare and medical education in Pakistan? What steps should be taken to improve both sectors?

Dr. Essa: Pakistan’s healthcare sector is on the verge of transformation, heading towards self-reliance and global recognition. We are moving into a better environment, particularly with the rise of medical tourism. In the next 5-6 years, I envision Pakistan becoming a preferred destination for patients from different countries. This process has already started in fields such as orthopedics and hair transplants, and it is just the beginning. One of the critical steps toward progress is the local manufacturing of medical instruments, which will drastically reduce our dependence on imports. Pakistan has some of the best doctors and engineers, and with increased collaboration, we are beginning to produce essential devices such as stents and ventilators. This shift supported by initiatives like SIFC, positions Pakistan to become a global provider of medical devices, enhancing economic stability, reducing costs, and creating job opportunities.

The pharmaceutical industry is also witnessing growth, with the quality of locally manufactured medicines rivaling international standards. This progress has enabled Pakistan to compete in the global market, with the potential to become a significant exporter of medicines. In fact, the rise of local pharmaceutical companies has led to a decrease in multinational operations in the country, underscoring the excellence and competitiveness of our products. To fully realize this potential we must ensure connectivity and collaboration across the healthcare and engineering sectors, breaking down silos that have traditionally kept talent and resources scattered across cities. By fostering innovation, encouraging cross-disciplinary teamwork and investing in education and training, Pakistan can establish itself as a global hub for healthcare and medical education, ultimately contributing to economic growth and global prestige.

Glam: Many young, educated individuals are leaving Pakistan for better opportunities. What is your perspective on this trend, and how can the country encourage talented youth to stay and contribute to its development?

Dr Essa: There is no harm in going abroad; these young individuals are Pakistan’s ambassadors, representing the country and fostering goodwill internationally. Their presence abroad helps reshape perceptions, improve diplomatic ties and generate economic benefits through remittances, which contribute significantly to Pakistan’s economy. Moreover, many who return bring valuable expertise, ideas and innovation, ultimately benefiting Pakistan’s industries. As the world embraces IT and AI, Pakistan’s youth are already excelling in freelancing and startups, revolutionizing the entrepreneurial ecosystem. By nurturing this talent and fostering a culture of innovation and opportunity, we can inspire our youth to stay connected to their roots and contribute to national development, whether at home or abroad.

Glam: As you look ahead, what legacy do you hope to leave behind in the healthcare sector?

Dr Essa: My vision is to transform Pakistan into a global benchmark for excellence in healthcare. Through innovation, inclusivity and customer-driven services, I aim to elevate Brand Pakistan on an international stage, showcasing the strength and potential of our nation. By expanding our reach globally, we aspire to create meaningful job opportunities, foster innovation, and establish our healthcare sector as a model of resilience and excellence. Moreover, I am committed to strengthening Pakistan’s diplomatic ties through impactful collaborations that bridge gaps and promote unity. Our goal is to not only enhance the standards of healthcare but to make Pakistan a recognized and respected name in the global arena.

Dr Farhan Essa Abdullah’s journey is a testament to the power of vision, integrity, and a deep commitment to Pakistan’s progress. His work continues to inspire and uplift, proving that with dedication and collaboration even the loftiest dreams can come true.

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