Ali Imran calls for Pakistan’s IT shift from outsourcing to innovation and ownership

With experience in the IT industry dating back to 1998, Ali Imran has been leading his own IT firm since 2008, specialising in software development, digital commerce and technology consulting.

He notes that, for too long, the industry’s international proposition has been framed around competitive costs and an abundant pool of technical talent. He says both are advantages, but neither is a durable strategy on its own. Clients can find lower prices elsewhere, and technology is steadily automating routine tasks. He stresses that the businesses that endure will be those trusted to solve consequential problems, not simply supply inexpensive hours.

Ali clarifies that this does not mean abandoning outsourcing. He says services remain an important route into global markets, particularly for smaller firms. They expose teams to real business challenges and create the revenue that can finance innovation. He suggests that the opportunity is to use that experience as a foundation for more specialised capabilities: industry-focused platforms, repeatable software solutions, cybersecurity, data engineering and products that companies can develop and own.

Ali Imran points out that the distinction is significant. He says a company selling time must continuously win the next contract, while a company that builds reusable expertise, documented processes and proprietary technology can generate value beyond an individual engagement. He stresses that neither model is automatically superior, but combining dependable service delivery with investment in intellectual property can create a stronger business.

Ali emphasises that technical competence alone is not sufficient. He says international customers assess whether a provider communicates clearly, protects sensitive information, manages risk, documents decisions and delivers consistently after a project launches. He stresses that these are not administrative extras, as they determine whether a short-term supplier becomes a long-term technology partner.

He urges Pakistan’s industry to make quality a competitive identity. He says firms need stronger engineering discipline, transparent project governance, realistic commitments and measurable outcomes. He stresses that universities and training institutions must complement coding skills with systems thinking, communication, security awareness and commercial judgement. He adds that young professionals should learn not only how to build an application, but why it matters to the organisation using it.

Ali Imran says artificial intelligence makes this shift more urgent. He notes that generating code or content is becoming easier, while defining the right problem, validating outputs, integrating complex systems and accepting responsibility for results remain demanding. He stresses that the next competitive advantage will belong to professionals who can combine technical fluency with sound judgement. He warns that competing only on the speed of routine production is a race with diminishing rewards.

Ali Imran acknowledges that public policy has a role, too. He says predictable regulation, reliable digital infrastructure, practical support for exports and smoother access to international payments help companies plan beyond the next quarter. However, he stresses that policy cannot substitute for the industry’s own commitment to professionalism, research and product development.

Ali Imran urges Pakistan to measure technology success not only by how much work it exports, but by how much expertise it retains, how many enduring businesses it builds and how much original value it brings to global markets.

“The ambition should be straightforward: move from being chosen because we cost less to being trusted because we deliver more.” Ali Imran, Founder and CEO of Fossens Consulting tells The Financial Daily.

The Financial Daily — Pakistan’s most comprehensive financial newspaper and financial news website, published simultaneously from Karachi and Lahore.