The IT industry is undergoing a paradigm shift. The old client–vendor dynamic is giving way to strategic, trust-based partnerships that transcend geography.
IT INDUSTRY
The IT industry is undergoing a paradigm shift. The old client–vendor dynamic is giving way to strategic, trust-based partnerships that transcend geography.
Competitive advantage no longer rests with those who merely execute at scale, but with those who anticipate needs, innovate and become indispensable extensions of their global partners. Pakistan stands at the cusp of this transformation, with the intellectual capital and emerging infrastructure to evolve from a peripheral service provider to a strategic player in the global digital ecosystem.
Artificial intelligence and automation now perform much of the routine coding and predictable work once delegated externally. Value has shifted decisively to trust, creativity and the ability to solve complex challenges that resist automation. The winners will be those who embrace this shift. Those who cling to cost arbitrage risk irrelevance.
As billions of devices generate unprecedented data, the real challenge is not execution but interpretation and turning information into actionable intelligence. This demands partners who understand business contexts, regulatory environments and cultural nuances. It requires relationships rooted in mutual dependency, where the technology partner is as invested in outcomes as the client.
Pakistan’s IT journey reflects both promise and urgency. While technical competencies have expanded, the real opportunity lies in transcending the limitations of conventional service delivery to become trusted advisors. This requires reimagining how we engage with global markets, structuring value propositions, and embedding quality and ethical conduct into the DNA of our exports.
Recent performance offers encouragement. Pakistan’s IT and IT-enabled services (ITeS) exports crossed $3.8 billion in FY2025, an 18 per cent year-on-year increase; the highest ever. Technology now makes up nearly half of the country’s services exports, providing vital foreign exchange. The government’s ‘Uraan Pakistan’ plan targets $10 billion by 2029, but achieving this requires more than scaling volume. It requires compliance, reliability and a reputation to rival the strongest regional competitors.
Consistent quality is the key to securing repeat clients. Success is not just about delivering code on time, but also about ensuring global security standards, robust governance and transparent communication. These principles must be upheld across the industry. The more Pakistan aligns with international benchmarks, the more confident global clients will be in trusting us with complex work.
Policy reforms will be critical enablers. The State Bank’s decision to let IT exporters retain 50 per cent of their proceeds in foreign currency accounts is a welcome step. It enables reinvestment abroad, the opening of overseas offices, and global expansion. Complementary reforms, such as simplified taxation, streamlined banking regulations and incentives for reinvestment, must follow to reduce friction and deepen integration into global markets.
Pakistan must brand itself as a low-cost but high-value partner. This requires deliberate marketing of the country as a trusted provider of quality IT services
Human capital remains Pakistan’s greatest strength and challenge. The country produces tens of thousands of computer science graduates each year, yet limited emphasis on research restricts adaptability. Preparing talent for tomorrow’s technologies like AI, data analytics, cybersecurity and cloud is vital. National initiatives such as DigiSkills and e-Rozgaar are helping upskill talent, but greater investment and inclusivity are needed. Bringing women and underrepresented groups into the mainstream will broaden the talent pool and add creative perspectives essential for innovation. Freelancers, already contributing hundreds of millions in exports, could multiply their impact if supported by reliable infrastructure and advanced training.
Yet, infrastructure gaps remain a serious concern. Internet outages, power disruptions and regulatory uncertainty erode client confidence. Delivering global technology services requires uninterrupted connectivity, secure frameworks and predictable access. Pakistan must prioritise transparent telecom policies, globally aligned cybersecurity laws and international-standard broadband. Without this backbone, even the most skilled workforce cannot deliver consistently.
Equally important is global positioning. Competing on price alone creates a race to the bottom. Pakistan must brand itself as a low-cost but high-value partner. This requires deliberate marketing of Pakistan as a trusted provider of quality IT services. Diaspora networks can play a role in building bridges, while Special Technology Zones should expand beyond major cities into emerging talent hubs connected through digital highways that nurture innovation ecosystems akin to those in Bangalore or Manila.
The roadmap ahead must be comprehensive. A national digital policy ensuring connectivity and global-standard data governance; fiscal frameworks that reward reinvestment; curricula aligned with industry needs; and long-term commitments to broadband reliability and regional technology zones. Export promotion must jointly position Pakistan as a source of trusted, high-value IT services, shifting the narrative from cost arbitrage to quality and innovation.
The opportunity is clear. Our ability to seize it depends on becoming known as a destination defined by trust, ethical operations, and consistent excellence. Trust is not built overnight. It is earned with every project delivered, every standard upheld, and every commitment honored. That foundation will sustain Pakistan’s IT sector and empower the next generation of entrepreneurs and professionals.
The writer is the CEO of Devsinc, a global technology company delivering end-to-end digital solutions to clients in healthcare, education, enterprise tech and e-commerce.
