CEO – Insignia Shoes || COO – Stylo Shoes

"Insignia was created to fill a gap in the market for high-quality, exclusive products.It was never about profits, but about offering something unique and exceptional."

1. You are the COO of Stylo Shoes and the CEO of Insignia Shoes. Can you tell us about your journey into the footwear industry and what inspired you to get involved?
My journey began during the opening of my father's store, Stylo, in 1992. I was about four or five years old at the time. I distinctly remember my mother and grandmother reciting the Quran while I wandered to the store, where the stock was kept. I spent my time showing them shoes, an act that ignited my passion for both shoes and Stylo. It’s one of those memories that stays with you—how I carefully took out the shoes and made them try them on. From that moment on, whenever anyone asks about my experience, I tell them it spans 35 years. Since the day I was born, I never imagined doing anything else. That was the beginning of my journey.

2. You completed your MBA in Marketing. How does your academic background influence your approach to business and leadership in the footwear industry?

After completing my education, I pursued an MBA from the Lahore School of Economics. Alhamdulillah, those close to me have always been visionary. They believed in building an organized, corporate culture within the company. At that time, we were also working on establishing a family constitution. As part of this vision, anyone joining the family business was required to work outside the organization for at least one year. I spent a month job hunting before securing a position.

Upon returning to the family business, it wasn’t a direct leap into a decision-making role. I started by undergoing training from the ground up, learning the ropes from a store level. This was all part of understanding the company's business dynamics.

That’s how my career began. After about six to eight months, I realized I wanted to do something of my own. I recognized the immense potential Stylo had, as it was already a popular and well-established brand. However, I identified a gap in the market for high-quality products aligned with international fashion trends, which Stylo couldn’t fully meet. This led me to launch Insignia, aiming to offer international-quality products and service within Pakistan.

“Believe in yourself. If you have an idea with potential, give it your all.”

3. Given your experience at Stylo Shoes and now Insignia Shoes, how do you differentiate the two brands in terms of product offerings and market positioning?

As I mentioned, Insignia caters to a very niche market, while Stylo serves the masses. Stylo’s reach is extensive, with a presence throughout Pakistan, and it is a renowned brand with a legacy of 40 years. Insignia was created with a unique vision—not solely for profit, but to build a market driven by passion. We aimed to offer high-quality products that were typically only available through international brands, paired with exceptional service. At the time, customer service and retail standards in Pakistan were still evolving, so we focused on delivering an international brand experience.

The key differentiations between Stylo and Insignia lies in their target markets: Stylo is a mass-market brand, while Insignia is niche and focused on high quality. I am not suggesting that Stylo lacks quality, but the expectations associated with a product label significantly influence the customer's perception. The level of exclusivity and expectation is different between the two brands, and that is the main distinction.

4. What do you think has been the most important factor contributing to the growth and success of Insignia Shoes in a competitive market like Pakistan’s?
There was a significant gap in the market, and the need for differentiation was clear. The issue was that all brands were offering the same product, with no clear distinction between Stylo and others. The goal behind launching Insignia was to create product differentiation and address this gap.

At the same time, Pakistan was experiencing rapid urbanization, a growing youth population, and increasing influence from international media. Digitalization was transforming the landscape, making people more aware of global fashion trends. These factors were crucial to Insignia’s growth and expansion.

5. As a leader in the footwear industry, what emerging trends do you see shaping the future globally and in Pakistan, and how does Insignia Shoes stay responsive to evolving consumer behavior to remain relevant?
Fashion is constantly evolving, with new trends emerging every day. A celebrity wearing a particular color or item can quickly turn it into a trend. To stay ahead of this fast-paced environment, we have established a dedicated department within our organization with graduates from top fashion universities. Their primary responsibility is to track global and local trends and bring them into Stylo and Insignia. Both brands have specialized teams focused on trend forecasting, ensuring we remain aligned with customer preferences.

The market is incredibly fast-paced, and fashion is changing as rapidly as the world around us. One month, customers might demand high heels, and the next, they might be asking for kitten heels. Color preferences shift frequently, even across different occasions. Bridal fashion in Pakistan is a prime example of how we adapt to these changes. Every item has a new fashion cycle, and we are committed to adjusting accordingly.

We’ve built systems and infrastructure that allow us to quickly introduce global trends to the local market, ensuring timely delivery through our own manufacturing facilities. This ability to respond quickly is both a challenge and a key factor in our success. Our mission has always been to introduce international fashion to Pakistan first.

“We aim to be number one, whether globally or within Pakistan.”

6. What role do you think technology (e.g., AI, e-commerce, digital marketing, and manufacturing innovations) will play in the future of footwear brands, especially in terms of production efficiency and customer engagement?
AI has revolutionized the world, and e-commerce continues to grow globally. As a data-driven organization, we take pride in being pioneers, having been the first in Pakistan and the MENA region to implement AI dynamics. We also led the way by integrating Microsoft Dynamics and ERP solutions, regarded as the world’s best dynamic solutions.

Additionally, we have adopted cutting-edge software within our production processes to enhance efficiency, boost productivity, and ensure the highest product quality. Given that our shoes are predominantly handmade, it is crucial that every product, which goes through the efforts of hard working people, maintains consistent quality as it is packed. We are at the forefront of technological advancements in the fashion industry.

My personal vision, which I share with the organization, is to be recognized as a technology company rather than simply a fashion brand. Fashion cannot thrive without technology, and it is this combination that has propelled Stylo and Insignia to where they are today. As we look to the future, technology will play an even more vital role in our growth. We are the only fashion organization in Pakistan to implement artificial intelligence. Our dedicated departments are focused on how we can optimize our data and gain insights into customer behavior.

With over 1 million daily visitors to Stylo, we are able to gather critical data: what they buy, why they buy it, what their preferences are, and even why some don’t make a purchase. This information is being consolidated into a central decision-making pool to guide our strategy. Our objective is to become the most advanced technological organization in the global fashion industry, not just in Pakistan.

7. What are your thoughts on the growing interest in local brands versus international imports in the footwear market? Do you see this as an opportunity for Insignia Shoes?

The dynamics in Pakistan are evolving rapidly. The landscape today is not the same as it was five years ago. With 70% of the population under 30, there is a heightened awareness of global trends and developments. This shift affects all brands, and those that fail to adapt may not survive in the next five years. We are fully aware of this.

There are two key aspects driving our approach. First, we are clear about who our customer is. We have successfully identified and targeted our core customer base. Through comprehensive segmentation, our decision-making is data-driven, enabling us to continuously analyze and adapt to trends. Understanding our target audience is vital, and we have a strong grasp on this.

Once we have a clear understanding of our core customer and target audience, it becomes easier to segment and address their specific needs. To achieve this, we have structured our organization to include dedicated departments for research, technology, and design, all of which work in synergy to forecast customer preferences and translate them into products. From there, these products reach the stores, are sold, and the cycle continues.

Our objective is simple: to provide international-quality fashion at local prices, delivering style, comfort, and excellent service to our customers.This is our core mission.

8. Did you encounter any challenges when launching Insignia alongside Stylo Shoes, especially when introducing a new idea that might not have been as well-received or successful in the market?
One thing I must mention is the immense support I received from my father and uncle. They guided me through every step of the process, emphasizing the importance of training and showing me how things are done. Their support has been invaluable throughout my journey.

From the beginning, we made a clear distinction between Stylo and Insignia. Even today, many are unaware that they are part of the same company due to their different products and target customers. We deliberately kept them separate, with distinct teams for design, marketing, and operations. Insignia operates independently, with its own profit and loss statement, while Stylo has its own management structure. Stylo is one brand with several associated organizations, whereas Insignia stands alone, with separate profitability and clear differences in customer and product focus.

“Understanding your customer is the foundation of business success. By focusing on core customers and utilizing technology, we ensure we meet their evolving needs.”

9. As a CEO, what is your approach to leadership and decision-making? Can you share any examples where your leadership style made a significant difference to the company’s success?
I would say that COVID-19 was a significant challenge for everyone because it was an unknown situation, creating a lot of fear and panic. As a leader, the pressure was immense, with everyone looking to me for direction. During this time, I made a bold decision: we chose not to cancel any orders, implement pay cuts, or downsize. I believed that if I showed worry, it would affect my employees. While we made some adjustments, including sharing resources and releasing funds, we maintained salaries and cleared all dues owed to our people. The goal was to ensure that, even in tough times, everyone in the organization shared the burden. I was determined not to protect myself while those around me were struggling.

I truly believe that if COVID-19 hadn’t happened, I wouldn't be where I am today. It was a period of tremendous learning. The most important lesson I took from that experience, which has now become a core part of my leadership style, is the importance of self-belief. If you have self-belief, you can navigate through any challenging time and achieve anything.

Secondly, I realized the value of empowerment. People should feel integral to the team, not just employees following orders. My leadership is centered on inclusiveness, ensuring everyone feels part of the larger mission. Success is impossible without a unified team, aligned with the vision and goals. I encourage my team to trust each other, embrace mistakes, and foster a culture of openness where everyone feels valued and part of something bigger.

10. People have been to Stylo shoes and Insignia Shoes. You have done a fantastic job in national market in terms of comfort and design is amazing. So, do you plan going to international markets in future?

Yes, we are expanding globally. This month, we launched our online operations in Dubai, marking our entry into the Middle Eastern market. We have ambitious plans to grow both locally and internationally. Pakistan, with a population of over 250 million, offers a vast and often underestimated market. Despite political instability, we are aggressively expanding within Pakistan as well.

Additionally, we have made significant investments in our manufacturing capabilities. We’ve developed a clear vision for the next 3 to 5 years, with the goal of giving back to Pakistan. Our aim is to establish ourselves as the number one shoe brand in the country. To clarify, we aspire to be the leading Muslim Pakistani shoe brand , shifting the narrative around how Pakistani Muslims embrace positivity. We want to encourage pride in our identity, both at home and abroad.

Furthermore, we have set an ambitious target to produce 1 million pairs of shoes per month, with plans of exporting and bringing foreign exchange into Pakistan. Our growth plan includes creating 5,000 direct jobs and over 15,000 indirect jobs, all aimed at contributing to Pakistan’s economic growth.

11. What advice would you give to EVOLVE readers, young entrepreneurs and aspiring business leaders who are looking to enter the footwear industry or any other competitive market? First and foremost, I would say: believe in Pakistan. Despite the negativity surrounding us, we must focus on spreading positivity. Pakistan has given us so much, and it’s important that we give back to our country.

Secondly, believe in yourself. If you have an idea with potential, give it your all. Often, we start something, give it a few months, and then give up. But if you truly believe in your idea, commit to it for at least three years. Studies show that businesses nurtured for three years are more likely to sustain long-term success.

Lastly, focus on the team. Make your team an integral part of your vision and mission. This approach can have a significant impact on your success. Additionally, identify and target your core customers. Don’t try to cater to everyone—focus on your key audience and use technology to analyze and understand your data.