Fawwad Haider

Cross-border trade should be accessible to every e-commerce business — not just the large ones. Fulflit exists to make that a reality for sellers in Pakistan and the MENAP region. We provide end-to-end cross-border shipping enablement — covering booking, warehousing, and last-mile delivery across the GCC, UK, US, and beyond. The platform is built to give growing e-commerce businesses the same global reach that was previously only available to enterprises. Building and scaling the core platform with a focus on inventory visibility, automation, and real-time analytics Forging strategic partnerships — including with Lendverse to unlock working capital financing for e-commerce SMEs — to build a fuller enablement ecosystem Leading business strategy, global partnerships, and fundraising with a long-term view on sustainable growth and meaningful impact

Logex was where I learned what it truly takes to build a cross-border logistics operation from the ground up — not just the technology, but the people, the processes, and the patience it demands. As Co-Founder, I led the Technology, Marketing, and Corporate Sales divisions — building each function largely from scratch. We developed and launched a customer-facing booking portal, established our digital presence, and grew a corporate sales team that brought in clients across industries. - Built and led the corporate sales function, acquiring key accounts and growing the business to a point of meaningful commercial traction - Deployed a tech-enabled booking portal that streamlined operations and improved the customer experience end to end - Drove brand visibility through social media and digital channels, establishing Logex as a credible player in the outbound logistics space The experience gave me a ground-level understanding of what Pakistani businesses actually need to ship internationally — and that understanding is at the core of what Fulflit is being built on today.

Trax gave me something rare as an employee — the freedom to build from scratch, with full ownership of the outcome. Within months of joining, I had established two entirely new divisions: an international shipping operation with partnerships across global carriers, and a commercial retail division with physical touchpoints across the country. Both grew quickly and contributed to repositioning Trax as a credible, multi-dimensional logistics player in a competitive market. - Built the international business division from the ground up, securing partnerships with global shipping partners and opening outbound corridors for Trax's customers - Established the commercial division by launching retail outlets and developing in-house software to support seamless operations - Led a full company rebrand — redefining Trax's market identity and strengthening its presence across digital and physical channels - Set up and led the marketing function, covering social media, PR, and brand management with a team built from scratch What this chapter taught me most was how to move fast without breaking things — and how much is possible when you're trusted to lead with autonomy.

Techno Sync was a technology distribution and solutions business — but what I was really building was the ability to take something unfamiliar to a market and make it work. We introduced colored retail point-of-sale systems to Pakistan for the first time, supplied and maintained the largest vending machine network in the country, and delivered logistics automation solutions — dynamic weighing, conveyor systems, sorting and warehouse automation — to some of the most demanding operational environments in the market. - Introduced innovative retail POS systems to the Pakistani market, pioneering a product category that hadn't existed here before - Became the primary supplier for Pakistan's largest vending machine network, building the operational capability to support it at scale - Delivered end-to-end logistics automation solutions across multiple industries, building deep expertise in warehouse and supply chain technology - Built and led a team over six years, navigating the full cycle of a growing business — from early hustle to operational maturity This chapter taught me patience, persistence, and the art of building trust in markets that are skeptical of the new. Those lessons show up in everything I've done since.

Mushko was where I first learned what it means to sell something technical to clients who aren't technical — and to build a relationship around outcomes, not just specs. I led sales and operations for the digital document management and printing solutions division, working with enterprise-grade hardware from Canon, HP, and Neopost, and software solutions like SafeCom. It was a hands-on role that pushed me to understand the full customer journey, from first conversation to ongoing service. - Grew printing solutions revenue by 60% in FY 2012–13 through new client acquisition and expanding existing accounts - Delivered a 50% increase in total business revenue in FY 2011–12 - Improved net income by 80% in FY 2012–13 by maintaining service quality while tightening costs - Reduced printer downtime by 70% through closer collaboration with the technical team and a structured support tier system - Recognised as the top-performing sales representative in the laser multifunction printer category — HP Achievers' Club 2014

A short but sharp engagement focused on organisational improvement. I came in to assess how the business operated — reviewing SOPs, job roles, and team structures — and left having proposed and helped implement a restructured organisational model that improved coordination and clarity across functions. It was an early lesson in how much unlocks when the right structure is in place.

My first real exposure to financial markets — and to the discipline of operating in environments where decisions carry real consequences. Working in the Treasury Front Office, I supported market monitoring, investment analysis, risk management, and trade settlement. It gave me a grounding in financial rigour that has quietly shaped how I think about risk and decision-making ever since.