Boardroom: Kindly share your professional journey and how you entered the gaming industry?

Majid Nawaz: My journey began as an Android developer, driven primarily by a deep interest in building digital products. Initially, my focus was on mobile applications, but over time I developed a broader perspective on user engagement and market dynamics. During this phase, I was simultaneously working in a technology role while exploring opportunities within gaming as a parallel pursuit.

What attracted me to gaming was its fundamental connection with entertainment. Unlike utility-based applications, which often have limited lifecycle relevance, entertainment products evolve continuously and scale with audience demand. This realization prompted a gradual but decisive shift from general mobile development to gaming.

Boardroom:  What role did early technical expertise and market understanding play in your growth?

Majid Nawaz:  In the early stages, mastering App Store Optimisation was critical. At that time, organic growth through keyword strategy and discoverability was a defining capability. We leveraged ASO to position our products effectively in international markets, which allowed us to acquire users at scale without heavy marketing expenditure.

Within six to eight months, one of our applications crossed ten million downloads. This milestone was pivotal because it provided us with a substantial user base and, more importantly, actionable insights into monetisation models. Once you understand user behavior and revenue mechanics, the business becomes far more predictable and scalable.

Boardroom:  At what point did you decide to fully transition into gaming as a business?

Majid Nawaz:  The transition was both strategic and philosophical. While working within a corporate environment, I observed that prevailing development approaches lacked long-term vision and quality orientation. My analysis of the gaming market suggested a different direction, one that emphasized user experience, originality, and sustainable growth.

There was initial resistance to these ideas, which is natural in established systems. However, as my independent projects began generating revenue, I recognized an opportunity to reinvest those earnings into building a gaming venture aligned with my own vision. That was the inflection point where I committed fully to the gaming domain.

Boardroom: How did you differentiate your approach from existing industry practices?

Majid Nawaz:  At that time, a dominant model in the local industry revolved around replication and mass production. Successful titles were frequently cloned and scaled in volume to maximise short-term gains. While this approach delivered revenue, it lacked innovation and long-term brand value.

My approach was fundamentally different. I focused on creating original experiences rooted in relatable themes. For instance, one of the early concepts drew inspiration from rural farming experiences, while another was influenced by the popularity of wrestling entertainment. These ideas were not only culturally relevant but also addressed gaps in the existing market.

A significant amount of time was invested in developing mechanics and controls, ensuring that the gameplay experience met a higher quality benchmark. The emphasis was on differentiation through experience rather than volume.

Boardroom: What challenges did you encounter during the early stages of building your gaming venture?

Majid Nawaz:  The initial phase was particularly demanding. Despite investing time, effort, and financial resources, we experienced a prolonged period of limited traction. For nearly nine months, there was minimal user response, and the business was operating under significant financial pressure.

This phase tested both resilience and strategic clarity. Instead of pivoting prematurely, we continued refining our products, improving quality, and applying incremental changes based on learning and observation. Eventually, these efforts began to yield results, and user engagement started to grow. This period reinforced an important lesson: in product-driven businesses, persistence combined with iterative improvement is often more critical than immediate success.

Boardroom:  How did you approach scaling once you began gaining traction?

Majid Nawaz:  As the market became more competitive, we expanded beyond organic growth and built a performance-driven user acquisition strategy. Our focus is on ROAS-based campaigns, where every dollar spent is measured against long-term user value rather than short-term installs.

We continuously test ad creatives, audience segments, and channels to optimize CPI and improve conversion rates. More importantly, we align UA with in-game monetization and retention metrics to ensure sustainable profitability.

This shift from volume-driven installs to value-driven acquisition has allowed us to scale in a more predictable and efficient way

Boardroom:  What key lessons would you share with aspiring entrepreneurs in the digital and gaming space?

Majid Nawaz:  One of the most important lessons is the value of independent thinking. Innovation often begins with questioning existing practices and having the conviction to pursue alternative approaches.

Secondly, technical skill alone is not sufficient. A strong understanding of market dynamics, user behavior, and monetisation strategies is equally essential.

Finally, resilience is non-negotiable. Early setbacks are inevitable, but they should be viewed as part of the learning curve rather than indicators of failure. Sustainable success requires patience, adaptability, and a long-term perspective.

Boardroom:  What is your vision for the future of gaming from a regional perspective?

Majid Nawaz:  The gaming industry holds immense potential, particularly in emerging markets like Pakistan. With the right combination of talent, innovation, and strategic direction, local studios can compete on a global scale.

The future lies in creating high-quality, original content that resonates with international audiences while maintaining cultural authenticity. As infrastructure, talent development, and investment ecosystems continue to evolve, the region is well-positioned to become a significant contributor to the global gaming landscape.