Chairman, Summit Strategies, Independent Board Director, Lucky Textiles and HRSG. Formerly MD & CEO of Descon Chemicals and Descon Oxychem, Director at British Oxygen (Pakistan), and Director of FMC Plc. U.S., and Sumitomo Heavy Industries, Japan (JV).For six successive years, he has been selected as one of the Top 100 CEOs and business leaders in Pakistan. He was a member of the Board of Governors at Pakistan Society for Training & Development, and served as its President between 2013-16. He served as a Co-Chair for the Border Facilitation of the Pakistan-India Joint Business Forum, recognized by both countries for its significant contributions towards trade development. He is an advocate for women’s rights, gender diversity, and inclusion. He was Chairperson for the International Advisory Board for Women in 2017-18 and chairs the Advisory Council of Pakistan, WE-NET. Aamir was a valedictorian at both Aitchison College, Lahore and Southern Methodist University’s Cox School of Business, in Dallas (U.S.).
Boardroom: Kindly share your professional journey and what inspired you to pursue this profession?
Aamir Niazi: In reflecting on my professional journey, I am reminded of the passion and dedication that have driven me throughout my career. With over thirty-five years of experience in industry spread across the U.S., Japan and Pakistan, I have had the privilege of working with exceptional teams and outstanding leaders. They have shaped my perspective and fueled my growth.
My journey began with FMC, a U.S. based MNC, in a strategic planning role, moving to a senior commercial sales and marketing roles, and running manufacturing operations for a $550 million business. FMC established a joint-venture with Sumitomo Heavy Industries of Japan, when I was elevated to the role of Director Strategy and Organization. The mission was to work with the JV board in providing direction, guidance and assisting management in establishing standards of performance. Focus was growth, profitability and market share.
The next stage was my eighteen years association with British Oxygen (BOC Group Plc now Linde) and eventually, leading Descon Oxychem and Descon Chemicals, as its MD and Chief Executive Officer. I also served as the Director and Vice-Chairman of Telecard, a prominent telecommunications company.
Boardroom: How would you describe your leadership style, and how has it evolved over the years?
Aamir Niazi: I firmly believe that leadership is not about dictating, but about collaboration, transparency and accountability. My leadership style is centered around fostering an open, inclusive, and participative culture. I encourage every team member to take ownership, share ideas, and contribute to problem-solving and decision-making processes.
Consensus-building is the key to our success. By engaging with our teams and valuing diverse perspectives, we make more informed decisions that drive collective growth. This approach not only empowers individuals, but also cultivates a sense of accountability and shared responsibility. By demonstrating these behaviors, we have created a dynamic work environment, where everyone feels heard, valued and motivated to excel.
Boardroom: What has been the most difficult decision you have made in your professional life, and what did you learn from it?
Aamir Niazi: One of the most difficult decisions that we have made as a family was to leave the comforts and opportunities of the U.S., a highly developed society, and return to Pakistan after seventeen years. It was a daunting choice, but one that has proven to be profoundly rewarding.
In America we had access to world-class resources, infrastructure and network. However, I realized that my skills and expertise could have a far greater impact in Pakistan, where the need for innovation, progress and positive change is immense.
Returning to Pakistan presented unique challenges, but it also offered unparalleled opportunities for growth, learning and contribution. I have had the privilege of witnessing firsthand the impact that dedicated individuals and organizations can have on shaping the future of our country.
Boardroom: Every leader faces setbacks. Can you please share an example of how did you navigate a major challenge and built resilience from it?
Aamir Niazi: One significant setback was faced when FMC was developing hydraulic self-propelled crane product line, which was a mission-critical assignment. The team faced a significant setback as the prototype failed in the field. It was a serious design engineering issue, with major manufacturing quality failures.
Initially, it seemed like a devastating blow, impacting our timelines, revenue projections, and the team’s morale. It was the first project, where the business had used integrated and automated design and manufacturing systems.
However, we chose to view it as an opportunity for growth and innovation. We swiftly regrouped, reevaluated our design strategy and collaborated with our teams to find effective solutions. We leveraged the delay to enhance product quality, refine our marketing approach and strengthen customer engagement.
The outcome was remarkable. Not only did we launch a superior product line, but we also built stronger relationships with our customers and team members. This experience taught me the value of resilience, adaptability and turning challenges into catalysts for success.
Boardroom: In your view, what role do governance, ethics, and accountability play in building sustainable organizations?
Aamir Niazi: Governance, ethics and accountability are the bedrock of sustainable organizations. They foster trust, transparency and responsible decision-making, ensuring that companies operate in a manner that is not only profitable but also socially and environmentally responsible.
Effective governance provides a framework for oversight, risk management and strategic direction. Ethics guide our actions, prioritizing integrity, fairness and respect for stakeholders. Accountability promotes a culture of responsibility, where individuals and boards are answerable for their actions and outcomes.
Boardroom: How do you balance tradition with innovation, especially in an environment where disruption is constant?
Aamir Niazi: Balancing tradition with innovation requires a nuanced approach. We respect our heritage and core values, while embracing change and innovation. This involves four factors; First, understanding our roots and legacy. Second, identifying areas for innovations and improvement. Third, encouraging experimentation and calculated risk-taking. Fourth, integrating new ideas with timeless values.
Boardroom: What strategies do you use to motivate and empower your teams to perform at their best?
Aamir Niazi: I use a number of strategies to motivate and empower teams across organizations. First, we foster an open and inclusive culture where everyone feels valued and heard. Second, setting clear goals and expectations, providing autonomy and encouraging ownership. Third, recognizing and rewarding performance and contributions. Fourth, investing in professional development and growth opportunities.
Finally, and perhaps the most important, leading by example, demonstrating integrity and promoting work-life balance.
Boardroom: Who have been your mentors or role models, and what lessons have you carried from them into your own leadership?
Aamir Niazi: My parents remain the most important role models. In terms of mentors, there are two people who stand-out. These include Dr. Alva Clutts, a Harvard trained Ph.D. in organizational behavior and culture. She was my faculty advisor at the university that I attended in the U.S. (Southern Methodist University in Dallas). The second was Dick Schafroth, a colleague and a leadership inspiration. Dick was the President of Koehring and held a number of very senior leadership roles at John Deere and in American industry.
My parents were symbols of integrity and moral courage, highlighting the value of ethical leadership and mentorship. They helped build perseverance and adaptability in the face of obstacles, embracing challenge as opportunity for growth.
Leadership learnings from the two mentors included balancing ambitious goals with ethical decision-making, demonstrating the importance of fair-trade practices and principled leadership. Further, they exemplified the importance of empathy and transparency in leadership, driving innovation and growth. Finally, encouraging long-term vision and preparation for future roles, helping mentees develop strategic thinking.
Boardroom: What do you see as the biggest opportunities and challenges for Pakistan’s business ecosystem in the coming years?
Aamir Niazi: Poverty and unemployment at the top, with 44.7% of the population living below the poverty line. Inflation and debt have placed serious strain on the economy, with external debt at $135 billion and inflation seriously impacting household incomes. Pakistan’s national literacy rate stands around 61%, with significant disparities between male and female literacy rates.
Gender inequality is a major challenge where women face significant barriers in education, work and decision-making. Security challenges have risen to serious levels, where the country faces a growing, multi-front security threat. Climate challenge is having far-reaching implications, including floods and heatwaves. Finally, weak governance across society, including major institutions, weakened by short-term decisions aimed at protecting the elite in society.
Boardroom: What advice would you give to young professionals and entrepreneurs who aspire to leadership roles?
Aamir Niazi: Be curious and keep learning — stay adaptable and open to new ideas. Take calculated risks — move out of your comfort zone. Build strong relationships — networks, mentor, and collaborate. Stay resilient — convert setbacks to comebacks. Pursue your passion — align your work with your values and interest, and don’t be afraid of failing.
Boardroom: How do you maintain a balance between professional responsibilities and personal well-being?
Aamir Niazi: I prioritize time management, self-care, support network, delegation and disconnecting regularly, unplugging from work-related tasks.
Boardroom: Looking back, what impact do you hope to leave behind on your industry, organization, or community?
Aamir Niazi: Ideally, I would like to leave an impact on industry around transformative solutions that genuinely elevate it to global standards. Sustainability and mentorship would be equally important streams. In terms of society, empowerment for the underprivileged and genuine community engagement with those people who merit it the most.
At the family level, it’s around values, instilling a strong sense of integrity and compassion. It also about support, being present and supportive for my loved ones, prioritizing quality time and relationships. Finally provide an inspirational canvas for service giving and fostering unconditional care (non-transactional relationship).
