Muhammad Sami brings a unique blend of information technology expertise and hospitality experience to his leadership role. With a master’s degree in IT and certifications in hospitality services, he has built a career that bridges technology and customer service excellence. His professional journey spans technical leadership at ACS Global to key management roles in hospitality, where he has successfully navigated challenges such as the COVID-19 crisis. Known for his collaborative and adaptive leadership style, Sami is committed to integrity, innovation, and empowering teams, while shaping sustainable growth in Pakistan’s hospitality industry.
Boardroom: Kindly share your professional journey and what inspired you to pursue this profession?
Muhammad Sami: My career began at the intersection of information technology and hospitality, driven by a strong passion for leveraging technology to enhance hospitality services. This interest led me to pursue a master’s degree in Information Technology, complemented by various certifications in Hospitality Services. Through this academic foundation, I developed a deep understanding of the hospitality industry and its technological needs.
Professionally, I have had diverse roles that have honed my technical expertise and leadership skills. Notably, I served as the Technical Department Head at ACS Global, where I oversaw technological operations and led teams effectively. Subsequently, I joined Maisonette Group as an IT Manager, further expanding my technical competence.
Throughout my journey, I have worked across various hotel departments, gaining invaluable experience and insights. Currently, I am the Director of Sales and Marketing at Maisonette Group, a role that allows me to apply my skills in driving business growth and delivering impactful results. I find immense satisfaction in continuous learning and applying my expertise to achieve meaningful outcomes.
Boardroom: How would you describe your leadership style, and how has it evolved over the years?
Muhammad Sami: My leadership style is best described as collaborative and adaptive. I believe in empowering team members by giving them ownership of their work while providing guidance and support when needed. I focus on creating an environment where open communication, respect, and accountability are central.
Boardroom: What has been the most difficult decision you have made in your professional life, and what did you learn from it?
Muhammad Sami: One of the most significant career transitions was shifting from an IT-focused academic background to a career in hospitality. This challenging decision taught me invaluable lessons in leadership, including the importance of balancing empathy with objectivity, and the value of resilience, transparency, and ethical decision-making.
Boardroom: Every leader faces setbacks. Can you please share an example of how did you navigate a major challenge and built resilience from it?
Muhammad Sami: COVID-19 pandemic presented a significant challenge to the hospitality industry. Through persistent efforts, strategic restructuring, and team rebuilding, we navigated the crisis and adapted to the new business landscape.
Boardroom: In your view, what role do governance, ethics, and accountability play in building sustainable organizations?
Muhammad Sami: I believe that governance, ethics, and accountability are fundamental pillars of sustainable organizations. Governance provides structure, ethics ensure fairness and responsibility, and accountability fosters trust. Together, they enable organizations to grow responsibly and maintain long-term stakeholder confidence.
Boardroom: How do you balance tradition with innovation, especially in an environment where disruption is constant?
Muhammad Sami: I believe that tradition and innovation are complementary forces. By preserving core values and time-tested practices while embracing creativity and adaptability, organizations can stay resilient and competitive in a rapidly changing landscape.
Boardroom: What strategies do you use to motivate and empower your teams to perform at their best?
Muhammad Sami: I motivate and empower teams by fostering trust, recognizing contributions, and providing growth opportunities. Through open communication and leading by example, he/she creates an environment where people feel valued and inspired to deliver their best.
Boardroom: Who have been your mentors or role models, and what lessons have you carried from them into your own leadership?
Muhammad Sami: My mentors have been senior colleagues and leaders, I admired for their integrity, patience, and vision. From them, I learned the importance of listening, leading by example, and staying grounded while making tough decisions.
Boardroom: What do you see as the biggest opportunities and challenges for Pakistan’s business ecosystem in the coming years?
Muhammad Sami: The biggest opportunities are in technology, exports, and young talent. The main challenges are energy issues, unstable policies, and lack of investment.
Boardroom: What advice would you give to young professionals and entrepreneurs who aspire to leadership roles?
Muhammad Sami: Work hard, keep learning, stay honest, and be patient. Focus on building skills, treating people with respect, and never fear challenges.
Boardroom: How do you maintain a balance between professional responsibilities and personal well-being?
Muhammad Sami: I balance work and personal life by setting boundaries, managing time well, and giving equal importance to health, family, and rest along with my professional duties.
Boardroom: Looking back, what impact do you hope to leave behind on your industry, organization, or community?
Muhammad Sami: I hope to leave a legacy of integrity, innovation, and teamwork, helping my organization grow, inspiring others, and creating opportunities that benefit the wider community.
