In a world where titles often overshadow truths, few stories remind us of what truly matters. One such story is that of Zafar Masud — a man who walked out of fire, not just to live, but to lead differently. Zafar Masud is not just the CEO of Bank of Punjab — he’s a symbol of resilience, purpose, and transformational leadership. One of two survivors of the tragic PIA PK-8303 crash, his story goes beyond survival. In this conversation, he reflects on how that journey shaped his leadership, his healing, and his legacy.

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 Journey of Orient Plastcare Pakistan

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.

Australian Concept Infertility IVF & genetics center

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.