Can you briefly share the key milestones in your journey as an engineer and leader in the Engineering Sector?
Waseem Nazir: My journey into the field of engineering began at the University of Engineering and Technology (UET), Lahore. While still in university, I was naturally inclined towards entrepreneurship, which led me to co-found a construction business. This venture provided me with valuable, hands-on experience in managing construction projects.
After completing my degree, I spent almost six years in the public sector, working with the Irrigation Department. This period was instrumental in enhancing my understanding of project management, development strategies, and operational challenges along with the bureaucracy and ground realities of Pakistan.
In my late 20s, I decided to further my education by pursuing a Master’s in Civil Engineering in the UK. This experience not only broadened my technical knowledge but also refined my work ethic. My interest in consultancy was piqued during my studies, particularly through my engagement with Sir M MacDonald & Partners. This initial connection eventually led to a professional role with the firm, which later merged with Mott, Hay and Anderson to form Mott MacDonald. While completing my MBA, I was presented with an opportunity to work with Mott MacDonald, and it was during this time that I proposed the idea of establishing a presence in Pakistan to the directors at Mott MacDonald—a proposal that marked the beginning of MM Pakistan (MMP) in 1986.
Starting with just a small team of 2 or 3 individuals, we worked tirelessly, around the clock, seven days a week, to build MMP. Those early days were filled with challenges, but our hard work paid off as MMP steadily grew in both size and reputation. Over the years, I took on more responsibilities and eventually became the Regional Director at Mott MacDonald. A significant highlight of my career was receiving the prestigious Mott MacDonald Chairman’s Award, which recognized the leadership and transformative influence I brought to the company.
In 2017, I got an opportunity to make MMP a wholly independent entity. Since then, MMP has thrived, with our portfolio and revenue more than doubling.
Looking back, the journey has been one of continuous growth and overcoming challenges. From achieving distinctions at Southampton University to becoming one of the youngest Managing Directors in the local market in my early 30s, each step has reinforced my ethos of conquering challenges and excelling in every endeavor I set my mind to.
What do you consider your most significant accomplishments at MMP?
WN: One of my proudest accomplishments is the establishment and growth of MMP. We started as a small consultancy, but today, MMP is involved with a $20 billion portfolio of projects critical to Pakistan’s national and strategic interests.
Today, MMP is one of the largest private sector employers in Pakistan’s engineering industry, providing employment to over 1,000 professionals across more than 50 engineering disciplines.
Our work has set global benchmarks, from designing Pakistan’s tallest building to delivering the country’s first Platinum LEED-certified manufacturing facility, and, as of today, the #1 ranked Gold Standard BRT in the world. Additionally, we are contributing to mega projects with a cumulative reserve capacity of more than 20,000 MW, including the fourth and fifth phase expansion projects of the Tarbela Dam (T4 & T5), Diamer-Basha Dam – the world’s tallest RCC dam -, Suki Kinari HPP – the largest IPP (hydropower) project in Pakistan -, and the Bunji Hydropower Project – the world’s top 10 largest hydropower projects,
MMP has also received significant recognition, such as ENR’s Global Best Projects Award and the British Construction Industry Award. For several years, we ranked first among all local consultancies involved in ADB-funded projects in Pakistan.
What sets us apart is our willingness to tackle the most challenging projects in the national interest—projects that others might shy away from. For example, we’ve taken this challenge to jump into critical projects midway – like the Islamabad International Airport and Convention Center – and take them to successful completion. Where others see insurmountable challenges, we see opportunities to make a meaningful difference.
What are the biggest challenges facing Pakistan’s engineering sectors, and how do you envision overcoming them?
WN: The challenges in Pakistan’s engineering sectors are indeed multifaceted. One of the major issues is the lack of respect and recognition for engineers. Despite their critical role in nation-building, engineers often find themselves undervalued, which can be disheartening. Additionally, our engineering education and certification systems are outdated, making it difficult for our engineers to compete globally.
Another significant challenge is the gap in implementing existing Acts and By-Laws, which has led to the Pakistan Engineering Council (PEC) straying from its core mandate. To address these issues, we need to work on enhancing the global image of Pakistani engineers, ensuring that our skills align with international standards. We also need to make sure that the right certifications are accessible and affordable for all engineers.
Furthermore, there is a pressing need to foster collaboration between academia and industry, particularly in the area of research and innovation. This collaboration should also extend to encouraging industry to invest in R&D initiatives within universities, where foundational research can lead to groundbreaking innovations. By working closely with academic institutions and supporting their research, industries can not only drive innovation but also help develop our country’s intellectual property and technological capabilities.
It is crucial to advocate for fair treatment and compensation for engineers in the public sector. These professionals are often the backbone of national infrastructure projects, yet they frequently face disparities in recognition and remuneration compared to their private-sector counterparts. Addressing this imbalance is essential for ensuring that our public sector engineers are valued appropriately and can continue to contribute effectively to the nation’s development.
Our engineers have the potential to compete globally, and it is imperative that we focus on exporting skilled professionals, not just unskilled labor. Our companies must provide engineers with the necessary exposure, experience, and opportunities they currently lack compared to their counterparts in countries like India and the Philippines. By bridging this gap, we can ensure that our engineers are well-prepared to excel on the international stage.
Are regulatory bodies effectively dealing with these issues?
WN: Unfortunately, our regulatory bodies, including the Pakistan Engineering Council (PEC), have struggled to effectively address these challenges. The lack of institutional capacity has led to an administrative, legal, and accounting structure that doesn’t fully understand or support engineering and development. This weak regulatory framework often hinders rather than facilitates project management and operations, leading to controversies, especially with mega projects.
Moreover, political interference has created a culture of patronage within the PEC, resulting in leadership that often lacks the necessary knowledge and understanding of the profession. Since its inception in 1976, the PEC has been largely run by non-practicing engineers who are disconnected from the realities of the industry. Additionally, the PEC has not actively facilitated R&D or championed the development of “Made in Pakistan” innovations, failing to encourage the growth of homegrown solutions and technologies
Without a strong, independent, and supportive regulatory system, our companies will continue to struggle, and our reliance on foreign engineers, companies and technologies will persist. It’s crucial that we reform these bodies to better serve the engineering community and the nation.
What is your vision for PEG and the future of engineering in Pakistan?
WN: The Professional Excellence Group (PEG) is integral to my vision for transforming the engineering landscape in Pakistan. I established PEG with a firm belief that the existing norms needed to evolve. Engineers deserve respect, their challenges must be addressed head-on, and there should be a forward-looking approach to tackle these issues sustainably. PEG is dedicated to offering ongoing professional development, especially for young engineers, through targeted training, workshops, and mentorship programs.
Our mission is to cultivate an environment where Pakistani engineers are globally recognized as true professionals. I am committed to fostering innovation, raising industry standards, and ensuring that the next generation of engineers is fully prepared to navigate the complexities of the future. PEG is not just an organization; it represents a movement to uplift the engineering profession in Pakistan.
What message would you like to convey to the young engineers of Pakistan?
WN: To the young engineers of Pakistan, my message is clear: take on challenges with confidence and make lifelong learning a priority. The future of our nation’s development is in your hands. With the right blend of skills, commitment, and support, you have the potential to achieve remarkable success and make a significant impact on our country’s progress. Keep in mind that the journey to success is seldom easy, but with determination and perseverance, you can overcome any obstacle.
As you pursue opportunities both at home and abroad, remember that you are not only building your careers but also acting as ambassadors for Pakistan. Your work overseas can be a conduit for foreign exchange and help improve the global perception of Pakistani engineers. By excelling internationally, you contribute to strengthening our nation’s image and showcasing the talent and expertise that Pakistan has to offer. Together, we can pave the way for a brighter and more promising future for engineering in Pakistan.n