Introduction
“GDP growth has been strong in recent years,” at between 6.5 and
8.6% for the last 4 years. “In the past, GDP growth in Pakistan has
been held back by political instability, poor and inconsistent policies
(rampant corruption at the top) and, more fundamentally, by the
economy’s narrow production base. However, in the last five years
wide-ranging reforms, an aggressive privatization program, a
domestic consumer boom, moves to invest in the textile sector, and
substantial foreign aid inflows have underpinned a pick-up in
growth.”1
1
Economist Intelligence Unit – Pakistan Country Profile – Main Report – 21st
September 2007. Accessed 15th October 2007
2
The introduction of the Private Equity and Venture Capital Funds Act
of 2002 also provided an enabling regulatory environment for the
capital markets. The Pakistani Government recently announced the
creation of a venture capital fund to provide seed expansion capital
as well as other functions.
Asad reflected on his last visit to Boston, when he had met up with
an old acquaintance Tom O’ Flannigan. Over lunch Asad had sat
enthralled as he listened to Tom describe how the Irish emigrated
en-masse to the US starting around the time of the Irish Potato
Famine in 1850, up until the 1930’s. The descendents of these
individuals formed a highly trained Diaspora with strong links to
their native land who played an instrumental role in Ireland’s
spectacular economic boom in the late 1990s. When they went
home to start high-tech, and other ventures, they took with them
access to management, capital and markets.
Does Pakistan share more in common with Ireland than Green – the
national color? Is this process currently being emulated by US-based
Pakistanis?
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Figure 2: OPEN Chapters in the United States
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This flourishing entrepreneurial community has not gone unnoticed
by entrepreneurially-minded Pakistanis living in the US. The
Pakistani-American diaspora has started to recognise Pakistan as an
attractive destination to locate elements of their US-based ventures.
As Faraz Hoodbhoy, co-founder of Silicon Valley-based PixSense - a
firm which develops network sided software to improve
cameraphone image sharing - says, "I knew I wanted to start a
business and I had strong family connections in Pakistan – but I
didn’t choose to go to Pakistan because I wanted to do something
great for the nation – I chose to do so simply for business reasons.”
And so he moved whole parts of the business to Pakistan.
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to IT organisations in the space of SAP and Information Security
amongst other areas, owns several subsidiaries in Pakistan
employing over 700 people, as well as in India and other developing
countries. Although the CEO of En Pointe is Pakistani, the company
clearly allocated its resources to countries that were best able to
serve their needs, and Pakistan was prominent amongst them.
Next Steps
Asad sat and considered the issues over a hot bowl of his favourite
Boston speciality, the clam chowder. His instincts told him that
Pakistan was a seething cauldron of opportunity and potentially a
next frontier for technology-based entrepreneurship. China had
been done. India had been done. What was the next high-growth
region and was he willing to bet on his homeland? The Wild West
had grown into prosperous communities but he was fairly sure his
Limited Partners would not give him a hundred years to show a
return. He thought about three issues in particular:
And that led him to his next thought. Pakistan was becoming
attractive not just because of its talent pool, but because this talent
pool was generally 30-40% cheaper than its neighbours in India &
China. The UAE and Saudi Arabia have already pumped huge
amounts of capital into the country. However, in terms of
infrastructure the Wild-West scenario still held partly true. Real-
estate was comparably expensive, but, as in China, the main issue
was the unreliable supply of electricity, water and other utilities,
which meant companies, had to build redundant systems into their
infrastructure, and that cost valuable dollars. He hoped that
Pakistan’s continued economic growth would help address this
issue.
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Asad paused over dessert and reflected on why VCs were so often
inclined to invest within a 15 minute drive of their geographic
location. In his view this was an element of the short-sightedness
that prevailed in the industry. The world was now a global village,
and particularly in the consumer internet/web 2.0 space, this issue
was now almost mute. Plus, this was where the Pakistani American
Diaspora could have a real effect. Offices or subsidiaries in the US
could help to raise exposure. However, Scrybe demonstrated
ingeniously through the use of YouTube to promote their product
that it did not matter that they were located in a leafy suburb of
Islamabad, and so did Monis Rahman’s Naseeb Networks which now
had hundreds of thousands of users. Scrybe wanted 5,000 users for
their beta, they got close to 100,000. However, in order for a
business to survive, he decided it must also flourish in its home
market, particularly if outside the consumer/web 2.0 space, and
here again he wondered about the growing middle class. With India,
China and Dubai on his doorstep, he was reassured somewhat. In
particular, Pakistan had traditionally had strong relations with China
and the UAE, and his gut told him Pakistani business would be well
received in those regions. He recalled with a wry grin how Pakistan
International Airlines had played a major role in starting Emirates
Airlines, now arguably the fastest growing airline in the world.
Exit Opportunities
With Dubai, Shanghai and also India in the near vicinity, there
appeared to be no reason why high-quality Pakistani companies
could not list wherever they chose. Also, with the increase in M&A as
a viable alternative exit route to IPOs in Europe and the USA, Asad
cynically thought he could start 10 companies in Pakistan all of
whom had a primary goal of being acquired by Google.
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Part B – Pakistan from the perspective of an Entrepreneur
Bushra was driving home from lunch with Asad Jamal, an old friend
from her days in Pakistan. They'd been discussing the prospects for
new IT ventures in Pakistan and a long-time fantasy of going back to
Pakistan and making her mark as an entrepreneur seemed more
real than ever. She'd been following the developments of exciting
companies like Scrybe and Naseeb closely, and saw a real
opportunity for a web-based start-up.
Despite her excitement, there were still nagging doubts. How would
her company’s and her own brand be affected by being located in
Pakistan? Would the infrastructure and corruption be a problem?
Could she find and recruit the right people to grow? More
importantly, would she personally be able to adjust to the lifestyle
change after having spent her entire adult life over the past 15
years living in the US. But, she knew that the potential was huge
and she had little to lose knowing that she could always come back
to Silicon Valley and pick up where she left off. She recalled a
conversation with Ken Morse, her favorite professor from her MIT
Sloan days, who said, “The reason Silicon Valley is Silicon Valley is
that it takes 15 minutes & $15 to get a company incorporated –
ultimately that’s how easy it needs to get in Pakistan, and it is
moving in the right direction.” However there were still some
challenges that lay ahead.
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While there is no lack of fresh talent graduating with Computer
Science and Engineering degrees in Pakistan, most entrepreneurs
worry about finding seasoned managers. Companies like
DiagnosisOne, TrueMRI, Folio3, Techlogix, Pixsense, TRG, and
Zenprise have realized that many Pakistanis based in the West are
thinking about returning home mainly because they want to be
closer to aging family members. Most of this group has been
educated in the US and has worked for global companies and what
is needed is the right set of incentives to make it attractive enough
for these Pakistanis to move back.
Whilst the middle class was up and coming middle in Pakistan, and
the numbers were hard to ignore, Bushra was unsure about how
long it would take for this group of people to become serious users
of technology. Unless a company focused in the Web 2.0 space
where physical location of the company didn’t really matter, it was
critical to find and grow a local customer base. She knew that
companies like The Resource Group had managed to deploy a
unique model of acquiring troubled companies and offshoring their
back-end work to different parts of the world, including Pakistan.
This type of model has worked really well for a country like Pakistan
which has been fighting an unstable political environment for years
and in the face of uncertainty, it is quite difficult to sell services to
clients in the West. With TRG’s model once they hold a majority
stake in a company, it is their decision to off-shore where they want
without having to worry about a US client yanking their contract if
the country goes through a military coup.
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Bushra was not concerned in her ability to come up with a unique
business model and she knew that the excitement was the promise
that lay in the 150+ million people residing in Pakistan – one of the
fastest growing internet adopting nations in the world.
Access to capital
Bushra realised that she could spend months weighing up the pros
and cons of starting an enterprise in Pakistan. Yet her gut instinct
told her that Pakistan was at the beginning of a phase of growth that
would be comparable if not exceed that of other Asian economies in
the previous decade. She could count a significant number of friends
who still kicked themselves at shirking India 15 years ago and
regretting it today, and she was determined not to fall into the same
trap. Pakistan was by no means the Promised Land, yet it clearly
offered opportunities that someone with perseverance, hard work
and skill at managing people, could take advantage of. Should
Bushra follow her gut feelings?
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