Masood Ahmed

I still remember the face of the senior developer who walked into my Lahore office last year, résumé in hand, asking if his 10 years of experience still mattered. "Mr. Usman," he said, "I built systems that run dozens of Technology and retail organizations, but today a 22 year old with three months of AI training just got promoted over me." That moment haunts me, because it represents the greatest challenge facing every technology leader today. The World Economic Forum estimates that nearly six in ten workers will require training before 2030, with 22% of jobs globally changing due to technological advancements. Yet 80% of organizations say upskilling is the most effective way to reduce employee skills gaps, but only 28% are planning to invest in upskilling programs over the next two to three years. This disconnect isn't just a statistic; it's a crisis of vision. Gartner projects that generative AI will require 80% of the engineering workforce to upskill through 2027, while 60% of employees report insufficient training for core job skills. We're essentially asking people to swim while refusing to teach them. But here's what I've learned building Devsinc across three continents: the solution isn't more training programs. It's about creating what Deloitte calls a "whole work approach to development" that integrates skill building with practical, contextual experience. When you redesign roles and workflows to reduce reliance on missing skills while providing intensive, hands-on management support, you don't just close gaps; you create cultures of continuous learning. That senior developer? He's now leading an AI integration team. Not because we gave him a course, but because we paired him with younger engineers in a true knowledge exchange. His decades of system thinking combined with their AI fluency created something neither could achieve alone. 46% of leaders identify skill gaps as the most significant barrier to AI adoption. But the real barrier is our failure to see that experience and innovation aren't competitors. They're collaborators waiting to be unleashed. The question isn't whether your people can adapt. It's whether you're brave enough to invest in their transformation before your competition does.

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Big tech tea just spilled in Pakistan 🔥 Systems Limited is set to acquire Confiz. I see this as a very positive step for our ecosystem. Bringing together two strong companies means more innovation, more scale, and more global competitiveness for Pakistani tech. This kind of consolidation helps our tech industry to get stronger, take on bigger challenges, and showcase the talent we have on a global stage. It also signals growing maturity in our industry, which can attract more investment and create better opportunities for our tech professionals. Overall, a great development for the future of tech in Pakistan. 🇵🇰 #PakistanTech #TechIndustry #SystemsLimited #Confiz #PSEB #PASHA #TechGrowth  #DigitalTransformation #ExperLabs

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PIAIC classes will start from next week all over Pakistan. We will teach the Agentic AI program using this standards based architecture. Architecture Details: https://lnkd.in/d94Z37Jy Technology Stack Details: https://lnkd.in/dzBKinzH Syllabus Details: https://lnkd.in/d-UzC7-W #ai #agenticai #llm

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Pakistan IT Industry Association (P@SHA) didn’t just appear overnight. It grew alongside one of the fastest-rising IT export markets in the world. Most people outside Pakistan still miss the story. But the foundations are already visible. Karachi, Lahore, and Islamabad keep producing tens of thousands of IT graduates every year from LUMS, NUST, FAST, COMSATS, and others. A young population, over 65% under 30 has embraced freelancing, coding bootcamps, and startup culture. Add global demand for cost-effective, high-quality tech solutions… and you get a recipe for growth. That’s where P@SHA steps in. It isn’t just a trade association. It’s the umbrella for more than 1,600 member companies, representing an industry that now supports over 600,000 IT professionals and freelancers. It’s the voice that lobbies for policy consistency, tax clarity, and better infrastructure so exports can scale. And it’s the bridge connecting Pakistan’s 10,000+ tech firms to international markets. The results speak for themselves: Pakistan’s IT & ITeS exports hit a record $3.8 billion in FY 2024-25, an 18% jump year-over-year. With the right policy support, government and industry leaders are targeting $10 billion in exports by 2029. So when you hear P@SHA, don’t just think “industry body.” Think growth engine. Policy voice. The scaffolding of Pakistan’s tech future. — Hi, I’m Adam. I’m placing a big bet on Pakistan’s tech future and I’m here to make sure the world doesn’t miss it.

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How Pakistan’s IT Industry Can Benefit from the $100K H-1B Fee? Offshore Delivery Advantage: Pakistani firms can present themselves as cost-effective alternatives to expensive H-1B hires. A $100K visa fee can fund entire teams offshore for months. Retaining Skilled Talent: With fewer avenues for relocation, top engineers may stay in Pakistan and work remotely — fueling the domestic tech ecosystem instead of contributing to brain drain. Boost to Exports & Foreign Exchange: More U.S. firms outsourcing directly translates into higher IT export revenues, strengthening the economy. Niche Expertise & Premium Services: By focusing on Agile delivery, QA as a Service, Cloud/DevOps, and Digital Transformation, Pakistani consultancies can secure high-value engagements instead of competing on price alone. Strengthening Consulting & Advisory: Organisations moving away from H-1B reliance will require help with process audits, governance, and digital transformations — services where Pakistan can grow its consulting footprint.

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“Why did you start atomcamp ?” It’s a question I’ve been asked countless times over the past few years. We started atomcamp with a simple but urgent mission: to upskill the youth of Pakistan. Everywhere we looked, we saw potential.Young minds with grit, curiosity, and ambition. What they needed wasn’t just degrees. They needed skills that could open doors in the real world. Skills that are relevant today, skills that companies across the world are hiring for. I’m not against universities. In fact, they shape our thinking, give us discipline, and help us grow. But like many others, when I graduated, I realized the gap between what I had learned and what the market demanded. And that gap can be disheartening. It forces so many of us to settle : for lower pay, for jobs that don’t challenge us, for opportunities that don’t reflect our potential. That’s why atomcamp was born. -To bridge that gap. -To give our youth leverage. Today,in just a few years, we've trained over 5,000+ learners across Pakistan in data-related fields. More than just numbers, it’s the stories that move us. Young people getting their first job in tech, switching careers, freelancing for international clients, or even starting their own ventures. What truly humbles me is the community we’ve built. It’s not just about teaching anymore.It’s about learning together, lifting each other up, and proving that we can shape a different future, one skilled individual at a time. If you're a recent graduate or someone feeling stuck, this is your reminder: You don’t have to settle. You can upskill. You can grow. You can lead. Your chance to upskill : https://lnkd.in/ekiUD77e

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FoodPapa vs FoodPanda | A Bold Move, But Poorly Executed As someone who actively supports local platforms over international giants, I truly wanted to see Foodpapa succeed. Pakistan needs local innovation, and any platform that dares to challenge an established player like FoodPanda deserves a fair shot. But good intent alone doesn’t build a product. Execution does. Here’s where FoodPapa SHOULD HAVE done better, not for criticism’s sake, but so we can learn, improve, and grow: 1. It SHOULD HAVE been launched with proper tech This is not just a delivery service , it’s a tech platform. The app appears to be built on a basic template. Even with low usage, it’s already showing issues: crashes, broken flows, and inconsistent behavior. The kind where your cousin “who makes apps” gets the job". 2. It SHOULD HAVE had a real leadership team This should’ve been structured like a serious startup ,with a CEO, CTO, and CMO. Competing with an international platform demands experience, product maturity, and strategic leadership.  It’s being run like a personal mission, not a startup with vision. 3. It SHOULD HAVE been marketed as a company, not a cause A service needs to speak for itself. Tying it too closely to personalities or non-profit agendas distracts from the product. The platform should stand independently, with a clear brand identity and professional tone. Right now, FoodPapa feels like a goodwill extension of JDC, not a corporate entity. It’s marketed like a campaign, not a service. 4. It SHOULD HAVE had operational readiness at launch Launching with no live restaurants makes the app practically unusable. Even a soft launch should be planned with active vendors and usable features. This looks rushed. This isn’t MVP; this is “not ready.” 5.There is no WEBSITE.  In 2025. Competing against FoodPanda. Still no website. Tech wasn’t even on the roadmap, clearly. 6. It SHOULD HAVE built real teams, not fake profiles  Several listed employees are clearly fake profiles. That’s not just bad optics, that’s brand damage. 7. It SHOULD HAVE had thoughtful messaging The slogans and taglines feel immature for a serious platform. Communication needs to reflect the scale and vision of the product. FoodPapa had the potential to be a disruptive force, but the execution so far feels like a product built out without professionals. #FoodPapa #StartupLessons #ProductLeadership #PakistanTech #FoodDelivery #PlatformThinking #SupportLocal

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