Business
Making Advertising Great Again!

Interview with Farhan Khan, CEO, Brainchild Communication on media evolution, retaining talent and changing mind sets.
GLAM: Could you walk us through your professional journey briefly and tell us how did you get into advertising?
FARHAN KHAN: Well I had no intentions of joining this industry. I did my masters, MBA in sales and marketing about 24 years ago and then left for the US to do another masters from the Florida International University in Miami. At that time the media industry was very small and very few people were associated with it. Only two TV channels existed back then including PTV and NTM. Unfortunately I could not complete my masters to some challenges in the family and had to come back to Pakistan. There were a few friends working in advertising and asked me to join, and without any second thoughts I did. I began working at Pak Media Com, the same company I work for now; the legal name is Brainchild, which was the same earlier too but back then it was affiliated with WPP Group and not with Starcom or Publicis, and here I am working for the same company after 24 years as the CEO, where I started as a management trainee.
I worked for three years at Pak Media before moving to AC Neilsen – a research agency. Here too I worked for three years in retail audit and worked a lot with numbers, which I really enjoyed. Then I moved to Adcom, which was back in those days more of a creative agency than media agency. This was year 2005 and it was a great time for telcos; Telenor and Warid were coming to Pakistan with huge investments and the industry was growing. I joined them and moved to Islamabad to service my client Telenor. Again stayed there for three years, and then moved to Starcom Middle East in Dubai in 2007 where I served a year before joining Starcom Saudi Arabia, based in Jeddah. Here I stayed for almost nine years; so a total of ten years in the Middle East with the same group. What followed was a call from Raihan Marchant, a colleague and a mentor, who asked me to come back because he wanted someone who had seen the initial days of the agency. I joijned Starcom Pakistan as COO in 2017 and after three years, in October 2020, right after Covid hit, I became the CEO, a position that I still retain. We represent five media agencies of Publicis including Starcom, Mediavest, Publicis media and spark and one local creative agency called Blitz.
GLAM: Since you worked in various international markets, as a CEO, what expertise did you bring to Brainchild Pakistan?
FK: While working for ten years in Starcom Middle East, I saw a stark difference when I came back, the first being the disorganisation, of not just agencies but the overall broader prospect of the media industry. From a channel, client, agency perspective we were not disciplined in the way we should have been. Working in the Middle East I had hands-on experience on how all the processes worked and it appalled me. So I made sure to make the client organised because they were the key stakeholders they needed organising o that we could work properly. After that we needed the channels, partners and agencies to do the same. This was a major gap. Also, when I came back I realised, the media industry in Pakistan was about three to four years behind when it came to digital marketing or media. In the Middle East, all the big guys had a presence such as Meta, Google, and Tik Tok, but here they were non-existent. So I stated with training my team and at the same time educating my clients on how things were done internationally. I am glad to tell you that the way Pakistan’s market has caught up with digital is remarkable and we now are perhaps a couple of years behind. So I leveraged knowledge and expertise that I brought in from the Middle East and translated here not only for the agency but clients and the industry at large as well. The results speak for themselves.
GLAM: How has the media planning business evolved in Pakistan and the consumer patterns changed?
FK: As I said earlier, when I joined there were only two channels and a couple of radio channels in year 2000 and now there are over a hundred. That was one way we could see the evolution. Then came so many new genres to news, entertainment, sports and music. We introduced food channels and kid’s channels, hence adopting to everything that was happening in the West. Earlier whatever happened internationally came to Pakistan with a delay of 10-15 years. So that was another change. However, on the industry side what we did not evolve on as we should have, especially on the broadcaster side, was technology –and it is still not happening unfortunately. For example, if you remember on PTV around the time of prime time drama, the reads would go empty, but now the consumer has evolved. Though he/she is watching the same show but they watch it on YouTube; this is how we look at the evolution of our audience. With more platforms emerging such as Facebook or meta, it changed trends and habits. Now if you observe, with Tik Tok’s advent audience’s receptivity level has further shortened. From a 45 minute drama, to 25 mins and to eventually a minute or minute and a half clips. The attention spans are rapidly decreasing.
But despite the adoption we could not create a platform such as YouTube on our own. In the Middle East, there were a few platforms which did a little to fill the gap of content creation, not that YouTube is small there but if were to give you a split between international broadcasters and local (digital), you will see a 80/20 or 75/25 split.
In Pakistan whether it is Business Recorder, GEO or ARY, comprise only 5-7% of the total adex, so about 95% of our adex on digital goes to international broadcasters, such as Meta or YouTube. And this is a mind-set problem. Let me give an example of HUM TV. They make the best dramas, from conceiving ideas, to writing scripts, incurring costs on production to eventually airing it on the channel. Once the drama is aired, they put it on YouTube and will generate a good number of impressions. All these big three channels do the same; HUM, ARY and GEO, and the revenue they generate amounts to $800- 1 million. Now the question is: is this a due share? Because no one knows the answer. But all these channels are very complacent with the amount they are getting. I ask them what if this share is or could be over 3 million? They will not know unless they launch their own platform, put the dramas there, and then whether you earn $3 million or 15 million, you will know its true value.
About 14 years ago, YouTube was banned in Pakistan, let’s say that happens again, then what would these platforms do. They do not understand the challenge and will not do anything proactively about it till it happens. On the other hand, mbc is the biggest media group in the Middle East, which had various channels. Ten years ago they began while sharing their content on YouTube, began simultaneously sharing it on their newly launched platform titled shahid.tv. Their strategy was to share their content on YouTube and their platform and once they have migrated their audience completely to shahid.tv, they will abandon YouTube. This strategy turned out to be a success. As to how they sold it, they told the TV people that if they were giving advertising worth Rs 100 for example on television, they should give 5% more and they will share the ad on shahid.tv as well. They started off with 5% and later kept on increasing the rates. This is a successful case study that I share with everyone to replicate but unfortunately it has not yet happened, because we are a nation of the rent-seeking mind-set; not willing to invest, innovate, no risk taking.
Take newspapers also, everyone keeps saying print is dying and they ask my take on it as an advertiser. I believe news is not dying but the paper is. The news has moved to other platforms. Jang.net has all the news it has on paper, but they are servicing to just 1 million people and no one would make an effort to increase it to 1.5 or 4 million. When they ask us to advertise, we start with $3,000 and we get the impressions worth the money, we increase it to $4,000 we get the impressions but once we cross the $5,000 mark, the target impressions are not delivered because they do not have that much traffic, and they will not work on increasing bandwidth and bringing in more audience. So we are not making its infrastructure to see that if they are servicing one million people as a viewer, we should increase to 1.5 million to 2 million or 4 million.
GLAM: Tell us how effectively is the advertising industry using technology? Does advertising have the right resources to use tools such as AI or programmatic?
FK: Look we are third world country. We do not have the required data to become a data-centric agency as there are certain data points not available in Pakistan. I can say that with confidence because I have worked in different markets. When I talk to my global clients P&G and Starcom teams in the region, they quote a certain type of data to which we do not have access to, so that is a challenge. However, as an international agency we do have certain tools at our disposal and we try to make do with them.
As for resources, the advantage is that we train our resources not only locally but at Publicis global as well. Two years ago, in order to train our people and make money as well, we started doing international business for Publicis remotely from Pakistan. Covid taught us all that the world could work remotely, and building on it, since I had worked in the foreign markets, I asked them to outsource their work to us, especially digital. It was beneficial for the talent because they were excited that sitting in Pakistan they were working for L’Oreal or Neom City as well as updating their skills. Moreover as an organisation what was beneficial was that I started billing them in dollars. It was the time when dollar prices increased from Rs 100 to Rs 300, so we became cheaper for the West but locally we made profits.
What was beneficial for me as an organisation was that I started billing in dollars and this is a time when the dollar shot from Rs 100 120 to Rs 300 directly. So we became cheaper for the west but locally we were making profits. So we took this opportunity and went to the Publicis team and said we have the required skillset, we further need to brush up their skills for which we need your help. If a project is costing you a hundred dollars an hour I can do it for you for 80 dollars an hour. So it was 20 dollars cheaper for them but 80 dollars more for me.
GLAM: What are the challenges that lay ahead for the advertising industry? How can you make people love advertising again?
FK: We are far behind when we compare ourselves to international advertising, both from a creative point of view and the creative side as well. First we need to gear up for embracing the change that we foresee. We need to change mind-sets and for this, we first have to identify where we stand and understand where we lack. We frankly are in denial and we take the most imminent challenges very lightly thinking we will bypass them and do something else.
Furthermore, 40 to 50 years ago, agency was separated into ad agency and media agency, but now it is coming back together. It has started in the West and now we are implementing it. We are diversifying our services to our clients in the sense that we are not just communication consultants, but also sports marketers, ad developers, website developers etc. I have a full-fledged team internally to address that because clients do not have the time to talk to 6 people separately now. They want the DVC, the app and ad from the same agency. So since three years we have started making in-house teams, as our next evolution will be to offer one-window solution.
As for making adverts great again… we need to change our mind sets. We make a 30-second commercial on TV first, and put the same on digital. We are not thinking platform agnostically. Creatives need to be made separately for different formats as the environment dictates the content in order to stand out.
Business
Faheem Khan: Innovating for Sustainability

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.
Business
The Miracle of Life

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.
Business
A Man for All Seasons – Dr Farhan Essa Abdullah

Dr. Farhan Essa Abdullah, a name that resonates with innovation, leadership and unwavering service, is the CEO of one of Pakistan’s leading healthcare institution, Dr Essa Laboratory & Diagnostic Centre. He has revolutionized the healthcare landscape by adding Dr Essa Dental Services, Dr Essa Physiotherapy & Rehabilitation Centre, Dr Essa Nutrition services, Dr Essa Prime Fitness Academy and Dr Essa Aesthetics Clinic. A gold medalist in MBBS with distinguished M.Phil. and Ph.D. credentials, Dr. Essa has propelled medical science forward with over 100 groundbreaking research articles presented locally and internationally.

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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