Entrepreneurs in Pakistan come from diverse backgrounds with various needs. The LUMS Centre for Entrepreneurship (LCE) aimed to make foundational entrepreneurship knowledge accessible to all. LUMS, a highly reputed Pakistani university, is known for its academic and employer reputation, quality faculty, research, and successful student placements. LCE leveraged this strength to extend the university's impact beyond academic merit. We engaged top faculty and experts to deliver structured content across eight modules, entirely free of cost. This was especially beneficial in Pakistan, where private university education is sought after yet expensive, particularly for the underserved. As Director of Learning & Development, I played a crucial role in designing, delivering, and maintaining quality for our incubation program. We created an indigenous program through rigorous iterations based on feedback and evolving challenges. Our curriculum's standout elements included applied academic knowledge, one-on-one feedback, mentorship, and group learning. We received excellent feedback for the seven cohorts I led, with participants returning for more. The curriculum I developed is now running in centers in Lahore and Quetta, with more in the pipeline. To further diversify our portfolio, I designed a hybrid pre-incubation program and spearheaded LUMS's exclusive collaboration with the Stanford Seed Spark program for an online accelerator. I selected a pool of pro bono mentors across various verticals and technologies. I also led entrepreneurial coach training for around 150 individuals. Additionally, I pioneered inter-departmental collaboration, making our entrepreneurship center a hub for the university's six schools.
Finalist
Entrepreneurship Educator of the Year Award
Saima Mujtaba Ran
Finalist of the Entrepreneurship Educator of the Year Award
LUMS Centre for Entrepreneurship, LUMS Lahore, has the vision to “Inspire, enable and facilitate a generation of Pakistani problem solvers. - Pakistan
"To enable problem solvers in Pakistan to make a difference. "
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Summary
Key People
Mr. Saleem Ahmad
Chairman
National Incubation Centre, Lahore (Phase I of the project 2020 -2021),
Lahore University of Management Sciences
Ms. Launa Gauthier
Strategic Advisor for Special Projects
Strategic Advisor for Special Projects (2020-2021),
LUMS Learning Institute
Ms. Theresa Zimmer
Lead Take up project
Psychology Department,
Saarland University
Ms. Minahil Zia
Lead, Community and Investor Relations
LUMS Centre for Entreprenuership,
Lahore University of Management Sciences
Mr. Nauman Zaffer
Director
LUMS Centre for Entrepreneurship,
Lahore University of Management Sciences
Acknowledgements
1.Saarland University, Germany (Saarland University | Universität des Saarlandes (uni-saarland.de)
2.National Incubation Centre, Quetta (National Incubation Center Quetta – The National Incubation Center (NIC) Quetta is a first of its kind Incubation & Acceleration platform. (nicquetta.com)
3.Ministry of Information Technology and Telecom, Pakistan (MINISTRY OF INFORMATION TECHNOLOGY & TELECOMMUNICATION (moitt.gov.pk)
4.Ignite, Pakistan (Ignite - National Technology Fund | Incubation Centers | Seed Fund)
5.National Incubation Centre, Lahore
Images
Worked with Best Team Ever!
Baluchistan is the largest yet most underdeveloped province of Pakistan. Got a chance to travel to the province and mentor and guide the startups! So impactful.
Developing Female Entrepreneurship is very close to my heart. Policy level meeting with key stakeholders including Ms. Deemah AlYahya, Founding Secretary General of the Digital Cooperation Organization (DCO)
Training the trainers. Capacity building of management of Business Incubation Centres throughout Punjab!
Developing parallel stream of entrepreneurship along with corporate sector jobs. Pitch sessions in classrooms, early conversion and therefore higher chances of success!
Developing Intellectual property policy framework with the US Councilate's support - a weak link in Pakistan!
Mentorship Opportunities!
Mastering the art of brevity and storytelling - Intimate meetings with key stakeholders
IMPACT STORY
Impacting lifes
I believe the most significant impact I’ve made has been through my mentorship. While some of it came naturally, practice has further honed and sharpened my skills. Startups that attended our meetings began to leave with tangible solutions and suggestions for their problems, and most importantly, they started solving their issues independently. This progress truly motivates me. Here are some quotes that support this claim ????:
“It's just your trust in me that has brought me this far. I’m so close to achieving my goals, and NIC has played a crucial role. Soon, I'll share the good news about my product hitting the market, as I’m nearly secured the funding.” — Mohsin Iqbal, Founder of EcoClub Foot, which manufactures completely recycled Ponseti shoes. His motivation stems from his own son being born with clubfoot.
“I wanted to share the outcome and thank you for your support, which I always feel is there. ????” — Maydda Nabeel, Founder of the Edtech venture Alif aur Art.
“I’m so glad it worked out... really. I look up to you so much. Anything that happens with Roshni, you are one of the first people I want to share it with. Thank you for enabling us to do more and better. ????” — Annum Gohar, Founder of the Edtech venture Roshni.
“I submitted it! Thank you for the advice and support, always. ❤” — Sadaf Rehman, Founder of Code School.
“You and your team are a blessing in my life. ❤” — Sana Chaudhury, Co-Founder of BreathIO.
LEARNINGS
Lessons learned
When I joined the center three years ago, many colleagues questioned my choice to lead Operations at the Centre, even though a large part of it involved learning and development. As a pure academic, I initially couldn’t see the connection but felt an organic pull towards it. Looking back, I realize that diversifying my skill set and understanding the operations of the Centre enriched my contributions to learning and development. One key piece of advice is that the dots always connect, especially with calculated risks, initiative, and hard work.
Another crucial lesson is the importance of building a good team. I lead a team of 16 bright individuals, half of whom are female. Their personal development goes hand in hand with the Centre’s growth. We held formal quarterly discussions to align our goals, attended trainings together, brainstormed, celebrated, and faced frustrations as a team. This approach not only helped retain the team but also kept us motivated through thick and thin.
I also realized that while entrepreneurs globally share similar struggles and needs, they are also distinct. This uniqueness is crucial for providing the necessary local support. Simply copying existing models may not always work. Therefore, conducting local research, understanding the indigenous context, and being agile in providing support are critical.
FUTURE PLANS
What's coming?
At the LUMS Centre for Entrepreneurship (LCE), our current focus is on strengthening the brand, diversifying our product portfolio to include angel investor training, and starting the LCE Accelerator program. These initiatives are critical for supporting around 400 LCE alumni startup ventures. Starting as a campus incubator in 2014, LCE has evolved into a vibrant entrepreneurship hub, bringing together entrepreneurs, mentors, investors, and industry leaders from Pakistan and beyond. We are committed to supporting innovation and entrepreneurship for individuals from diverse backgrounds.
In my leadership role at the Centre and as an entrepreneurship faculty member, I have set two key agendas for the foreseeable future:
1. Mastering the tech part of the entrepreneurial ecosystem. Growing up without technology in the classroom, I now recognize its indispensability. My goal is to observe, study, and understand current technologies to provide comprehensive coaching to entrepreneurs.
2. Becoming a prominent voice in the policy corridors of the entrepreneurial ecosystem. Being part of the NICL, a major public sector project, has introduced me to key stakeholders in the ecosystem. In developing countries like Pakistan, necessary policies and frameworks are essential for progress, especially amid political uncertainty. The public sector often relies on private sector experts for continuity and innovative thinking. Over the past two years, I have been invited to multiple forums to help shape strategies and steering committees for Pakistan's struggling entrepreneurship ecosystem. I plan to increase these personal and professional involvements to further impact the ecosystem.
