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Table Of Contents
INTRODUCTION: .................................................................................................................................................... 3
AREA OF EXPERTISE: .............................................................................................................................................. 3
WALI ZAHID'S OVERVIEW: ..................................................................................................................................... 3
CURRENT ................................................................................................................................................................... 3
MEMBER, WORKING GROUP ON 'PRIVATE-SECTOR-LED GROWTH' AT PAKISTAN VISION 2025........................ 3
COMMITTEE CHIEF EXECUTIVE OFFICER AT SKILL CITY [ASIAN ANSWERS. TO ASIAN QUESTIONS] BAHRAIN. 3
PAST .......................................................................................................................................................................... 3
COUNTRY DIRECTOR, MANAGEMENT DEVELOPMENT SERVICES PAKISTAN AT BRITISH COUNCIL ................... 3
WALI ZAHID'S SUMMARY: ..................................................................................................................................... 4
WALI ZAHID'S EXPERIENCE: ................................................................................................................................... 5
Member, Working Group on 'Private-Sector-Led Growth' .......................................................................... 5
Chief Executive Officer ................................................................................................................................ 5
Country Director, Management Development Services Pakistan ................................................................ 5
Associate Dean, Faculty of Media & Communications ............................................................................... 5
Head of Marketing Communications ........................................................................................................... 6
Head, International Management Development Centre............................................................................... 6
Executive Director ....................................................................................................................................... 6
Editor ........................................................................................................................................................... 6
WALI ZAHID'S CERTIFICATIONS: ............................................................................................................................. 6
Accredited Team Management Profile Facilitator ....................................................................................... 6
Certified Train The Trainer ......................................................................................................................... 6
Certified Train The Trainer ......................................................................................................................... 6
ISO 26000 Social Responsibility .................................................................................................................. 6
Green Productivity and Integrated Management Systems ........................................................................... 6
WALI ZAHIDS COURSES: ........................................................................................................................................ 7
WALI ZAHID'S SKILLS AND EXPERTISE: ................................................................................................................... 7
WALI ZAHID'S EDUCATION: .................................................................................................................................... 8
University of Kent ........................................................................................................................................ 8
Karachi University ....................................................................................................................................... 8
WALI ZAHID'S ADDITIONAL INFORMATION: .......................................................................................................... 8
HONORS AND AWARDS: ...................................................................................................................................... 11
WALI ZAHIDS ONLINE PAGES: ............................................................................................................................. 11
A SUCCESSFULLY RUNNING PAGE BY THE NAME OF PROPHET MOHAMMAD ( S.A.W) AS CEO: .................................................... 11
TEHREEK-E-ADL: .......................................................................................................................................................... 12
WALI ZAHID CONTRIBUTION AS A TRAINER: ........................................................................................................ 13

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1. TRAIN THE TRAINER WORKBOOKS ........................................................................................................................... 13
2. WALIS 4 TS FOR LEADERS ................................................................................................................................. 13
3. WALIS WILL SKILL MATRIX ................................................................................................................................... 13
4. A GUIDE TO INVESTIGATIVE JOURNALISM ................................................................................................................. 13
5. BECOMING A LEADER WITH WALI ZAHID ................................................................................................................. 13
6. THE THEORY PART-LEARNING ABOUT LEARNING ........................................................................................................ 13
7. LEARNING PREFERENCES OF GEN/Y MILENNIAL LEARNERS ......................................................................................... 13
8. DEALING WITH GLASS CEILING( ............................................................................................................................. 13
9. ENGINEERS AS FUTURE LEADERS ............................................................................................................................ 13
10. FUTURE OF HR ............................................................................................................................................... 13
11. FUTURE READ-TRAINING .................................................................................................................................. 13
12. PROPHET MUHAMMAD (S.A.W) AS CEO............................................................................................................ 13
INTERVIEW WITH WALI ZAHID: ............................................................................................................................ 14












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INTRODUCTION:
Wali is an international consultant, speaker, leadership trainer and executive coach. He is CEO
of SkillCity Dubai, a new-generation learning and development regional firm with a developing-
country perspective. He has spoken to audiences in South Asia, Southeast Asia, Middle East,
East Africa, Western Europe, England and the United States

Wali has trained thousands of managers and business leaders in the past 15 years from most
Fortune-500 companies. His leadership and Training of Trainers workshops have been crowd
pullers. His branded workshops include Leadership for CEOs, Women in Leadership,
Leadership Readiness, Leadership Derailments and Train TheTrainer.
A lifelong learner, Wali has received training and education in the USA, Canada, UK, Germany,
Austria and Singapore. He is an accredited leadership trainer from Team Management Systems,
Australia. He has also taught pioneering courses at MBA level in Pakistans premier business
schools like IBA Karachi and Szabist.
Wali's most recent employer has been British Council, Pakistan where he worked as Country
Director of Management Development Services during
2001-2008.
He is or has been member of UKs Institute of Directors,
Chartered Management Institute, Chartered Institute of
Personnel & Development and American Management
Association.
AREA OF EXPERTISE:
Train the Trainer
Performance Appraisal
Negotiations Skills
Counseling skills
Wali Zahid's OVERVIEW:
Current
Member, Working Group on 'Private-Sector-Led Growth' at Pakistan
Vision 2025
Committee Chief Executive Officer at Skill City [Asian answers. To Asian
questions] Bahrain.



Past
Country Director, Management Development Services Pakistan at British
Council

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Associate Dean, Faculty of Media & Communications at University of
Management & Technology (then ILM)
Head of Marketing Communications at Muslim Aid, London
Head, International Management Development Centre at International
Islamic University, Islamabad
Executive Director at Institute of Mass Communication, Islamabad
Editor at The News, Lahore.


Education
University of Kent
Karachi University


Recommendations
53 people have recommended Wali

Connections
500+ connections

Wali Zahid's SUMMARY:

Wali is an international consultant, speaker, leadership trainer
and executive coach. He is one of the architects of Pakistans
Vision 2025 Plan, to be announced by Prime Minister in
2014.
He is CEO of SkillCity Bahrain [Asian answers. To Asian
questions], a new-generation learning firm with a developing-
country perspective. A native of Pakistan, he has spoken to
audiences all over the world.
A futurist and disruptor, his thoughts are often considered inconvenient and unconventional,
sometimes controversial. He is often interviewed by print and electronic media on Pakistan 2050.
With the insight of original thought leaders, Wali has trained thousands of business leaders in
over 20 years from Fortune-500 companies.
Wali is also pioneering to develop a model on The Prophet Muhammad (saw) as CEO. He has
given talks for Madinah Institute for Leadership Saudi Arabia, in Kuwait, Bahrain, Lahore and
Karachi.
His signature workshops include Leadership for CEOs, Women in Leadership, Leadership
Readiness, Leader Derailment and Train The Trainer.
A lifelong learner, Wali has received training in USA, Canada, UK, Germany, Taiwan, Austria
and Singapore.
An accredited profiler from Team Management Systems, Australia, he has taught MBA courses

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on at IBA Karachi, CBM, Dow & Szabist.
He is on the Board of Governors of Pakistan Society for Training & Development and serves on
the advisory committees at Indus Valley School of Art and Lahore College for Women
University.
Before he set up SkillCity, Wali worked with British Council as Country Director of
Management Development Services Pakistan during 2001-2008.
He has been member of UKs Institute of Directors, Chartered Management Institute, Chartered
Institute of Personnel & Development and American Management Association.
He is Team Leader of Prime Minister Quality Award in Pakistan. He is also one of the first 20
Asian consultants trained by ISO/APO Japan on new standard on Social Responsibility ISO
26000 in Taiwan.

Specialties:
C-Level coaching, training, facilitation, team coaching for hyper-growth companies, personality
profiling (TMS), Train The Trainer
Wali Zahid's EXPERIENCE:
Member, Working Group on 'Private-Sector-Led Growth'
Pakistan Vision 2025 Committee
August 2013 Present (4 months) Islamabad
Member, Working Group on 'Private-Sector-Led Growth' of Pakistan Vision 2025
Committee, set up at The Planning Commission, Islamabad
Chief Executive Officer
Skill City [Asian answers. To Asian questions] Bahrain
October 2007 Present (6 years 2 months) Bahrain
Skill City [Asian answers. To Asian questions] Bahrain is a new-generation learning and
development firm with a developing-country perspective. Skill City has a client base in
Kuwait, Saudi Arabia, Bahrain, UAE in the GCC and all countries in South Asia and
Afghanistan.
Country Director, Management Development Services Pakistan
British Council
Nonprofit; 5001-10,000 employees; Nonprofit Organization Management industry
June 2001 2008 (7 years)
Led the British Council's management development services as a profit centre for seven
years. Countries assisted: Pakistan, Bangladesh, Sri Lanka, Nepal, Singapore
Associate Dean, Faculty of Media & Communications
University of Management & Technology (then ILM)
1999 2001 (2 years)

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Led the newly-created faculty and launched the MSc in Media & Communications
Taught courses in web journalism
Head of Marketing Communications
Muslim Aid, London
1998 1999 (1 year)
Responsible for marketing communications, media outreach (BBC, Sky, Times),
fundraising campaign and events.
Head, International Management Development Centre
I nternational I slamic University, I slamabad
1997 1998 (1 year)
Taught course in business communication and established the processes that led to
creation of IMDC
Executive Director
I nstitute of Mass Communication, Islamabad
1992 1998 (6 years)
IMC offered certificate courses in print journalism, TV journalism, advertising, public
relations, cartooning
Editor
The News, Lahore
1991 1992 (1 year)
Became the youngest Editor of an English-language newspaper in the country's history.
Wali Zahid's CERTIFICATIONS:
Accredited Team Management Profile Facilitator
Team Management Systems Australia
March 2003
Certified Train The Trainer
Internatinal Institute for Journalism, Berlin, Germany
March 1996
Certified Train The Trainer
McGill University one-year programme at LUMS Lahore, Pakistan
June 2002
ISO 26000 Social Responsibility
ISO & Asian Productivity Organisation Tokyo Japan
August 2011
Green Productivity and Integrated Management Systems
Asian Productivity Organisation Tokyo Japan

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September 2013
Wali Zahids COURSES:
PhD (unfinished), International Conflict Analysis
University of Kent
International Conflict Analysis
Wali Zahid's SKILLS AND EXPERTISE:
1. Training
2. Coaching
3. Personality Profiling
4. Executive Coaching
5. Leadership
6. Workshop Facilitation
7. Public Speaking
8. Workshops
9. Soft Skills
10. Training Delivery
11. Leadership Development
12. Employee Engagement
13. Talent Management
14. Performance Management
15. Performance Appraisal
16. Conflict Resolution
17. Personal Development
18. Train the Trainer
19. Team Management
20. Team Building
21. Change Management
22. Event Management
23. Team Leadership
24. Public Relations
25. Strategic Planning
26. E-Learning
27. Fundraising
28. Management Development
29. Marketing Communications
30. Social Networking
31. Entrepreneurship
32. Teaching
33. Human Resources
34. Presentation Coaching
35. Time Management
36. Project Planning

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37. Organizational Effectiveness
38. Management Consulting
39. Knowledge Management
40. Business Strategy
41. Social Media Marketing
42. Teamwork
43. Event Planning
44. Strategic Thinking
45. Customer Service
46. C-Level Negotiations
47. Workplace Relationships
48. Futuristic
49. Analysis
50. Corporate Communications
Wali Zahid's EDUCATION:
University of Kent
PhD (unfinished), International Conflict Analysis
1997 2000
Activities and Societies: A loner in the company of drunkards (the Kent specialty)!
Karachi University
MA, Mass Communication
1985 1987
Activities and Societies: Debates, students representation, writing
Wali Zahid's ADDITIONAL INFORMATION:
Interests: Golf, hiking, trekking, walking, reading, nature

Groups and Associations:
CIPD, Institute of Directors UK, CMI, CIM, AMA, MAP (Mktg), MAP (Mgt)

Arab Business Club -

Asia Trainer Forum
Asian Training Hub

Bahrain Brainstormers


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Bahrain Entrepreneurs

CEO Club India

CXO (CEO, COO, CKO, CFO, CIO, CPO, CMO, CAO, CVO, CDO, CRO,
CLO, CSO & CTO) Community

Center for Creative Leadership

Chartered Institute of Personnel & Development

Chartered Management Institute UK, Pakistan

Dubai Executive Coaching Professionals Network

Dubai Professionals Forum

Effective and Fun Training Techniques

FOUNDER, CEO, CXO, COO, CKO, CFO, CMO, CAO, CVO, CDO, CRO,
CLO, CSO, CIO, CTO, MD, VP,


Fortune100 Coaches Network - F1CN

G5 Leadership

HR GCC


Human Resource Development


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India Leadership Network

International Coaching Network

International Islamic University, Islamabad

International Trainer Forum

Karachite - Karachi Heart of Pakistan

Leadership Think Tank

Learning, Education and Training Professionals Group

Linked:HR (#1 Human Resources Group)

Mentors- Facilitators.

Middle- East Corporate Aviation Group

Mobile Learning into the future

Pakistan National Mirror Committee ISO TC 260-HR Standards

Pakistani Professionals Working Outside of Pakistan

Professional Speakers and Seminar Leaders

QATAR LEADERSHIP NETWORK

Qatar Leadership Centre


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SHRM (Society for Human Resource Management) UV SHRM Networking
Tool

SHRM Networking Group

TRENDS THAT MATTER ... No Fads, No Hype
Team Management Services NZ Accredited Consultants

The Executive Coach

TrainingZone - training, learning & development

HONORS AND AWARDS:
Received fellowships to attend trainings in the USA, Canada, Switzerland, Germany, Austria,
Taiwan and Pakistan during 1996-2013.

Wali Zahids Online Pages:

A Successfully running page by the name of Prophet
Mohammad ( S.A.W) as CEO:

On Jan 15th 2013 he has given a workshop on Prophet Muhammad (S.A.W) as CEO. Inspired by
this event he then launch a page on Face book on July 29
th
2013. To Guide the CEOs how well
they can perform their part of duties by following the rules and practices of Prophet Muhammad
(S.A.W), this is a collaborative writing project he is trying to create a Prophetic model, mainly
for the Western audiences, whose motivation to follow the Prophet's sunnah may not be just for
the reasons of belief, but because the model would make sense for them to achieve breakthrough
performance and keeping their employees
and stakeholders engaged.


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Tehreek-e-Adl:
Another successful running page led by Wali Zahid is Tahreek e Adl. Tehreek-e-Adl was
founded on 10-Zilhaj-1430, (28-November-2009). As opposed to other political
movements, Tahreek-e-Adl asks you to DO justice with everyone & everything. 24/7! So you
GET justice from system & govt. Only then!
The core message ofTehreek-e-Adl.is to get justice, you need to do justice!
The adl/justice the Tehreek is guiding to do?
Do justice with...

Allah: a) Do what He has asked you to do: pray, fast, pay zakah
b) stay away from what he prescribed as major sins: shirk (associating someone with
Allah), zina (adultery), alcohol, riba (interest), using magic to gain your objectives,
killing someone, gambling, usurping an orphan's property or money, pornography,
following non-Muslims in their attire and culture.

People: Be kind in conversation (do not be harsh and abusive); fulfill promises, be a truth teller,
be an ameen. Do
not usurp what
belongs to others.

Environment:
Conserve
resources and do
not abuse environment, plant trees,be kind to animals.
Workplace: Do justice to the work that you have been paid to do. Follow timings. Put in energy
and sincerity of intent.
Business: Weigh in full, price right, tell if your product has a defect, do not hoard things, and do
not be greedy.
Public sphere: Go beyond self interest. Take decisions which have public good. Enforce the rule
of law. Give jobs and contracts on merit. Do not give or take bribes.
Homes: Be kind to spouses, be dutiful and respectful to parents and be caring to children. Turn
your children into responsible and God-fearing citizens, fulfill neighbors rights (or do not be
harmful, to say the least).

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Wali Zahid Contribution As A Trainer:
1. Train the Trainer Workbooks
2. Walis 4 Ts for Leaders
(Tolerate ambiguity and uncertainty,Tolerate
mistakes,Tolerate failure,Tolerate dissent/challenge
to their ideas and leadership)
3. Walis Will Skill Matrix(explains leader
readiness or learner readiness)
4. A Guide to Investigative Journalism - produced for Afghan
journalists, but applicable to most investigative journalists and
academics in the Asian, Latin American and African countries. This
Guide can be used either as a standalone self access guide or as a part
of a training workshop for working and budding journalists.
5. Becoming a Leader With Wali Zahid (Establish uniform
education system in country that makes us a
forward-looking developed country,
Write five books, being read online, Create a blog
with 100,000 activefollowers,Become an electable
politician
Create 10 mobile appsDevelop plane with vertical
takeoff)
6. The Theory Part-Learning about learning
7. Learning Preferences of GEN/Y Milennial
Learners ( 29
TH
Annual SPELT Conference 2013)
8. Dealing With Glass Ceiling( a recent conference
at Marriot Hotel on women leadership)
9. Engineers As Future Leaders (A talk given by
Wali Zahid, at premier NED University of
Engineering & Technology in Karachi, Pakistan
on 3 October 2013)
10. Future Of HR (Talks on Future of Hr at SHRM
HR Conference)
11. Future Read-Training (In 2013 presentation
given in Bahrain by Wali Zahid
Deals with emerging trends in leadership
training and about learning)
12. Prophet Muhammad (S.A.W) as CEO (to create a Prophetic model, mainly for the
Western audiences, whose motivation to follow the Prophet's sunnah may not be just for
the reasons of belief)

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INTERVIEW WITH Wali Zahid:

Usually we ask tell us about yourself but in your case we would say Sir, what's the latest
that we don't know yet?
I have recently been appointed in the Panel of Assessors in PMQA (Prime Minister's Quality
Award, Pakistan) which has been launched this year. The award will be given to those
organizations who stand at top in quality and management practices etc.(for details visit
www.npo.gov.pk )
I have recently been associated with ISO 26000. This ISO standard is quite newas it has been
introduced last November and deals with Social Responsibility. Perhaps I am amongstthe first
100 people in Asia to receive its training and accreditation. First, I attended the multi-country
training through video conferencing from Japan this May and topped in the Pakistan group.
Asian Productivity Organisation Japan invited toppers from each Asian country to Taiwan for
further 1 week face to face training. So you can say that recently I am quite 'in'with quality and
allied management processes and areas.

How did you get the idea to start your business?

Ans. Skill city was formed by default. Skill city is basically a teaching and learning firm. Before
22 years I was the editor of the news. After resigning from that job, there is no possibility of
doing something else thats why later I started teaching.




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How long you have been in business?

Ans. It is also by default. I have been teaching since 1992 till
now. I also joined British Council and was retired then I had only
one option to start that type of work. I wanted to realize my
potential and I wanted to expand my role. I was ambitious so I got
retirement from British Council and formed Skill city.
Being in this position you must have been delivering quality
throughout your career.How did you take the pressure of
delivering quality performance at deadlines?

Ans. I was very very lucky in that even at my internship days in Dawn Karachi I was grilled and
rigorously trained by my mentor, Abdul Ahad. He had a nasty reputation of being very task-
oriented and didn't accept any margin of error. He expected the editing tasks to be done
there and then and definitely with Dawn quality. It was pure chance that I was
trained in both quality and deadline early in my career. I think that training alone carved the path
of my life for future years and success!

Please describe the services your firm is providing?

Ans. Skill city is basically giving three types of services:
training
coaching
consulting
Sub parts of training are open course and in-house. Sub parts of coaching are group coaching and
individual coaching. Skill city is basically giving individual coaching. As we are expensive so
few people and companies can afford us.

Since you have been very close to high ranking executives, professionals and opinion
makers, what part do you think they generally overlook while addressing quality issues at
workplace?
Many Pakistani CEOs with Harvard and London Business School MBA degrees attend my workshop
called 'Leadership for CEOs'. What I see commonly missing in them is the'ambition': they don't have the
scale ambition. By scale here I mean they don't want to go beyond a certain level of success. They are
quite happy to be Pakistan's No.1 for instance. But why not Asia's No.1 or World's No 1? I visited Taiwan
recently. It's a very small country but they are No.1 in so many segments i.e. they are HTC makers (the
smart phones), Acer maker and have TSMC (the company we visited), which is the world's largest chip
maker. This appetite for global scale is missing in our executives.





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What is your niche marketing?

Ans. We are doing niche marketing for:
Senior level business leaders (CEO, CFO , they attend training
courses)
CO coaching
Train the trainers (their clients are multinational companies and NGOS)
Women leadership.
So we are known for these things.

To achieves quality in organizations the employees should be well versed with the product
offered. How much employee training is important and how much is it on the agenda of
Pakistani companies?

Ans.Training is an ongoing trend in Pakistan; there is no denying it. Employers are providing
sufficient training opportunities to their people in Pakistan as well as in the region. However,
what I worry is the quality of the training imparted. Many successful training firms which even
enjoy the client confidence are not world class and their offering is far from what we may call
the skill training. For example, some firms have the reputation of selling high-energy activities
and
physical exercises in the name of training. We believe that participants have to leave the training
hall energized, but that may not be necessary because people at the end of the day may not
acquire that particular skill set or attitudinal change which was the original objective of the
training. What our most training providers are missing is that they are not simulating the real-life
work environment in the training room. Hence, lack of efficacy and training applicability
in the workplace. Going back to your question, I think that provision is not as much an issue as
what employees are getting: is there value for money or not?

How do you see the indicators of quality in training?
Ans We need to go back to the learning outcomes. For example,if you have three learning
outcomes from one-day training you need to look back whether you have achieved those.
Whether it was behavior modification, or a new skill set that people have gained. These
indicators manifested from people's training output not only during the classroom but also can be
reviewed from, say, three months down the lane at work. You can go to workplaces to see how
your trained people are doing. However, one caveat: training quality alone won't determine the
achievement of learning outcomes; it's the learner's determination/ willingness/ interest too that
matter. The learner readiness is what I address in Wali's Will-Skill Readiness Matrix. You need
both (they go hand in hand) the learners willingness and training quality to succeed in the
business.





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Who are your competitors?

Ans. Individuals, other training firms like LUMPS and other established training firms in
Pakistan are our competitors in terms of training.
How do you differentiate your services from others?

Ans. For Middle East, it is our slogan that: Are you addicted to the hard work of this world, so
you need Skill city. Our competitive edge is that we provide you up to date information and
training because data is changing time to time. In Pakistan, training is just like playing and
kidding. But Skill city is charging fee for giving the best skills that you need. We do not believe
in superficiality thats why we provide you in-depth information and training.

When there is a feeling that training quality could be compromised, what's the best option to
respond? Have you been in such a situation?

In HRD scenario, quality compromise can happen for multiple reasons: insufficient lead time,
unclear expectations from client, training provider's personal circumstances (you are going
through a difficult phase personally) or when the participants are forced to attend your training,
the quality is compromised. You can always pre-tell and if possible, manage the unrealistic
expectations. However, an experienced quality person with a high skill level and exposure can do
customization even on a week's notice as compared to a lowskill individual who may need a
months' time. I try to avoid being trapped in such situations as I agree contents and deliverables
with clients months ahead of training. However, there have been occasions where I under-
delivered the outcomes. On those occasions, I would offer money back.

What's more important? Quality or articulation?

Articulation has always been in great demand even, and in contemporary business environment if
you don't have sufficient articulation in spite of a good quality product, customers might go to
those providers which have better articulation but perhaps not the right product. Articulation has
become critically important, particularly for today's decision makers. These executives have very
little time in making the decision whether to buy or not to buy. They also have very low attention
span. Like customers, trainees' attention span too is very low now. So you better be articulate.
Or, exit the game!


Role of social media for improving
quality?

Ans. The developed world is there, but
for developing countries, it's still a far
cry. It helps maintaining the quality by
improving connectivity. In
organizational growth, the connecting

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part is vital! Organizations need to connect with its employees, customers, suppliers and other
stakeholders at all possible levels. As you can see, what used to be a newsletter in the past is now
a Facebook page. Web 2.0 and Web 3.0 are changing the ways we interact with each other not
just socially but also business-wise. Your stakeholders connect with you, leave their concerns
and comments with you to deal with, suggest new product and service ideas. Social media is
becoming as much a critical requirement as was a newsletter, press conference or media
coverage 20 years ago!

What obstacles have you overcome?

Ans. Thanks to Allah. When I started Skill city, we were already in visible leadership position.
Because of British Council, I was able to manage my firm efficiently.

What are the rewards of owning own business?

Ans. It is universal that you can earn a yearly income in one day if
you have your own business so thats my financial reward as I m
doing this. Non-financial reward is autonomy (freedom). I am free
about how I spend my time.
How did you finance your business?

Ans. I am in favor of zero dollar investment. I didnt invest a single
rupee in my business. When we formed Skill city office at Lahore,
we hired only two or three people. I asked manager that if he had
laptop and mobile phone. We started our Lahore office with laptop, mobile phone and a single
room. After six months, the manager said that he couldnt believe that we have succeeded in our
goal.

How do you use technology to improve your business?

Ans. Skill city is a company of technology era. We dont do meetings with clients. We use
emails, facebook etc. We asked firms to spend money on trainings and not on traveling. We are
technology based company. We are present through webinars, podcasts, internet based software
and profiling (psychometric instrument).

What economic conditions affect your business?

Ans. We are not affected by economic conditions. As we are targeting small niche segment, so
there are few clients. We have been progressing for three years. We are focusing on our in
competencies that can affect us.
What Pakistani
executives miss
mostly
is scaleusually they
don't think beyond
alimited horizon.For
instance, they are
quite happy to be
Pakistan's No.1. Why
not world's No. 1?

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Do people criticize on you and your business?

Ans. There is so much criticism. People criticize on my personality. I dont wear suits or tie. I am
very Desi. People sometimes say that I am very shy or lonely person. They also criticize that
our trainings are bored, we should use any energizer or make training excited. Then I reply that
clients spend so much money so they want value for money so we try to use every minute of
clients time because Jokers are cheap. Some people said that you are working lonely why dont
you form corporate structure or you should open franchise. Then I reply that we are seriously
considering on making Skill city a corporate.
.What amount of money do you charge for each training? What is your range?
Ans. Our range starts form no money to any money. We usually charge $5000 for each training.
But if a client cant pay and serious about training, so we provide training free of cost.

Where do you see your business in future?
Ans. We are knowledge creator firm. Usually firms are knowledge consumers. INSHALLAH,
we will be able to create new knowledge. We will have offices at least in three Middle East and
two South Asian locations (Malaysia, Indonesia). We will also be working in European
countries.
What will be the recipe for quality for someone as a training provider?
If I have to make one, then creating a portfolio mix is your first ingredient, which will take major
part. Second is branding and marketing; process of communication with stakeholders will be
third and a good teamwork to season it all. One man with good leadership skills can only create a
thrust, but at the end a good team makes it sustainable.