Bisma Qamar is a dynamic communications strategist and youth advocate bridging the gap between Pakistan’s grassroots talent and global platforms. Through her work with the United Nations and the Prime Minister’s Youth Programme, she leverages her dual-cultural background to champion Gen Z leadership and redefine Pakistan’s narrative on the world stage.

You built a strong presence in communications and youth advocacy; what first drew you to this path?
To be completely honest, my path was shaped by a dual perspective. Growing up in the United States and then transitioning back to Pakistan, I witnessed firsthand how the power of storytelling and strategic communication can catalyze change in ways that financial resources alone cannot. I realized early on that impact isn’t just about what you give, but how you connect.
The primary spark for my motivation was my late brother-in-law, Mr. Hunaid Hussain Lakhani. He, along with my sister, was deeply immersed in philanthropic work that touched the lives of many. Watching their dedication to social work, women’s development, and youth empowerment as a child was transformative. It wasn’t just about charity for them; it was about building a legacy of empowerment. That exposure rooted a desire in me to use communication as a bridge between the problems we face and the solutions we can create together.

Was there a defining moment when you realized the power of communication as a tool for change?
That realization solidified when I moved back to Pakistan. I was essentially a stranger in my own home—I lacked a network, faced a significant language barrier, and was unfamiliar with the local cultural nuances. I quickly understood that if I wanted to sensitize myself to this environment and make a difference, I had to master communication as a survival and transformation tool.
I began by identifying small, often overlooked societal issues and unconventional challenges. I started writing and speaking about these topics, and the moment people began to engage with these “unconventional” conversations, I saw the shift. It was a defining moment because it proved that authenticity and clear messaging could bypass lack of resources. By speaking truth to power and articulating the needs of the youth, I was able to develop authentic relationships that eventually opened doors to major opportunities.

How would you describe your personal brand today, and how has it evolved over time?
When I started this journey, I didn’t have a calculated blueprint for a “brand.” It evolved organically through action and consistency. If I look back now, I would say my personal brand is synonymous with passion. Whether I am advocating for rural development, women’s empowerment, or youth leadership, that core enthusiasm is what people recognize.
It has evolved from a series of scattered projects into a cohesive mission. I don’t view it as a static image I’m trying to project, but rather a living reflection of my commitment to Pakistan’s future. For me, personal branding isn’t about self-promotion; it’s about nurturing a reputation for reliability and advocacy that continues to grow as I do. I want my brand to remain a testament to the fact that when you lead with passion, the influence follows naturally.

Your association with the UN has been a significant milestone. What did that experience teach you about representing Pakistan on a global stage?
Representing Pakistan at the United Nations taught me that our country’s narrative is often missing its most vital element: the immense, untapped potential of our youth. Having seen both sides of the world—living in the US and then Pakistan—I noticed a massive disconnect between the talent that exists on the ground and how it is perceived globally.
Being a Gen Z representative for Pakistan is more than a milestone; it is an obligation and a source of immense pride. My experience taught me that representation is about translation. I have to translate the aspirations and capabilities of Pakistani youth into a language that global stakeholders understand. It’s a responsibility to ensure that our talent is not just seen, but effectively utilized, creating a pipeline of opportunities for the generations following in my footsteps.

What are some misconceptions about Pakistani youth that you feel need to be challenged internationally?
The most prevalent misconception is that Pakistan is still in a “developing” phase when it comes to talent—that we are “getting there” rather than “already here.” On global forums and in international educational institutions, we are still underrepresented in senior leadership and high-level decision-making roles. This creates a gap in how the world views our capabilities.
We need to challenge the idea that we are merely recipients of global aid or direction. The reality is that Pakistani youth are ready to contribute at the highest levels. It is now about channelizing that energy and using our government and member-state support to aggressively uplift the image of Pakistan. We are not just a country of potential; we are a country of performers who simply need the right stage.

How do you balance global perspectives with local realities when working on youth-focused initiatives?
I believe you cannot have an effective global voice if you haven’t lived the local reality. For me, it is a “reverse mechanism.” You can only advocate for change or eradicate misconceptions on a global stage if you have a deep, lived understanding of the ground-level sensitivities and challenges in Pakistan.
I make it a point to stay connected to the grassroots because that is where the truth lies. When I speak at an international forum, I’m not just sharing theories; I’m sharing experiences of women in rural areas or the struggles of young professionals in our cities. Balancing these perspectives means ensuring that global policies are actually applicable to our local context. I strive to be the bridge that ensures global resources meet local needs in a way that is respectful and sustainable.

How can educational institutions better prepare students for real-world communication and leadership?
Our educational institutions need to move beyond the rigid compartmentalization of degrees. We have created silos where students are taught specific technical skills but lack self-awareness and the ability to pivot. Real-world leadership requires a mindset that can adapt to unconventional paths.
We must encourage students to explore beyond their set curriculum and focus on talent and passion rather than just a GPA. If students are passionate about social change but are stuck in a rigid degree programmes, they often hit social and academic barriers that stop their potential in its tracks. Institutions should be facilitators of talent, helping youth navigate these barriers so they can branch out into areas that could fundamentally change the face of Pakistan.

Through organizations like the Pakistan Society for Training and Development (PSTD), you’ve worked closely with young professionals. What trends are you seeing in the new generation?

I’m seeing a massive shift toward “hustle culture,” which is quite inspiring. The new generation is no longer satisfied with a traditional nine-to-five; they are constantly upskilling and multitasking. There is a newfound realization at a very early age that learning and development are lifelong pursuits.
As the Head of Global Learning and Conferences at PSTD, I’ve worked at the intersection of multinationals, the social sector, and academia. I’m noticing that corporates are now much more inclined toward CSR and Diversity & Inclusion (D&I) initiatives. They are starting to see Gen Z not just as “junior staff,” but as valuable contributors who can hold senior positions based on merit rather than age. This breaking of the “seniority equals experience” myth is a major trend that is opening doors for young leaders to redefine corporate culture in Pakistan.

You are working with Rana Mashood on the Prime Minister’s Youth Programme. How is it developing?
I am currently serving as a focal person for youth and global linkages for both the Pakistan and USA chapters, working closely with the Chairman of PMYP, Mr. Rana Mashood. Our focus is built on the “Four Es”: Employment, Education, Environment, and Entrepreneurship.
We are developing this by curating platforms that provide equal access to youth, whether they are in remote rural areas of Pakistan or part of the diaspora in London and New York. The goal is to create a sustainable loop where the successful Pakistani youth abroad can mentor and create opportunities for the youth back home. By leading delegations to international forums like the UN Economic and Social Forum, we are building the global linkages necessary to ensure that Pakistani talent is recognized, supported, and given a seat at every important table.

How has your family been supportive in the choice of your work?
I have been incredibly fortunate to have a family that didn’t just support my choices, but actively pushed me to be more. My older siblings have been my true mentors, guiding me through the nuances of my career and advocating for my independence.
Making the move from a comfortable life in the US to working on the ground in Pakistan—often in challenging conditions—required a lot of courage, but my parents never hesitated. Even when my work takes me to remote areas or requires me to travel internationally alone, my father and mother have always had an “always yes” attitude. They believed that if I felt a calling to do this, I should go for it, and we would figure out the logistics later. I wouldn’t be able to serve the government or represent Pakistan at the UN if it weren’t for their unwavering belief in my potential. They are the most integral part of every milestone I achieve.

The post A Beacon of Light for the Youth appeared first on Glam Magazine.

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.

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.

The Masala Family Festival, held at the Karachi Expo Centre on 27 and 28 December, drew thousands of visitors from across the city. Thousands of families flocked to the two-day HUM Masala Family Festival, enjoying shopping, an food court, children’s activities and spectacular live concerts. Organised by HUM Network in Karachi, the Masala Family Festival has evolved from a one-off event into a cherished annual tradition—one where families come together, spend an entire day immersed in entertainment, and return home satisfied. Like the previous years, Expo Centre was transformed into a vibrant hub of colour, flavour and festivity.

The two-day festival offered attendees a diverse selection of food, pet shows, a car show, games, shopping and family-friendly activities. Visitors could be seen savouring a variety of cuisines, taking part in games, browsing stalls and meeting their favourite chefs and artists throughout the day. Through its festivals, HUM Masala presents live cooking sessions, talent hunts, celebrity meet-and-greets, interactive games with prizes, and electrifying music concerts by renowned singers.

As always, discounted products proved to be a major highlight, attracting large crowds to the hundreds of stalls set up in the venue. Upon entering the Expo Centre, a stunning display of vintage cars immediately caught the attention of visitors. The dedicated children’s zone, complete with rides and games, delighted younger guests, while animal lovers enjoyed seeing parrots, cats, dogs and other animals up close. Meanwhile, the heavy bike exhibition remained a popular attraction among the younger visitors.

Renowned HUM Masala cooking experts Shireen Anwar, Mehboob Khan, Saad Butt, Zarnak Sidhwa, Rida Aftab, A.R. Jamali and Rafia conducted live cooking demonstrations. They were joined by Abeel Javed and Kiran Khan, while Dr Noreen Batool’s team presented live skincare demonstrations.

Visitors had the opportunity to meet well-known comedians and personalities including Hanif Raja, Maham Aamir, Javeria Saud, Umar Alam and Nimra Shahid. A fashion show titled “Khayaal”, presented by Shaista Hasan was popular too. On both days, Umar Alam kept audiences engaged with lively game shows on the outdoor stage, with thousands participating enthusiastically despite the chilly weather. As evening set in, power-packed performances by Ashir Wajahat, N.S. Chauhan, Khudgharz, Ali Tariq and Mudabbir Aziz Jamal captivated the crowd and brought the festival to an enjoying close.

The Masala Family Festival has established itself as a regular family-oriented event in Karachi and Lahore, offering accessible entertainment across a range of activities. Despite high visitor numbers, the festival maintains organised operations and a family-friendly environment.

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Q: How do you ensure the brand stays relevant in Pakistan’s highly competitive fashion retail market?
Relevance is earned through listening, adapting, and anticipating change. At Diners, we conduct regular competitive brand audits to stay ahead of market dynamics. These audits help us assess our standing against key players, track shifting consumer behaviour, and spot emerging trends before they go mainstream. It’s a dynamic landscape, and we treat it as such—constantly refining our strategy so that the brand remains contemporary, compelling, and connected to our audience. In fashion, complacency is the enemy of relevance.

Q: What sets Diners and Sohaye by Diners apart from other clothing brands?
It begins with clarity. Our brand positioning is sharp and consistent, and our value proposition is built around quality, affordability, and timeless style. What truly sets us apart, though, is our customer-first mindset. Whether we’re designing a new collection or rethinking retail, we approach everything with the question: “What would our customer want?” This culture of continuous improvement ensures that every Diners and Sohaye piece is not just stylish, but also meaningful to the person wearing it.

Q: What role does customer feedback play in shaping your collections?
Customer feedback is the soul of our design process. We don’t just design clothes, we design experiences. Through structured feedback mechanisms, in-store insights, and digital engagement, we’re constantly learning what our customers love, what they need, and how they want to feel. This feedback helps us fine-tune fabrics, adjust fits, and refine styles to create clothing that speaks to people, not at them. Every collection we launch is a reflection of real voices and real lives.

Q: How do you balance traditional wear with modern fashion trends?
For us, tradition and modernity aren’t opposites—they’re two sides of the same coin. Our design philosophy blends the richness of traditional Pakistani aesthetics with the refinement of contemporary silhouettes. Think timeless embroidery on minimalist cuts, or classic motifs reimagined in modern palettes. This balance appeals not only to our core market but also to the growing diaspora of Pakistani women who want to celebrate their heritage with a global touch. Sohaye, in particular, embodies this fusion beautifully.

Q: How crucial is e-commerce to Diners’ growth strategy?
E-commerce is no longer an extension of retail—it is retail. It offers accessibility, convenience, and personalization like no physical store can. For us, digital sales ais central to future growth. We’re investing in immersive content, smarter search tools, mobile optimization, and personalized shopping journeys. Our goal is to make the online experience just as warm, trustworthy, and enjoyable as walking into one of our stores. We see e-commerce not just as a sales channel, but as a powerful platform for brand storytelling and customer connection.

Q: How do seasonal sales and discount campaigns support the brand’s image?
Seasonal promotions are strategic moments to create buzz, engage our audience, and reach new customers. We’re very intentional with our campaigns, timing them with key shopping periods and designing them to maintain the brand’s integrity. We never compromise on quality even during sales. The goal isn’t just to boost sales in the short term, but to create memorable experiences that turn first-time buyers into loyal patrons. Done right, discounts can enhance brand value, not diminish it.

Q: Is Diners taking steps toward sustainability in fashion?
Absolutely. Sustainability is no longer optional, it’s essential. We’re taking active steps toward integrating sustainable practices throughout our value chain. This includes responsibly sourcing fabrics, reducing production waste, using eco-friendly packaging, and exploring circular fashion models. While it’s a journey, not a destination, we are fully committed to making choices that are better for both people and the planet. Our customers are increasingly conscious of these issues, and we want to grow with them—ethically and responsibly.

Q: As a leader, what challenges do you face and how do you overcome them?
Leading a brand is as much about mindset as it is about strategy. Challenges range from meeting tight deadlines to navigating market shifts, and maintaining team morale during stressful times. I believe in staying calm under pressure, setting clear priorities, and empowering my team to take ownership. Leadership is about building trust, practicing self-awareness, and thinking long-term, even when you’re surrounded by short-term pressure. It’s not always easy, but the impact makes it incredibly fulfilling.

Q: How do you see the Pakistani fashion industry evolving in the next 10 years?
Traditional garments like the shalwar kameez will remain timeless, but they’ll evolve with lighter fabrics, fluid cuts, and bolder colour expressions. I also believe Pakistani fashion will gain more international visibility as our designers continue to push creative boundaries.

Q: Finally, what message would you like to share with Diners and Sohaye customers?
To our valued customers: thank you for walking this journey with us. Every outfit we create is made with care, purpose, and the belief that you deserve to feel confident and comfortable in your own skin. Whether it’s a crisp kurta for the office or a festive jora for Eid, we’re honoured to be part of your life moments. Keep believing in your style—and wear it with pride.

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AHSAN MEHANTI, Managing Director & CEO, Arif Habib Commodities, on leadership, CSR, and adaptability.

GLAM: With your extensive experience in Big4 firms (EY & PwC), can you share some insights on the most significant changes you’ve seen in the tax audit, accounting, and advisory landscape over the years?

AHSAN MEHANTI: Over the years, one of the most striking changes that I have witnessed is the increasing adoption of automation and technology. While this has improved trade volumes and efficiency, it has also rendered traditional audit methods less effective. The complexity of accounting processes has also increased, particularly in today’s uncertain business environment, where exceptions are more common. As a result, accounting practices may need to adapt to accommodate these changes, which can sometimes compromise shareholder value. In the advisory space, the scope of services has become more limited, while businesses themselves have become increasingly complex. This means that professionals must continually update their skills to effectively leverage new technologies and stay ahead of the curve. The rise of artificial intelligence (AI) is another significant development that holds immense potential for businesses.

GLAM: How do you leverage your expertise in finance, business management, and business restructuring to drive business growth and strategy for your clients?

AM: We conduct thorough research on portfolio management, global economic trends, client preferences, and business trends, providing our clients with actionable insights to inform their decision-making. We also utilize technical analysis to identify patterns and trends in the market, enabling our clients to make informed investment decisions. Our regular commentary on market position and sentiment helps clients stay ahead of the curve and adapt to changing market conditions. Additionally, our clients have access to comprehensive financial data, which provides them with valuable feedback on their investment performance, enabling them to refine their strategies and optimize their returns. With our research-driven approach, we empower our clients to drive business growth and achieve their strategic objectives.

GLAM: What are some of the most common challenges you’ve seen entrepreneurs or small business owners face, and how do you help them overcome them?

AM: One of the most common hurdles I have seen small business owners face is business growth and achieving their set goals and realising their vision or mission statements. To overcome this, I recommend regular monitoring of performance, both financially and non-financially. This enables businesses to identify areas of improvement and make data-driven decisions to drive progress. Moreover, many entrepreneurs struggle with navigating the complex regulatory landscape, which can be overwhelming and time-consuming. To address this, we help businesses develop effective strategies for dealing with regulatory bodies such as the Securities and Exchange Commission of Pakistan (SECP), Federal Board of Revenue (FBR), Pakistan Stock Exchange (PSX), and Pakistan Mercantile Exchange (PMEX) as well as the media. By doing so, we can improve client services, strengthen relationships with stakeholders, and ultimately enhance shareholder value.

Another crucial aspect is the incorporation of philanthropic initiatives into a business’s overall strategy. At Arif Habib Commodities, we have made a commitment to prioritise environmental sustainability and philanthropy as key non-financial targets. This not only contributes to a positive social impact but also promotes a sense of purpose and responsibility among employees, customers, and investors.

GLAM: Can you describe your experience serving on committees related to International Financial Reporting Standards, economic advisory, and public sector advisory?

AM: I have had the privilege of serving on various such committees and contributing towards their goals and performance. I have also worked on the economic advisory committees, where my focus had been on promoting business prosperity and performance in both the private and public sectors, on matters of taxation, corporate services, crisis management, and business restructuring. Through these engagements, I have gained valuable insights into the complex economic landscape and developed a deeper understanding of the challenges and opportunities faced by businesses and governments alike.

GLAM: What motivates you to continue serving as a trustee and business leader in various sectors, and what impact do you hope to make in these roles?

AM: I am driven by a strong sense of responsibility to ensure that our services are not only effective but also responsible. Our greatest motivation is to consistently deliver client satisfaction, and we achieve this by regularly conducting surveys to gauge their needs and expectations. This feedback enables us to innovate and improve our performance. Additionally, we continuously seek opportunities to re-engineer our business processes, embracing new ideas and technologies to enhance our operations and better serve our clients. Ultimately, the goal is to make a positive impact in the various sectors I serve, leaving a lasting legacy that reflects positively on our organization.

GLAM: How do you see the role of corporate social responsibility evolving in the coming years, and what advice would you give to businesses just starting to incorporate CSR into their strategies?

AM: CSR is integral to our business strategy, ensuring long-term continuity. We demonstrate our commitment through community service, consumer protection, stakeholder engagement, economic responsibility, and strong corporate governance. By integrating these initiatives, we create a positive impact on society and drive sustainable growth.

GLAM: Can you share some insights on how you’ve maintained your high level of performance and achievement over the years?

AM: In the face of economic challenges, we remain committed to continuous improvement, recognizing that adaptability and resilience are essential for success. To achieve our goals, we rely on teamwork, where individual contributions combine to deliver exceptional results. To ensure we stay on track, we regularly monitor our progress and set new targets, fostering a culture of accountability and driving us forward towards excellence.

GLAM: What advice would you give to younger professionals who aspire to achieve similar recognition and success in their careers?

AM: To achieve success, it is essential to set clear goals and monitor progress regularly. Also, it is crucial to remain self-driven and committed to ongoing learning, embracing new challenges and opportunities as they arise. This mindset of continuous learning and improvement will enable individuals to adapt to changing circumstances and stay ahead of the curve.

Pursuing education or career opportunities overseas can be a powerful way to accelerate personal and professional growth. Not only can international experiences provide access to new knowledge and skills, but they also offer the opportunity to develop valuable cultural competencies and global perspectives.

GLAM: How do you see your organisation evolving in the coming years?

AM: To drive growth and progression, we prioritise both organic and strategic acquisitions on the corporate side. We recognize the importance of continuous learning, as it is essential for personal and professional development. To achieve this, we continuously promote a culture of self-directed learning, encouraging individuals to set goals and monitor their progress. Furthermore, there is great emphasis on building a strong network, both locally and globally, as it provides access to new opportunities, knowledge, and resources.

GLAM: What is the most important lesson or piece of advice you’ve learned throughout your career so far?

AM: There is no substitute to hard work and dedication. Maintaining a healthy balance between work and personal life is also crucial for overall well-being and productivity. Thirdly, one must be a team player, as working collaboratively guarantees growth.

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We all know having a hobby and passion in your life is essential for overall well-being and happiness. When you’re passionate about something, you’re more likely to feel energised, motivated, and fulfilled, whether its photography, playing videogames, crafting, practising yoga or meditation, cooking/baking or even travelling. A hobby or passion can instil in us a sense of purpose and direction, helping us stay focused and driven. Moreover, having a hobby or passion can bring people together, creating opportunities for social connection and community building. Research has even shown that people who engage in activities they love tend to experience higher levels of creativity, self-esteem, and overall satisfaction with life.

But what if you could turn your passion into a successful business? Imagine earning a living doing something you love, surrounded by like-minded people who share your enthusiasm. Sounds splendid doesn’t it! You will find many entrepreneurs in Pakistan and across the glove, who are doing it. They have turned their passions into thriving businesses. By identifying their passion’s strengths and weaknesses, researching and identifying market trends, and with sound business ideas, they have turned their passion into lucrative ventures; and so can you, whether it’s writing, art, music, or any other creative pursuit, the key to success lies in understanding your audience’s needs and desires.

But before you do that, it’s essential to understand the fundamental principles of entrepreneurship. One of the first steps is to identify your passion’s strengths and weaknesses. What skills and expertise can you offer and how will they be different from what is already being offered? What sets you apart from others in your field? Once you have a clear understanding of your strengths and weaknesses, you can begin researching market trends to determine whether there’s a demand for your product or service. This is crucial in validating your business idea and ensuring that it’s viable in the market. Adapt if you have to a little. Additionally, you’ll need to define your vision, mission, and objectives, as well as structure your business and eventually register it.

But as easy as it sounds, and can be an exciting and rewarding experience, turning a hobby into a business is not without its challenges. You’ll definitely face setbacks, rejections, and obstacles along the way. Just do not let that discourage you. It’s crucial not to give up on your dream. Setbacks and hurdles are an inevitable part of the journey, but it’s how you respond to them that truly matters. Instead, focus on staying adaptable and resilient, always looking for new opportunities to grow and improve. Hard work always pays off. Also, throughout the process, it is important not to forget that starting out any venture requires dedication, perseverance, and resilience. It’s not always easy, but with the right mind-set and support system, you can overcome any obstacle.

By staying focused on your goals and staying true to your passion, you’ll be well on your way to achieving success.

The post From Passion to Profit: How to Turn Your Favourite Hobby into a Thriving Business appeared first on Glam Magazine.

The two day event discussed some of the most pressing topics faced by the media industry today, including the role of media in the development of economy and potential of digital media. The first day of the summit began with a welcome note from the host – actor and educator – Tazeen Hussain, followed by a brief speech from Dr Ishrat Hussain on how media influences economic expectations. His speech set the tone for the first panel discussion moderated by Ehsan Malik, CEO, Pakistan Business Council. The guest on the panel included Amin Hashwani, CEO, Hashoo Group of Companies, Arif Habib, CEO, Arif Habib Group, Asif Peer, CEO, Systems Limited and Duraid Qureshi, CEO, HUM Network Limited (HNL) and Arshad Munir, Joint Secretary, Ministry of Information & Broadcasting, all of whom highlighted the importance of media responsibility, effective branding for Pakistan and promoting success stories. They called for responsible coverage of global events, better content and growth in the entertainment sector. The need for media reforms and balanced reporting, with regulatory measures similar to banking, was emphasized to improve the overall media landscape.

The second session of the event, ‘Potential of Digital Media in Pakistan,’ hosted by Faizan Syed, CEO, East River, focused on digital growth, media consumption, and content creation. The panellists included Jehan Ara, CEO, Katalyst Labs, Farhan Khan, CEO, Brainchild Communications and Javed Jafri, Digital Media and Data Lead at Unilever. Key points discussed included the importance of understanding consumer habits, the need for quality programming, and the challenges of finding sustainable business models. The third panel discussion delved into advertising, traditional mind sets, and the need for guidance and education to help young people evolve and seize opportunities. The panelists Yaser Awan, Director, Mindstorm Studios, Imran Khan, Founder & CEO, Raptr Games, and Adnan Maqbool, CMO, Soul Tek Games Studio also highlighted the potential of gaming as a source of substantial earnings and economic benefits.

Day 2 of the Pakistan Media Summit featured discussions on filmmaking, music, comedy and soft power. Highlights included Carol Ann Noronha sharing her filmmaking journey, a panel on intellectual copyrights in Pakistan’s music industry, a debate on the lack of comedy in mainstream media, and strategies to enhance Pakistan’s soft power through media, culture, and education. The summit concluded with optimism for the industry’s growth and fostered collaboration among policymakers, industry leaders, and academia.

Notable panellists on the second day included Sultana Siddiqui, President, HNL, Javed Jabbar, former senator and federal minister for Information, veteran actress Bushra Ansari, Cemal Sangu,, Consul General of Türkiye, Ameena Saiyid, MD, Lightstone Publishers and former MD, Oxford University Press, Dr. Moeed Yusuf, a political scientist and Wasif Rizvi, Vice Chancellor, Habib University along with talented singers Bilal Maqsood and Asim Azhar.

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