Founding Vision

Question: When you founded Excellence Delivered, what guiding philosophy shaped the organization from day one?

Sajjad Mustafa Syed: Excellence Delivered was born out of a deeply personal moment in my career. I left a large multinational corporation because I refused to compromise my ethics.  We began in a modest drawing room, and fifteen years later, our presence has expanded across six countries. That experience taught me that a business built on shaky moral foundations can never achieve sustainable success, no matter how profitable it becomes. So, when Excellence Delivered began, the first and most important step was defining who we were. Not what services we would offer not even what our business plan would be just who we were at our core. We built the company on four uncompromising values: unwavering integrity, passion for excellence, customer centricity, and superior but ethical profitability. Each of these values became non‑negotiable. Even today, if a situation threatens our ethical standards, we walk away without hesitation. These principles shaped our culture, determined the people we hired, and set the tone for every decision we made. We wanted to build a global brand from Pakistan—a country full of talent but lacking globally recognized tech giants. Our mission was to challenge that narrative and prove that Pakistani companies can compete at the highest international standards without compromising their principles.

International Reputation

Question: Excellence Delivered has earned credibility in global markets. What helped you achieve this international standing?

Sajjad Mustafa Syed: Achieving global recognition requires unwavering effort. Through consistent dedication and hard work, we secured our position as a Platinum partner of SAP in the early stages of our business, an accomplishment that demanded exceptional commitment and perseverance. We focused on innovated products, service quality and timely delivery. Our international credibility was not built through advertising—it was built through performance. Early on, we focused on complex, high‑stakes digital transformation projects. One of the milestones was delivering the ERP transformation for Qatar Gas and Nakilat. This was one of the largest and most complex ERP implementations in the region. Delivering such projects with discipline, accuracy, and transparency built our reputation far more effectively than any branding campaign could. Additionally, we invested heavily in building high‑caliber teams who could match global technical standards. Our strategy combined strong delivery, motivated people, and a value‑driven culture. Together, these elements positioned us as a trusted global partner from Pakistan. In Qatar, they consider our company among the significant IT companies. 

Global Project Challenges

Question: What were the biggest obstacles in handling international transformation projects?

Sajjad Mustafa Syed: Technical challenges are rarely the real hurdle. The true challenges are logistical, obtaining visas, navigating cross‑border regulations, and aligning schedules across multiple countries. Working across cultures also requires emotional intelligence. You must understand how people communicate, how they make decisions, and how they perceive deadlines and expectations. Another major challenge is trust. When you are a Pakistani company entering a global market, clients initially hesitate. You must prove your capability not once, but again and again, until they stop viewing you as “a Pakistani vendor” and start seeing you as a world‑class technology partner. That transformation is difficult, but once earned, it becomes a lasting competitive advantage.

ERP Development in Pakistan

Question: What holds back Pakistani companies from developing world‑class ERP products?

Sajjad Mustafa Syed: ERP systems take years of research, training, and refinement. The biggest barrier in Pakistan is the lack of long‑term investment in human capital. Many companies want quick results and avoid investing in training and R&D. But ERP requires deep business understanding, documentation skills, creative problem‑solving, and mastery of global standards. Another gap is the misconception that ERP is simply software development. It is not. ERP is business transformation. It requires analysts, architects, domain experts, change managers, and industry‑specific strategists. Until companies shift their mindset from “coding” to “holistic transformation,” they will struggle to compete globally.We believe in learning and keeping ourselves updated. We have introduced a new policy in our company that everyone will use AI in the delivery of their projects. It will enhance their learning and knowledge for the self-development.

Ethics in Leadership

Question: How do you and your people maintain ethical decision‑making when opportunities tempt compromise?

Sajjad Mustafa Syed: If someone makes a mistake, we remain open and supportive in addressing it together. We have never dismissed an employee for an honest error; we accept the associated loss as part of the learning process. However, concealing a mistake is unacceptable if someone knowingly hides an issue, that becomes grounds for dismissal. Our core values must be upheld at all times. If a team member loses a deal while staying true to those values, they deserve recognition, not punishment. We have numerous examples of deals we have willingly walked away from because we refused to compromise on our principles. Credibility is paramount. It takes years of patience, consistency, and integrity to build, and we are prepared to absorb short-term setbacks to protect it. Our commitment to maintaining credibility remains unwavering. Ethics are easy to follow when everything is going well. The real test is when you have to choose between ethics and opportunity. Over the years, we have walked away from large projects because they required compromising our standards. It was painful in the short term but immensely rewarding in the long run. Our clients trust us because they know we will not “bend the rules” to win business. This trust has become our competitive advantage. Ethics are not just a personal principle—they are a business strategy. They create internal stability, external credibility, and long‑term respect for the brand.

Evolving Leadership Style

Question: How has your leadership style changed over the years?

Sajjad Mustafa Syed: When I was younger, I was fast‑paced, intense, and driven entirely by execution. Over time, as the company grew, I learned the importance of patience, strategic thinking, and empowerment. Today, my role is less about doing and more about enabling others to do. Many of our senior leaders joined as trainees and grew through the ranks. Watching them evolve into senior decision‑makers made me realize the power of mentorship and delegation. Leadership is no longer about directing ,it is about nurturing, guiding, and trusting people to take the organization further than you ever could alone. I have complete trust in my team and consider myself fortunate to work with such dedicated individuals. Many of them have been with me for 10 to 15 years, a testament to our strong mutual commitment. A shared value system is essential, and it is this alignment that strengthens our long-term collaboration.

Pakistan’s Digital Readiness

Question: How do you evaluate Pakistan’s digital readiness?

Sajjad Mustafa Syed: Decision-making in skills development investment is often slow, while the IT industry is advancing at a rapid pace. This gap continues to widen. We urgently need to invest in AI capabilities today, yet we have not even initiated comprehensive AI programs. The window of opportunity is closing quickly. At present, the world is already moving into conversational AI, and soon the demand will shift toward autonomous and agent-based AI. If we do not act now, we risk falling further behind. Today we need Pakistan has enormous potential: a young population, an English‑speaking workforce, and strong technical talent. However, bureaucratic delays, slow decision‑making, and outdated regulatory systems prevent rapid digital adoption. Digital transformation requires agility. Technologies change every few months, but policies often take years. Unless the government accelerates regulatory reforms, the country risks missing opportunities in AI, cloud, cybersecurity, and global outsourcing. This is why I emphasize the crucial role organizations like PASHA can play. We have a consolidated view of the latest market demands and can clearly communicate the needs of the entire industry. PASHA can serve as the government’s eyes and ears in policy formulation, ensuring that decisions are aligned with real-time industry requirements. We must do planning in three phase, long-term needs, short-term needs and current requirements to balance all. The good news is that private sector momentum remains strong. With the right policies, Pakistan can position itself as a regional digital leader.

AI and the Future of ERP

Question: How will artificial intelligence reshape ERP and business transformation?

Sajjad Mustafa Syed: AI will redefine ERP completely. Traditional ERP systems store data; AI‑driven ERP systems will interpret it, predict outcomes, and automate decisions. Instead of humans analyzing reports, ERP systems will highlight risks, recommend actions, and even execute routine tasks autonomously. Quantum computing will amplify this transformation. Together, AI and quantum technologies will shift ERP from reactive to proactive from process automation to business intelligence. Organizations that embrace this shift early will gain massive competitive advantages.

Vision for PASHA

Question: What long‑term vision have you set for PASHA?

Sajjad Mustafa Syed: Pasha is a big trade organization. It is my vision that PASHA may behave like a Thought leader. It must help the Government in policy-making and creating reforms. PASHA’s vision is to transform Pakistan into a globally competitive digital nation. The strategy is built on four major pillars:
1. Market Access: Facilitate global expansion for Pakistani companies. 
2. Digital Infrastructure: Improve internet quality, cloud policies, cybersecurity, and data governance. 
3. Fiscal Reforms: Stabilize tax policies and create incentives for exporters and investors. 
4. Talent Development: Bridge the gap between academia and industry to create globally competitive professionals.
PASHA must act as a catalyst for industry-wide growth—not just represent a few large firms but uplift the entire ecosystem.

Policy Reforms In IT Sector

Question: What policy changes are necessary for IT sector expansion?

Sajjad Mustafa Syed: Tax reform is essential. Currently, inconsistent taxation discourages global investors and local businesses alike. Predictability is key companies need long‑term clarity to plan. Additionally, we need faster decision‑making, streamlined regulations for cross‑border business, improved mobility for IT professionals, and collaboration between ministries. Skill development programs must be industry‑led rather than purely academic.
If these reforms are implemented, Pakistan’s IT exports can multiply significantly within a few years.

Global Competitiveness

Question: How does Pakistan’s IT talent compare with other regional markets?

Sajjad Mustafa Syed: Pakistan has a unique strength: dollar‑for‑dollar, our talent is among the best in the world. The combination of English proficiency, technical competence, and work ethic makes Pakistani engineers highly attractive to global firms. However, inconsistent infrastructure and unpredictable regulations reduce our competitiveness. Other countries India, Vietnam, UAE, and Saudi Arabia offer structured incentives, stable taxation, and streamlined operations. Pakistan must adapt quickly to remain competitive globally.

PASHA’s Compliance Role

Question: How does PASHA support companies facing compliance challenges?

Sajjad Mustafa Syed: PASHA works closely with the government to highlight industry pain points. Our goal is to simplify compliance so companies can focus on innovation rather than paperwork. We provide structured recommendations, data-driven insights, and policy proposals. By working with ministries, regulators, and industry leaders, PASHA helps streamline processes ranging from tax filings to foreign remittances. We aim to create an ecosystem where compliance supports growth rather than obstructing it.

Regulatory Reforms from the Government

Question: What is regulatory reforms do you need from the Government side?

Sajjad Mustafa Syed: Significant regulatory reforms are essential for the sustained growth of Pakistan’s IT and startup ecosystem. A top priority is global market access. Internationally, governments invest approximately 1% of their exports into promoting their industries to secure access to new markets and attract investors. Our spending is far below this benchmark. With current IT exports at $3.84 billion, increased investment in global marketing is critical to expanding our reach. Another major challenge stems from the low global ranking of our passport, which creates substantial visa barriers for IT professionals, entrepreneurs, and startup founders. These restrictions inhibit participation in global opportunities and limit our ability to integrate with international markets. Reforms are also needed in skills development and policy formation. Decision-making bodies must include industry experts with practical knowledge of the economy, emerging trends, and sector-specific challenges. Only those with firsthand experience can effectively anticipate future needs. Additionally, the gap between program design and implementation must be minimized. Extended delays render initiatives obsolete, especially as technology continues to evolve rapidly. In terms of digital infrastructure, we are working closely with the government. However, we urgently require improved bandwidth, particularly in remote regions, where fiberization demands significant investment. The IT industry is expanding beyond major cities like Lahore, Karachi, and Islamabad, making nationwide infrastructure development essential. Reforms in fiscal policy are equally critical. The industry needs supportive tax policies to enable smooth movement of capital within and outside Pakistan. Current restrictions on outward dollar flows deter foreign investment and complicate international business operations. Furthermore, payroll costs are disproportionately high. Pakistan is one of the few countries where companies effectively pay two payroll taxes, making a Pakistani consultant nearly 30% more expensive than hiring the same talent abroad. This severely undermines our global competitiveness. Excessive taxation particularly on capital is one of our biggest obstacles. Taxes on capital gains have increased by 20–30%, contributing to a sharp decline in foreign funding for startups. These burdens impose significant barriers to growth and innovation. The cumulative impact of these issues is deeply concerning. Despite its immense potential, the IT industry is not growing at the pace it should. Without meaningful reforms, there is a real risk that companies will relocate to markets offering greater ease of doing business.

Startup Support

Question: How is PASHA strengthening the startup ecosystem?

Sajjad Mustafa Syed: PASHA established a dedicated Startup Committee to mentor founders, facilitate investments, and connect them with global markets. Recognizing that many startups lack experience with banking, we partnered with HBL to provide guidance and with other leading banks to create startup-friendly financing pathways. We have collaborated with major institutions such as Y Capital and Losoft to provide funding opportunities. To date, we have arranged $20 million in funding, with an additional $80–100 million set to be deployed. Our programs including pitching sessions, venture capital introductions, and subsidized participation in global events such as TechCrunch , enable Pakistani startups to gain international visibility. We actively support startups in attending events like LEAP and Jaytex, as well as government-led initiatives in Qatar and Saudi Arabia, creating strategic opportunities for growth. We also advocate for startup-friendly tax policies to encourage innovation and investment in Pakistan. Ecosystem partners, including Ignite, play a critical role in this collaborative effort. Together, we are committed to taking startups from the idea stage to global competitiveness.

Message to Investors

Question: What message do you have for international investors exploring Pakistan?

Sajjad Mustafa Syed: Pakistan is an untapped goldmine. We have a young, English‑speaking population, extraordinary technical talent, and competitive pricing. Despite economic challenges, the IT industry continues to grow steadily. Investors who enter now will benefit from early positioning. As regulatory reforms take shape, Pakistan will emerge as a major global tech destination, offering both long‑term stability and strong returns.

Leadership Surprises

Question: What challenge surprised you the most during your time leading PASHA?

Sajjad Mustafa Syed: It is a very demanding job, very interesting and impactful job. The biggest surprise was the sheer scale of impact PASHA can create. Leading PASHA is intellectually demanding, emotionally intense, and operationally complex. I underestimated how deeply policy advocacy affects the ecosystem, employment, and investor confidence.

Defining Decisions

Question: What bold leadership decision had the greatest impact on your career?

Sajjad Mustafa Syed: The boldest decision I made was moral conundrum choosing principle over convenience. In any leadership role, especially within a democratic organization, taking a stand often invites opposition. In the beginning, it is tempting to appease everyone because you fear losing support or votes. But as your value system strengthens, you reach a point where you decide that, regardless of the consequences, you must say what is right. I made a commitment to uphold what is right, even if it meant facing repercussions such as people choosing not to elect me as chairman. I decided that personal popularity or approval would never dictate my actions. My responsibility is to speak honestly and encourage others to do what is right. If something stands in the way of truth, then it must be addressed. I firmly believe that when you consistently stand for what is right, you eventually earn genuine respect and support.

Academia Industry Gap

Question: What gaps do you see in the talent pipeline in the IT sector?

Sajjad Mustafa Syed: The biggest gap lies in curriculum relevance. Many universities are still teaching outdated material that no longer aligns with modern industry needs. As a result, students graduate without exposure to real-world tools, design thinking, cybersecurity practices, or cloud platforms. We tend to focus only on current requirements rather than anticipating future needs. I believe the HEC should take several key steps. There should be a dedicated committee responsible for forecasting the talent required over the next three to five years. The curriculum should then be aligned with those projections. For example, today we are heavily focused on AI, but if the global demand shifts toward quantum technologies in the next four years, our graduates may once again find themselves outdated. Modernizing the curriculum—from school to university level—is essential. Industry leaders must play a central role in shaping skill-development programs so that graduates are both employable and globally competitive.

Advice for Entrepreneurs

Question: What advice would you give aspiring entrepreneurs?

Sajjad Mustafa Syed: Don’t hesitate to experiment, and don’t be afraid of failure. My first company was a major setback, but I kept moving forward. Be courageous and keep trying new things. Failure is not an enemy , it’s one of the best teachers. Stay humble. Avoid arrogance. Listen actively and read extensively. Focus on building real competence and never rely on shortcuts. Surround yourself with honest people who challenge your thinking and push you to improve. Most importantly, stay true to your moral values, even when you face pressure to compromise. Sustainable, long-term success comes only to those who remain principled.

Personal Well‑Being

Question: How do you manage stress and maintain work‑life balance?

Sajjad Mustafa Syed: Compartmentalization has helped me the most. Even if you have a difficult day at the office, it’s important not to carry that stress home. Your home should remain a space where you can unwind and maintain healthy relationships. Unfortunately, many people release their workplace frustration on their spouse or children, which is neither appropriate nor constructive. I believe in separating work pressures from family life and ensuring that my interactions at home remain positive and respectful. I stay fully present at work, and when I disconnect, I disconnect completely. This allows clarity of thought and prevents emotional spillover between personal and professional life. Developing this discipline takes time, but it ensures long‑term well‑being.

Message to The Legacy Files

Question: Any message for The Legacy Files team?

Sajjad Mustafa Syed: You are doing meaningful work by documenting the success stories of Pakistan. Our youth need role models and real examples of what can be achieved with integrity, hard work, and resilience. Your work inspires the next generation, and I fully support your mission.