Luminary Pakistan

Leading the organization with democratic leadership style this Man is ready to fuel Power Engineering and automobile sector in Pakistan

Focusing Quality, reliability, and efficiency 

Luminary: How you started your journey?

Mr. Imran Ghani:I am a mechanical engineer by profession and graduated from University of Engineering & Technology (UET) in 1992. Afterward started my job in Pak-Arab Fertilizers and continued my Masters from the same university. In Pak Arab, I met a great person who used to motivate and support me throughout my personal and professional life. Unfortunately, the person is no more in this world.

After completion of masters in 1996, made my first switch to ABB as service manager where I worked for four plus years but I enjoyed previous job role the most. Switched my job and joined NesPak for some time but second major move in my career was joining ICI Pakistan as maintenance engineer where I serve for seven years till 2007.  After ICI I took the toughest decision of my life to join MAN Diesel & Turbo Pakistan (MAN). MAN was newly established company and operations were yet to be started. We started with turbocharger business only but in the proceeding, year added power plant business as well. So, in 2008 we were in little shape to take thing further in the market.

Luminary:How you explain the portfolio and strategy of MAN Diesel & Turbo in Pakistan?

Mr. Imran Ghani: MAN is an abbreviation of Machinenfabrik meaning Steel factory , Augsburg, and Nurnberg which are the beautiful cities of Germany and has two main divisions of Power Engineering  and Commercial Vehicles. It’s an umbrella of diesel engines, power plants, turbo machinery,  marine applications, trucks, and buses. It is one of the top thirty (30) organizations of Germany with head office in Augsburg. The group employs about 14,500 people in over 124 locations globally. Every Second Cargo ship in the world is powered by MAN Engine.

When it comes to Pakistan ,  we started with twenty (20) people and now we have 150 people providing sales, operational support, and maintenance services to our clients. In Pakistan, we are catering 900 MW Power Engineering  portfolio and 550 Commercial Vehicles.

The market of Pakistan is a very dynamic and we are eyeing the opening of China-Pakistan Economic Corridor which will revolutionize the entire region. With the development of Gawadar port , a huge influx of consignments through ships and roads is expected  and our full portfolio is ready to meet the challenges.

Luminary: How you are making difference in the market being German based company?

Mr. Imran Ghani: We have a  very cost oriented market in Pakistan to deal with. The market is not ready for high-end products because they are expensive but efficient at the same time. That’s why Chinese companies are dominating because of low initial cost but higher operational cost. But in last two year, we manage to sell twenty (20) commercial buses which are in operation on Lahore-Islamabad Motorway. So, you can say the market is trending towards more reliable European buses and companies are now showing interest. At present, we are importing all products from Germany. We are hopeful with China – Pakistan economic corridor , production of intercity buses would be possible locally after the corridor. We may witness up gradation of technologies from Euro 2 and 3  to Euro  5 in coming days.

Luminary: What is your sustainability strategy in Pakistan?

Mr. Imran Ghani: As we discussed our products are high end and expensive but we present customers the “Life Cycle Cost Analysis (LCCA)” tool. In LCCA, both capital and operation cost is shown and explained in detail. Our products seem expensive but at the same time more efficient. When you apply the same tool on competitors products , then we get an advantage and this is how we compete in the market and offer competitive solutions in response to other low-cost products.

Luminary: How you deal with innovation in your organization?

Mr. Imran Ghani: MAN Group operates with a diamond strategy which contains four stone pillars. First and foremost is the people working and making difference for you. We take good care of them here and back in headquarters in Germany. I myself worked in the various organization and have a clear idea what resources expect from the companies. We offer competitive salary packages along with fringe benefits. Employees are the real assets of the organization. We achieve significant growth in recent years with innovative ideas contributed by our employees. My office door is always open for new ideas. We also have a full day for brainstorming sessions and passionate professionals come up with new ways how we can improve and move forward. In MAN ideas are not coming from the top. Every year we have done something new and we achieve such incredible growth. Secondly, we are in customers market and “We don’t sell more but don’t offer less”. We try to match our products according to the customer needs. Our aim is to match offerings with the demand to make customers happy.

Luminary: How MAN take care of environmental regulations?

Mr. Imran Ghani: MAN products are designed to cater future needs. We fulfill national and international standards and that is why our products are high end and expensive. We take due care and comply with country regulation as well as international regulations.

Luminary: How you handle a difference of opinion in the organization?

Mr. Imran Ghani: Well if there is a difference of opinion than you have to negotiate. I always discuss and talk with people. I try to understand and listen carefully. We must be all ears while listening to the person having a difference of opinion. I normally talk to him and sort it out. I feel leaders of the organization should adopt this behavior and act according to the situation. Leadership style must be managed and adjusted according to the need of the person.

Luminary: What are the future plans of MAN Diesel & Turbo Pakistan?

Mr. Imran Ghani: We have some plans but I can’t disclose right now as they are of strategic nature. We have offices in Lahore and Karachi at present and looking to have more offices in Lahore, Rawalpindi and Islamabad very soon.

Luminary: Where do you learn and get inspiration?

Mr. Imran Ghani: I read Quran very often and learn leadership from the life of Prophet Muhammad S.A.W. There are many messages with practical examples in his life. All you have to do is to understand the message. 

Luminary: How you manage your work life balance?

Mr. Imran Ghani: This is a very subjective question and at times it is difficult to maintain the balance. Almost 30%-35% of my time spent in national and international traveling. My son is about 3.5 years old. Before his birth, my wife uses to travel with me most of the time but now it’s not possible. Usually, I spend all weekends with family to cover the gap of traveling. I really enjoy my work and don’t think  need a break from work. I have started this organization from scratch and there is nothing like work stress. You manage something which comes from inside. Previously I use to play badminton but now I am short of time to continue such thrilling sport. However, morning walk with little exercise is what makes me moving.

Luminary:  Your message to young professionals and entrepreneurs?

Mr. Imran Ghani: There would be hurdles and you should have the courage to overcome. I would recommend one must have a backup plan. The problem is we think a lot, keep thinking and don’t act. I learn a lot from my mentor, Mr. Babar Hussain when I was working in Packages a long time ago. I would like to advise the same to upcoming entrepreneurs. I remember he used to come an hour earlier than the staff daily. One particular morning I also showed up early and met him at the gate. He asked me to walk with him and said, “Imran you need to learn this thing, “You make mistake once but second time if you make the same mistake it becomes the sin.” So, don’t repeat your mistakes again.