The Flare panel interacted with Asghar Jaffery, General Manager of Hotel d’Gates in Lahore. He mentioned that he took the role of General Manager in February 2024. Since then, he has concentrated on improving operations, raising service levels, creating new business opportunities, and fostering a strong team environment. Running a hotel goes beyond overseeing rooms; it involves curating the full experience for visitors, business clients, and event collaborators

Interview:

Asghar Jaffery

General Manager

Hotel d’Gates, Lahore

Flare: Kindly share your hospitality career journey and experience managing Hotel d’Gates Lahore with our readers.

Asghar Jaffery: Hospitality brings professionalism, people management and attention to detail together to create memorable experiences. My hotel operations experience has given me a strong understanding of guest expectations, sales, revenue management, team leadership and hotel management.

I joined Hotel d’Gates Lahore as General Manager in February 2024. Since then, my focus has been strengthening operations, improving service standards, expanding business opportunities and building a strong team culture. Leading a hotel is not simply about managing rooms; it is about managing the entire experience for guests, corporate clients and event partners.At d’Gates, I have worked to align operations, sales and revenue management around one objective: guest satisfaction and sustainable business growth.

Flare: What is your vision for Hotel d’Gates, and what distinguishes it from other hotels in the City?

Asghar Jaffery: My vision is to rank Hotel d’Gates as one of Lahore’s preferred hotels for accommodation, dining, corporate meetings, conferences and social events.

What distinguishes us is our combination of comfortable accommodation, quality food and beverage, event facilities and personalised service. Our revolving rooftop restaurant is also an important part of our identity, offering guests a distinctive dining experience.

A successful hotel must offer more than a good room. Guests should feel welcomed, respected and valued throughout their stay. Our objective is to create that complete experience while continuously improving our standards.

Flare: How does the hotel’s location influence its business and guest profile?

Asghar Jaffery: Lahore is one of Pakistan’s key business, cultural and tourism destinations, making location important to our business. Our guests include corporate travelers, families, domestic tourists, groups and visitors attending business and social events. Lahore also provides access to a large corporate and events market.

We focus on maintaining a balanced business mix rather than relying on one segment. Corporate business, leisure guests, groups, conferences, banquets and food and beverage all contribute to overall performance.

Flare: What are your main priorities as GM for guest satisfaction, service standards and operational efficiency?

Asghar Jaffery: My first priority is guest satisfaction. Guests may forget many things about a hotel, but they remember how they were treated. I focus on service consistency, cleanliness, responsiveness and staff behaviour. Operational efficiency is equally important, with every department managing costs responsibly.

I monitor performance, listen to guest feedback and address issues before they become complaints. Training and communication are also critical. My philosophy is simple: take care of the guest and the team, and the business will benefit.

Flare: How has Pakistan’s hotel and tourism market changed in recent years?

Asghar Jaffery: Pakistan’s hospitality market has become more competitive, while guests are better informed. Domestic tourism, corporate travel, weddings, conferences and social events continue to offer opportunities.Guests also have higher expectations and compare hotels through online reviews, social media and booking platforms. The industry must therefore become more professional, technology-driven and customer-focused, responding quickly to changing guest needs.

Flare: How is Hotel d’Gates adapting its marketing and digital strategy?

Asghar Jaffery: Digital presence is essential to hotel marketing, as guests discover and evaluate hotels through booking platforms, Google, social media and reviews.

At d’Gates, we focus on digital visibility, engaging content, guest reviews and promoting our rooms, restaurants and event facilities. However, marketing must be backed by a strong guest experience. Advertising may attract guests once, but consistent service brings them back.

Flare: What steps do you take to train and motivate hotel staff?

Asghar Jaffery: Hospitality is a people-driven business, so staff development is a key priority. Training should cover not only technical skills but also communication, grooming, teamwork, complaint handling and guest satisfaction.Recognition is also a powerful motivator. Employees who demonstrate excellent performance should be appreciated and encouraged. I aim to create a culture where employees understand that their performance directly contributes to the hotel’s success. A motivated team ultimately creates a better guest experience.

Flare: How do food, events and corporate business support the hotel’s growth?

Asghar Jaffery: They are extremely important. A modern hotel cannot rely only on room revenue. Food and beverage, banquets, conferences, corporate meetings and social events help diversify revenue.

Our restaurants and banquet facilities serve various segments, from corporate meetings to family functions and larger events. We aim to build strong relationships with corporate clients, event planners, travel partners and institutions while maintaining quality and competitive value.

Flare: What are the major challenges currently facing Pakistan’s hospitality sector?

Asghar Jaffery: Major challenges include rising operating costs, energy prices, taxation, inflation and the availability and retention of skilled manpower. Hotels are particularly sensitive to increases in electricity, gas, food, salaries and other expenses, while guests expect competitive room rates.The solution requires greater efficiency, professional revenue management, staff training and closer cooperation between the private sector and government. Hotels must improve productivity without compromising guest service.

Flare: What policy measures would you like the government to take to support tourism and hospitality?

Asghar Jaffery: I would like a coordinated national strategy focusing on infrastructure, taxation, investment incentives, skills development and destination marketing. The government can also promote Pakistan internationally and encourage investment in hotels and tourism infrastructure.

Hospitality can create jobs, attract investment and contribute to economic growth. With effective policies and public-private cooperation, Pakistan can build a stronger tourism and hospitality sector.

My vision for Hotel d’Gates is to remain a professionally managed, guest-focused and successful hotel. As General Manager, I aim to achieve business growth, develop people, strengthen service standards and establish d’Gates as a trusted hospitality brand in Lahore. To me, hospitality is about serving people well, earning their trust and giving them a reason to return.

The Flare panel facilitates a conversation in an interview with Osman Mohammad Maud, who serves as the Head of LONGi Pakistan & Afghanistan Branch and the Head of Technical Operations for the Central Asia Region. While talking toFlare, he discusses the significance of advanced cell technology as one of the key developments in the field. Cells with higher efficiency produce greater energy output from the same space. LONGi is dedicated to utilising advanced back-contact technology, which is among the top technologies available in the industry

Interview:

Osman Mohammad Maud

Head of LONGi Pakistan & Afghanistan Branch,

Head of Technical Operations, Central Asia Region

Flare: Kindly share your professional journey and experiences that shaped your leadership in renewable energy.

Osman Mohammad Maud: I have worked in the solar industry for many years and witnessed its development. I joined LONGi as a Technical Manager, focusing on solar modules, technology, and technical support. As the market evolved, my responsibilities expanded, and I am now involved in BESS sales and solutions. This experience taught me that technical expertise is important, but understanding customer requirements and providing reliable, long-term solutions is equally essential.

Flare: How would you describe LONGi’s global vision and strategic role in Pakistan and Central Asia?

Osman Mohammad Maud: For me, LONGi is not simply about selling solar panels. Our focus is providing reliable technology customers can trust and that delivers long-term value. We continuously innovate and improve products according to market and customer needs. In Pakistan and Central Asia, we aim to be a reliable technology partner, offering strong solar and, increasingly, energy-storage solutions such as BESS.

Flare: What key factors are driving Pakistan’s rapid transition towards solar energy?

Osman Mohammad Maud: Rising electricity costs and energy demand are major factors. Customers want to reduce electricity expenses and gain greater control over energy costs. Solar has become more accessible, with installations across homes, agriculture, commercial buildings, and industry. It is now familiar to ordinary consumers rather than limited to large projects. This combination of cost pressures, strong solar resources, and accessibility is driving adoption.

Flare: What are the major opportunities and challenges for Pakistan’s solar industry?

Osman Mohammad Maud: There are major opportunities in residential, commercial, industrial, agricultural, and utility-scale solar, while BESS also has significant potential. Higher-efficiency modules can help customers generate more energy where space is limited. However, misinformation remains a challenge. People may stand on panels, causing invisible microcracks, use unsuitable cleaning chemicals, or clean panels during peak sunlight hours. Fake panels are another concern. The opportunity is not only to install more solar, but to build a technically mature industry based on quality products, proper installation, maintenance, and customer education.

Flare: What innovations are improving solar efficiency, reliability, and performance?

Osman Mohammad Maud: Advanced cell technology is a major development. Higher-efficiency cells generate more energy from the same area. LONGi is working with advanced back-contact technology, one of the leading technologies in the market. We are also improving wafers, temperature coefficients, shading performance, and other module features. Ultimately, innovation should deliver higher energy yield, better real-world performance, and greater long-term value.

Flare: How can solar help Pakistan’s industrial, commercial, agricultural, and residential sectors reduce costs and improve productivity?

Osman Mohammad Maud: Solar can benefit almost every sector because electricity is a high cost for businesses and households. Industries and commercial customers can reduce operating costs, while agriculture can use solar for applications such as irrigation. Residential customers can lower bills and gain greater control over energy consumption. However, solutions should be customer-specific. We need to understand the customer’s load, available space, operating pattern, and future requirements before recommending a system.

Flare: How is LONGi ensuring product quality, authenticity, and customer confidence in Pakistan?

Osman Mohammad Maud:LONGi is a Tier 1 company, and our panels undergo multiple testing and quality-control stages. We work with distributors across Pakistan and have flagship stores in cities including Lahore, Karachi, Islamabad, and Peshawar, providing access to authentic A-grade products. Our serial number is placed under the glass and can be verified through our app, making authentication easier. We also have a large team across Pakistan to provide local support.

Flare: As Head of Technical Operations for Central Asia, how do you see the renewable energy potential of Pakistan, Afghanistan, and neighbouring markets?

Osman Mohammad Maud: The region has significant potential. Pakistan has strong solar resources and a large energy market, while Afghanistan and neighbouring markets also offer opportunities, especially where reliable electricity is limited. Solar and energy storage will increasingly work together. Understanding local needs and providing practical solutions will be key to making renewable energy more reliable and accessible.

Flare: What steps are needed to accelerate renewable energy adoption?

Osman Mohammad Maud: Customer education, supportive policies, transparency, and quality standards are essential. Customers need clear information about products, system design, maintenance, and performance. Policymakers should provide consistent policies that encourage investment, while industry stakeholders should educate customers rather than simply sell products. These measures will support sustainable market growth.

Flare: How important are technical training, skilled manpower, and knowledge sharing for sustainable industry growth?

Osman Mohammad Maud: They are essential. Even quality modules cannot perform properly if systems are poorly designed, installed, or maintained. We train installers and share technical knowledge with partners and customers. As technology evolves, professionals must continuously learn about modules, installation, safety, and maintenance. Strong technical skills lead to better systems and satisfied customers.

Flare: How do you see Pakistan’s solar future, and what role will LONGi play?

Osman Mohammad Maud: Solar will remain vital to Pakistan’s energy future, while BESS will become increasingly important. LONGi has entered the BESS market as demand for energy storage grows. We will continue advancing solar technology, improving efficiency, and adapting solutions to customer needs and evolving energy policies.

Flare: What message would you give young engineers, entrepreneurs, and professionals entering Pakistan’s renewable energy sector?

Osman Mohammad Maud: Keep learning and asking questions. Renewable energy is evolving rapidly, so verify information and build strong technical fundamentals. Gain practical experience and understand customers’ real needs. The sector offers significant opportunities for professionals who remain curious, technically strong, and open to learning.

The Flare panel held a sit-down meeting with Waqas Ahmad, the CEO of Redway Innovations (Pvt) Ltd, for an interview. He shared that Redway Innovations aims to build a business environment where technology and creative ideas lead to real solutions. Our goal is to seek out chances where innovation can enhance processes, boost competitiveness, and provide better service to customers

Interview:

Waqas Ahmad

CEO

Redway Innovations (Private) Limited, Mardan

Flare: Kindly share your professional journey and experiences that shaped you as an entrepreneur and business leader.

Waqas Ahmad: My entrepreneurial journey has been driven by identifying opportunities and transforming ideas into practical solutions. I have always believed business is not simply about selling a product or service; it is about understanding problems and creating value for people and organisations. The rapidly changing technological environment provided an opportunity to pursue this philosophy through Redway Innovation. Each stage has brought new challenges and learning experiences that continue to shape my approach to leadership and business development.

Flare: What inspired you to establish Redway Innovations, and what was the original vision behind the company?

Waqas Ahmad: The vision behind Redway Innovations is to create a business environment where technology and innovative thinking become meaningful solutions. We focus on opportunities where innovation can improve processes, strengthen competitiveness, and better serve customers. Our approach is based on understanding market requirements, developing practical solutions, and continuously improving our capabilities. For us, innovation should ultimately produce measurable value.

Flare: What are the core areas of Redway Innovations, and what makes your company different in today’s competitive business environment?

Waqas Ahmad: I believe innovation means finding better, smarter, and more effective ways of doing things. It does not always mean inventing something completely new. It can involve improving an existing process, introducing technology into a traditional business model, or finding a more efficient solution to a customer’s problem. At Redway Innovations, we encourage new ideas and evaluate them based on their practical potential and ability to create value.

Flare: What are some of the most significant challenges you faced while building and growing Redway Innovations, and how did you overcome them?

Waqas Ahmad: One major challenge is the rapidly changing nature of technology, requiring companies to continuously learn and adapt. Access to skilled human resources, investment, infrastructure, market uncertainty, and changing economic conditions can also create difficulties. However, challenges can encourage businesses to become more efficient and creative. Organisations should focus on strong fundamentals, cost control, developing people, understanding customers, and maintaining flexibility.

Flare: As a CEO, what leadership philosophy do you follow when building teams, encouraging creativity, and managing organisational growth?

Waqas Ahmad: My leadership philosophy is based on responsibility, teamwork, continuous learning, and adaptability. A CEO cannot build a successful organisation alone. Sustainable growth requires people who understand the company’s objectives and feel responsible for achieving them. I give team members opportunities to contribute ideas and take ownership while maintaining clear direction and making difficult decisions when necessary.

Flare: How is digital transformation changing the way Pakistani businesses operate, and what opportunities do you see for technology-driven companies?

Waqas Ahmad: Technology is changing how businesses communicate, market products, manage operations, and interact with customers. Pakistan has enormous potential because of its young population and growing digital awareness. Businesses embracing digital tools can improve efficiency, reach wider markets, and compete beyond geographical boundaries. AI, automation, cloud solutions, digital platforms, and data-driven decision-making will increasingly influence business models.

Pakistan has significant opportunities in technology, software, digital services, e-commerce, automation, and technology-enabled solutions. Our young population provides a strong talent base, while global connectivity allows Pakistani companies to access international customers. However, entrepreneurs must focus on quality, reliability, professionalism, and international standards.

Flare: How can Pakistani entrepreneurs turn innovative ideas into successful businesses?

Waqas Ahmad: The first step is identifying a genuine problem. Entrepreneurs can become too focused on an idea without asking whether there is a real market need. They should understand customers, study competitors, test the concept, and develop a practical business model. Starting small, learning from feedback, and improving the solution can be more effective than building everything at once. Most importantly, entrepreneurs must remain persistent and treat failure as a learning experience.

Flare: What role should government and industry play in strengthening Pakistan’s innovation ecosystem?

Waqas Ahmad: Government, industry, educational institutions, and entrepreneurs all have important roles. We need policies that encourage investment, entrepreneurship, research, technology adoption, and skill development. Stronger university-industry links can ensure education responds to market requirements. Businesses should also help develop talent and create opportunities for young professionals. A strong innovation ecosystem requires cooperation rather than isolated efforts.

Flare: What would you advise to young Pakistanis who want to become entrepreneurs?

Waqas Ahmad: I will advise them to start with learning. Do not wait for perfect circumstances because they rarely exist. Develop expertise, understand the market, observe problems, and seek opportunities to provide solutions. Building a business takes time and involves setbacks, criticism, and uncertainty. The key is to remain focused, learn from mistakes, and continue improving. Entrepreneurship requires patience, discipline, courage, and a willingness to take calculated risks.

Flare: Finally, what is your vision for Redway Innovations, and what message would you like to share with Pakistan’s business community?

Waqas Ahmad: Our vision is to continue developing as an organisation that embraces innovation, technology, quality, and customer-focused solutions. We want to build long-term value rather than focus only on short-term achievements. The future belongs to businesses that can adapt, innovate, and understand changing customer expectations.

I believe that when Allah Almighty blesses you with success and elevates you to a certain position, that success carries responsibility. If you achieve success but the people around you do not benefit from it, in my view, it is not true success. True success is when your progress creates opportunities, support, and positive change for others.Success is not only about what you achieve for yourself, but also what you create for others.

Flare interviews Dr. Mohamed Mansour, CEO of Eighteen, who says Pakistan’s evolving real estate market will be shaped by visionary, integrity-driven developers. Eighteen aims to raise industry benchmarks and set new standards for luxury real estate in Pakistan.

Interview:

Dr. Mohamed Mansour

CEO

Eighteen

Introduction

Dr. Mohamed Mansour serves as the Chief Executive Officer of Eighteen, a premier luxury real estate development located in Pakistan. Prior to this position, he held the role of Group Chief Technical Officer at Ora Developers, where he managed significant international real estate and hospitality projects worldwide. In the earlier stages of his career, Dr. Mansour played a key role in various large-scale initiatives, such as airport constructions, substantial mixed-use developments, and important infrastructure projects, which provided him with considerable experience in directing complex, multidisciplinary programmes in varied settings.

Dr. Mansour did Ph.D. in Civil Engineering from Purdue University in the United States, recognised as one of the top engineering schools globally. Additionally, he completed both his Master of Engineering and Bachelor of Science in Construction Engineering (graduating with High Honors) at the American University in Cairo. 

With over 20 years of experience encompassing executive leadership, engineering innovation, and the delivery of large-scale projects, Dr. Mansour merges technical knowledge with a visionary approach, fostering excellence, sustainability, and value creation.

Flare interviews Dr. Mohamed Mansour, CFO of Eighteen, who says Pakistan’s evolving real estate market will be shaped by visionary, integrity-driven developers. Eighteen aims to raise industry benchmarks and set new standards for luxury real estate in Pakistan.

Flare: What is your vision for leading Eighteen?

Dr. Mohamed Mansour: Eighteen has tremendous potential to redefine luxury living in Pakistan. My vision is to establish it as the country’s most prestigious and reliably delivered luxury community, setting new benchmarks for quality and lifestyle. Our focus is on accelerating progress, fulfilling commitments and creating a world-class neighbourhood residents are proud to call home.

Flare: ORA Developers, Eighteen’s parent company, is owned by Egyptian businessman Naguib Sawiris. Could you tell us about its global operations?

Dr. Mohamed Mansour: ORA Developers operates in Egypt, Pakistan, Cyprus, Grenada, Greece, Iraq and the UAE, spanning four continents. Despite differences in culture and geography, its philosophy remains consistent: creating integrated, people-centred communities that enhance how people live, work and connect. Quality, respect for nature and long-term value remain central to its developments.

Flare: What message would you give stakeholders about your transition to CEO, and how will you strengthen their confidence?

Dr. Mohamed Mansour: My message is one of confidence, commitment and continuity. Moving from Group CTO of ORA Developers to CEO of Eighteen reflects our priority of placing quality at the centre of the project’s next phase.

Having worked closely with Eighteen, I aim to translate my technical and development experience into faster progress and stronger execution. We will build confidence through visible results, transparent communication, fulfilled commitments, clear accountability and adherence to ORA Developers’ global quality standards.

Flare: What makes Eighteen distinct from other real estate developments in Pakistan?

Dr. Mohamed Mansour: Eighteen was designed to redefine luxury living rather than become just another housing society. Master-planned by WATG UK, it centres on an 18-hole championship golf course. Its architecture, landscaping, public spaces and amenities reflect a commitment to beauty, balance and quality, combining elegant design, comfort and green spaces to create lasting value.

Flare: What are your immediate priorities and strategic goals for the next 12 to 24 months?

Dr. Mohamed Mansour: Our priority is to accelerate delivery without compromising quality, while strengthening client engagement through transparency and responsiveness.

A recent milestone is the introduction of Eden by Eighteen — Where Nature Draws the First Line. Eden offers residential plots of ½, 1, 2 and 4 kanal, alongside commercial spaces. Its design follows the site’s natural valleys, contours and green spaces, integrating the landscape into the living experience.

Approximately 72.4% of Eden’s area is dedicated to parks and green spaces, 15.4% to roads and pavements, and 12.19% to building footprints. This balance supports sustainable living and reflects the project’s vision of development in harmony with nature.

Flare: With housing projects often facing delays in Pakistan, how will Eighteen maintain investor confidence and ensure timely handovers?

Dr. Mohamed Mansour: Confidence grows through visible progress. We are implementing a cluster-based delivery framework with independent quality checks, enabling investors to monitor measurable progress and ensuring each phase meets the required standards.

Flare: What is your outlook on Pakistan’s real estate market?

Dr. Mohamed Mansour: Pakistan’s real estate market is evolving, and its future will be shaped by developers with vision and integrity. Eighteen aims to lead this transformation by raising industry benchmarks and setting new standards for luxury real estate in Pakistan.

Flare: How can large-scale projects like Eighteen contribute to Pakistan’s economic development?

Dr. Mohamed Mansour: Eighteen contributes through employment generation, infrastructure development and increased investor confidence. ORA Developers’ continued investment reflects its confidence in Pakistan’s economic potential and long-term growth opportunities, as well as its commitment to the country’s progress.

Flare: What is the latest progress on Eighteen’s direct access via the M-1/M-2 Link Road?

Dr. Mohamed Mansour: Eighteen has inaugurated its direct entry and exit connection from the M-1/M-2 Link Road, improving accessibility and convenience for residents, visitors and the wider community.

We appreciate the Special Investment Facilitation Council (SIFC) for supporting strategic investment and the National Highway Authority (NHA) for approving the access and providing technical expertise and guidance. This milestone reinforces the long-term commitment of Eighteen’s international sponsors and investors to the project and Pakistan.

Flare: How does Eighteen ensure construction quality, supervision and timely completion?

Dr. Mohamed Mansour: We have strengthened site supervision and introduced tighter operational controls, focusing on accelerating progress while maintaining construction quality.

Flare: How do you view government policies on real estate, and what reforms could further support projects like Eighteen?

Dr. Mohamed Mansour: The government’s focus on real estate and infrastructure development is encouraging. Efforts to streamline approvals, facilitate foreign investors through platforms such as SIFC and improve regulatory transparency are positive steps. These initiatives strengthen investor confidence and support long-term development planning.

Flare: How does Eighteen ensure security through surveillance, gated access and emergency response systems?

Dr. Mohamed Mansour: Security combines gated access, regular surveillance and rapid-response capabilities, providing residents with peace of mind while preserving the community’s aesthetic appeal and openness.