The pace of change can sometimes overtake even the best companies, including those that have achieved the coveted “verb status”. In most of urban Pakistan, when people want to say “send it by courier” they often say “just TCS it”, even if they are using a different courier service. A company with that kind of stature in the eyes of its customer base can usually count on a safe, reliable future flow of business.

But all is not well with TCS, with tumultuous management changes, stiff competition, and even allegations of suffering customer service quality and financial performance. What has gone wrong with this storied Pakistani brand? And will it rise again or is this the final blow for the company?

There is certainly a lot going for TCS. The company has been in business for 36 years, and is by far the biggest brand in the retail logistics business. TCS handles almost 130 million shipments a year, courtesy its vast network: more than 10,000 professionals (including over 4,000 couriers), and 740 retail outlets, dedicated chartered Boeing 737 aircraft, and a fleet of 375 satellite-tracked delivery vehicles. This is the largest such network in the country, larger than the multinational giants that operate in Pakistan, the likes of DHL and FedEx.

TCS has a total of 14 businesses including Express and Logistics, Mail Management Solutions, Air Freight Solutions, and Visa Delivery, to name a few; it covers 3,500 international destinations through partners. The company’s state-of-the-art facilities make it capable of printing up to 2 million impressions and 600,000 stuffed envelopes in less than a day.

When it comes to courier services in Pakistan, TCS is still very much the Goliath. And it got there by being an early pioneer in its field.

As we tell you the story of TCS, you will notice a few consistent themes: innovation in its field, aspiration towards global quality, and an owner who is remarkably open to giving outside managers control over the company’s day-to-day affairs. The company’s owners, however, have always struggled with succession planning, though not for lack of trying. And for all the founders’ efforts to run the business like a professional organisation, family issues can sometimes get in the way of business decision-making.

What is also a consistent theme from the past, however, is that TCS always bounces back from its rough patches, usually stronger than ever. While it is too early to say just yet, it may well happen this time as well.

This story is based on extensive interviews with at least three people familiar with the company’s operations, who wished to remain anonymous in order to speak candidly, and one on-the-record interview with Saira Awan, the current vice chairperson of the board of directors. Much of the background information about the company’s history comes from a 2002 Harvard Business School case study on TCS.

Khalid Awan and the rise of private couriers

The company’s founder, Khalid Awan, started his career as a flight engineer at Pakistan International Airlines (PIA). In 1983, at age 35, he left the airline and decided to get into the logistics business with his elder brother Sadiq, who was 23 years older than him. The two brothers started a joint venture with DHL, the international courier service owned by the German post office.

It was a struggle in the early years to even get regulatory approval for the service. Under the Post Office Act of 1898, it was illegal for any entity other than the post office to deliver “letters” though the term “letters” was not clearly defined in the law. TCS was able to argue that it should be allowed to deliver “business-related documents” and that its partner DHL should be allowed to deliver packages and mail from Pakistan to other countries.

The arrangement that the Awan brothers struck with DHL was that their international package delivery would be a joint venture, with DHL owning 51% and TCS owning 49%, and the local delivery business would be a 100% TCS-owned entity. Management control would reside entirely with the Awan brothers, with Khalid serving as the CEO and Sadiq serving at the company’s chairman of the board.

DHL agreed to this arrangement – particularly the management control – but only if Khalid would agree to be trained in DHL’s way of doing business, which the brothers immediately agreed to.

The arrangement benefited DHL because it allowed them to grow much faster than their global rivals in the Pakistani market. And it benefited TCS because it allowed them access to the technical and managerial support of a well-run global enterprise like DHL.

The government, meanwhile, had not fully resolved the question of whether what TCS was delivering constituted “letters”, which meant that the Post Office would frequently dispute TCS’ right to carry and deliver certain packages. That legal limbo, however, did not stop the government from levying a 10% excise duty on TCS’ operations, which ultimately transitioned to becoming a general sales tax.

Yes, you read that correctly: the government was not willing to give TCS a guarantee that its services would be regarded as authorised under the law, but it had absolutely no problem telling TCS that it owed taxes on providing those same services.

TCS’ early break came in 1985, when it won a contract from the Pakistan Banking Council to connect 4,000 bank branches across the country via overnight delivery services. And from that point on, the business continued to thrive.

The first succession problem

Khalid and Sadiq continued to work well together, but as the business flourished, it soon became clear that they had to plan for succession, particularly since Sadiq was significantly older than his younger brother and would therefore be much more likely to want to retire soon and pass on his wealth to his only son, Salim. However, Salim was not actively involved in the family business and Khalid worried that forcing him to take on his father’s role might endanger the business.

Khalid, however, was astute and saw the conflict coming long before it even arose. In 1991, he proposed to his brother that they divide up the business, with Sadiq taking full ownership of the more profitable international business and Khalid taking control of the local courier business. Salim was not entirely happy about the split in the family business, but at least Khalid had managed to avoid any unpleasantness.

More importantly, he had shown the kind of dispassionate decision-making skills that many often lack in family businesses: Khalid succeeded in separating family concerns from those of the business, ensuring a smooth harmony between both of them.

That dispassion came to the fore again in 2000. The 1990s were a somewhat difficult time for TCS, with many of its managers leaving the company to form a rival, Leopard, and Khalid got worried that he might once again find himself in a succession crisis, particularly after his handpicked protégé and chief operating officer, Jamil Janjua left in 1996 to work at the British Council.

So in 1997, Khalid decided to bring on Naveed, the son of an elder brother who had passed away, to come in and join the business as a potential designated successor. The goal was to train Naveed while Khalid was still on the job and eventually pass on the management of the company to him. To incentivise Naveed to think like a manager, he was given a 10% stake in the company.

However, by the year 2000, it became apparent that Naveed was not going to be the successor that Khalid hoped he would be, and so Naveed departed from the company. It is not clear if he still owns the 10% of the company that he was given when he was brought on, though he did own it for at least some time after leaving.

By that time, Jamil Janjua had decided to return to TCS, and Khalid Awan was so happy to see him back that he made him the CEO of the company and moved himself up to the role of chairman of the board. Janjua remained as CEO for the next eight years.

The coming of Mannan

By 2014, as Khalid Awan grew closer to his 70th birthday, his mind was on succession once again. And once again, the family option was not ideal.

Khalid’s son, the younger of his two children, is a reasonably able young man. A graduate of York University in Toronto, he completed a graduate degree in management from the Cass Business School at the City University of London before working at an accounting firm in Dubai for a few years, following which he returned to Karachi and joined the family business, largely on the board of directors.

In any ordinary Pakistani family business, he would have been the automatic designated successor. But Khalid Awan is not an ordinary Pakistani businessman. His male heir is not his only option.

Khalid’s daughter Saira Awan appears to be considerably more talented than her younger brother. She graduated from Yale University in 1999 before going on to getting a law degree at the University of Cambridge and then working as a corporate lawyer at the London offices of Cleary Gottlieb Steen & Hamilton, one of the largest and most respected law firms in the world.

Surely, she must be Khalid Awan’s designated successor? She certainly seems to think so.

“I am my father’s designated successor, yes,” she said in an interview with Profit, though she added that both her brother and she would be taking over the reigns of their business as successors to their father on the board of directors.

But sources within the firm indicate that while Saira is regarded as highly talented, she is not viewed as being ready to run a business as large as TCS, at least not without a little more experience under her belt.

There is something truly admirable about Khalid Awan holding his children to high standards and still not letting them think that the job of CEO of TCS Holdings is theirs for the taking. And it is even more admirable that he views the success of the company as being a concern separate from that of his own personal and family’s financial fortune.

And so in order to secure the future of the company, Khalid began looking for an outside CEO to take over the reigns of the company. And that is when he met M. A. Mannan.

Mannan is a charismatic banker who had a high-flying career. He graduated with an MBA from IBA in Karachi in 1991 and joined Citibank as a trainee in that legendary team led by Shaukat Tarin that revolutionised Pakistani banking. After a successful career across several financial institutions, both in Pakistan and abroad, Mannan met with Khalid Awan in 2014 and pitched him on the idea of immortalising his legacy and making a considerable amount of money in the process.

Mannan’s pitch was to rapidly grow the company’s topline by launching a series of new service lines that would also serve to diversify TCS’ revenue base. Following a phase of rapid growth, Awan would then be able to either sell off the company completely, or sell at least a partial stake to cash out at a much higher price than he might otherwise get for his business. Perhaps most crucially, Mannan promised to help Khalid remove the personal guarantees that he had been signing onto every time he got a loan from a bank for TCS, which meant that his personal wealth was at risk with the business.

Awan appeared to be fascinated by the possibility, especially since Mannan was offering not just to increase the potential for upside growth, but also – through the removal of those personal guarantees – limiting the downside risk. After a seven-hour conversation with Mannan, Awan decided to offer him not just the job of CEO but also a 20% stake in the company.

It was a decision highly uncharacteristic of Awan: ever so careful about preserving his legacy, and ever so careful about ensuring a smooth succession plan, here he was committing so much of his company’s fortune into the hands of a man whom he hardly knew at the time.

But, for a time at least, it seemed to work very well.

The ‘turnaround’ effort

In the first three years of Mannan’s tenure as CEO, matters appeared to work really well. Mannan brought in several staff members whom he knew from his banking days, luring them to the company through high salaries. To motivate some of the key staff members already at TCS, he raised salaries as much as 300% for some people.

And he innovated as well, starting two completely new lines of business: TCS Hazir and Yayvo. The former is a one-hour delivery service that would offer on-demand delivery for people who want to order something from a nearby retailer. And the latter is an e-commerce business that sought to create a competitor to then Rocket Internet’s (and now Alibaba’s) Daraz.pk.

As promised, Mannan delivered on his pledge to get TCS’ lenders to remove the requirement for the company’s owners to add their personal guarantees to the loans for the company’s operations. And he took advantage of the fact that TCS was a relatively unlevered company (i.e. it had a relatively low debt load) and used debt financing to raise the capital needed for many of the new projects as well as the increased operational expenses.

The new projects did not come cheap. According to sources familiar with the company’s finances, TCS spent approximately Rs800 million in capital expenditures over the four years between 2014 and 2018.

For the first two years, it seemed to go well. Yayvo grew to become the second-largest e-commerce platform in Pakistan and TCS Hazir showed some early promise.

But then, things began to falter.

 

Things fall apart…

Accounts of what happened next differ sharply. Where possible, we at Profit have tried to piece together as cogent a picture as possible, and tried to do so without taking sides in what eventually became a battle between two completely different visions of Saira and Mannan for the company.

Among the biggest criticisms of Mannan’s approach is the fact that he brought in a lot of former bankers who had never run a logistics company before and had no idea about the idiosyncrasies of the business. And Mannan’s tendency to offer high salaries to people he liked resulted in a culture of sycophancy around the CEO, something that had previously never existed in TCS, a company that had prided itself in having an open and honest culture.

Mannan was apparently a great orator and motivator, using gimmicks to make his point, but his ideas often lacked depth and understanding of the business. Take, for instance, his decision to start TCS Hazir, the one-hour delivery service.

“One day, Mannan called a meeting and asked the staff to make two queues, and then threw a tennis ball in the middle,” said one source who wished to remain anonymous. He said that nobody picked the ball in between. This ball is our parcel delivery rider, he said. When he is out to deliver parcels then he can drop anything like food etc to people on his way.”

Perhaps that made more sense in person, but nonetheless, the manner in which the product TCS Hazir was launched was a disaster.

The company’s plan was to use idle time for riders to deliver items to people who wanted to buy things from local retailers without having to leave their homes and offices. It was an attempt to bridge the gap between the convenience of e-commerce with the immediacy of physical retail. In theory, it was a sound idea.

In practice, however, the company horribly underestimated the amount of time its riders would have available to make these kinds of deliveries, resulting in the core business of delivering regular packages suffering from serious delays and cost overruns.

“Imagine that a serious courier service, where parcels, which also consist of important documents has riders who are out buying cigarettes and nihari in between deliveries of those important parcels. It delayed TCS deliveries, which in return hurt company’s image and business,” said the source.

“It [TCS Hazir] was an instant flop, but Mannan’s ego did not let him abandon the idea,” added the source.

It was a similar story with Yayvo, which started off as a competitor to Daraz.pk. On this, there appears to be considerable disagreement as to what exactly happened. People in the pro-Mannan camp argue that the board of directors did not allow the CEO to adequately fund that venture, as a result of which it never stood a chance of succeeding. They also claim that Yayvo was the brainchild of Khalid Awan himself and Mannan was only asked to implement his idea.

Observers outside the company agree that an inadequately funded venture would be tantamount to burning cash. “It takes $20-30 million to set up a proper e-commerce business in Pakistan, and nobody aside from Daraz has been willing to do that,” said Hamaad Ravda, former chief marketing officer at Daraz.pk. “If you’re not willing to do that, then you’re wasting time and resources.”

And employees certainly agree that Yayvo is a distant second to the power of Daraz. “Yayvo has never been a real threat to Daraz.pk. If Yayvo has 500 vendors, then Daraz.pk has 5,000 vendors. Related products are expensive on Yayvo. And promotional discounts are better on Daraz.pk,” said one former employee.

But there are others who argue that TCS should never have entered the e-commerce market in the first place, especially since e-commerce delivery was rapidly becoming a large part of its business. Sources familiar with the matter tell Profit that even though TCS only accounts for about one-third of Daraz.pk’s deliveries, the business from Daraz accounts for around 8-9% of TCS’ revenue. This, by the way, is up from close to zero just five years ago, suggesting that e-commerce delivery is the wave of the future for logistics businesses in Pakistan.

One former employee, who wished to remain anonymous, said that launching Yayvo created natural conflicts of interest that resulted in a reduction in service quality just as a new competitive business was ramping up and competitors were beginning to improve their offerings.

“Launching Yayvo has pissed off TCS vendors,” said the source. “First you are a partner in an enterprise where your part is to provide logistics to vendors. But after learning your partner’s business model, you start encroaching in their area of specialization. It had been a simple case of conflict of interest.”

That conflict of interest began showing itself in particularly ugly ways when TCS began to have cash flow issues as a result of delayed deliveries and its high debt load that Mannan had taken on as CEO. TCS began using the cash it collected on behalf of e-commerce vendors for cash-on-delivery orders and using it to fund its own working capital requirement, delaying payments by up to several months to vendors who were owed payments.

According to one source familiar with the matter, TCS currently owes as much as Rs100 million to e-commerce vendors on account of cash-on-delivery payments. Needless to say, neither the vendors, nor the platforms like Daraz, are pleased at the situation. The vendors and platforms have increasingly started using other courier services like Leopard, M&P Couriers,  Blue Ex Logistics and E2E Logistics to name a few, which have smaller operations bases than TCS but also fewer of the capital constraints. (Editor’s Note: To be fair to TCS some of the e-commerce vendors have been seen complaining on social media of delayed payments from other courier services as well.)

And Daraz.pk, which is still TCS’ main customer, now has its own courier service, Daraz Express. “I believe TCS’ Yavyo misadventure has been one of the reasons for Daraz to launch its own courier service,” said one former employee.

And now that Daraz is backed by the deep pockets of Alibaba, the threat to TCS’ core business is even bigger, as the biggest e-commerce company in Pakistan, the fastest growing segment of the logistics business, seeks to build out a competitor to TCS.

“Yes, we know Daraz is starting their own service,” said Saira. “We have been working closely with them and we had this conversation and we have known that. This again (is) a pattern that a lot of e-commerce companies have followed internationally as well. Amazon did the same thing in US etc. Again, we do not see this as a threat to us. As I said, we want to go with them. We would like to see efficient and tech-enabled players in the market. It is also giving us the impetus to further improve ourselves. So, all these are positive moves, and all of these are positive for the Pakistani customers who we serve as well. So, we have to take a holistic view in this.”

She doth protest too much, methinks.

The deal to sell, and Mannan’s departure

By this point – 2017 to be precise – Mannan and Khalid Awan were operating on completely different wavelengths. Awan was horrified at what Mannan was doing to his company, while Mannan thought he was successfully building up a company and getting it ready for an exit.

Khalid Awan started to reassert his influence back in the company at the same time that Saira had moved back to Pakistan and joined the company and began asserting her influence. The family’s renewed managerial interest might have irked Mannan, but he kept his focus on finding strategic investors who would be willing to buy all or part of the company.

The company’s revenues continued to grow, albeit at the expense of the rest of its financial health. For the latest financial year, TCS’ revenues hit Rs14.5 billion, but that growth came at a cost. The company’s receivables from Yayvo reached a staggering Rs1.8 billion, or nearly 12.4% of its total revenues.

Nonetheless, by mid 2018, Mannan had succeeded in finding a buyer. The Dubai-based Ijarah Capital, the multi-private equity firm owned by several wealthy Emirati families, had expressed an interest in purchasing the company – all of it – at a valuation close to $200 million.

Over a weekend in August last year, Mannan and Khalid Awan hashed out the details of the transaction, and it looked as though they were ready to announce it at their management committee meeting the following Monday. However, that is when things took an unexpected turn.

At that management committee meeting, everyone was expecting both Mannan and Khalid to show up and announce the details of the transaction. However, Mannan did not show up and only Khalid attended the meeting, announcing something completely different. “He said ‘the company is going through a tough time from a financial and working capital perspective. So we have decided to part ways with the President and CEO [Mannan]’. It came as a shock to all of us,” said one source familiar with the matter.

Sources familiar with the matter say that it was Khalid Awan’s children – especially Saira – who were opposed to the transaction and persuaded their father to not go through with it. And since Mannan had staked virtually the entirety of his strategy for TCS on a successful sale of the company, his position at the company was untenable after that. Whether he was fired or resigned is unclear, and probably irrelevant.

For their part, the board downplayed the idea that Mannan was fired. “After a certain passage of time, there is always a need to look at things with a fresh pair of eyes. And we felt, as Mannan sb left in September 2018 and by the time he left it was more a case of strategic realignment at the board level rather than any disagreement. TCS had an amicable departure with him. The board had a very good working relationship with him, the management had a very good relationship with him and as such he had not left due to disagreement,” said Saira.

“We, as a family are very very committed, as a second generation we want to take the business forward. And we felt that there was a need for focusing on our core. Our priority is and we think our core strength is our logistics. We wanted to renew that focus. And so, it was more a case of strategic realignment at the board level. And to get our vision, where this company needs to go, we felt that it was important to different – I would not say different leadership as I would like to clarify that our current CEO [Salman Akram] is the one who has moved up through the ranks [in TCS] – So again, we believe very firmly in our management. A lot of people who are here in TCS have been working from 10 and 15 years so there is a lot of institutional knowledge, not just of the sector but also of the company. So, we felt that we need to change direction and bit of focus.”

Post-script: In 2013, TCS had accepted an offer from Standard Chartered Private Bank (Middle East) at a total valuation of $50 million. This deal negotiated by the then CEO of TCS, Saqib Hamdani for a partial sale had fallen through at the last moment due to a high-level change within Standard Chartered Bank’s negotiating team.

The bloodbath and aftermath

Following that fateful Monday, everything Mannan and his team started was halted, according to one source familiar with the matter. All of those who were a part of Mannan’s team were also quietly made to part ways with TCS.

Everyone close to Mannan either resigned or was asked to leave. The head of TCS E-Commerce, which has two entities under its umbrella – Yayvo and Sentiments – Salman Hasan resigned. The head of human resources Asma Sheikh, the Director of Innovation and Customer Service Sohail Shaikh, and the Head of Marketing Naiyer Saifi all left in quick succession.

“But Mannan and Company had little to bother as they received their full money of the contract,” a source said. “However, the most important asset of the company – the human resource had to pay the price. After Mannan’s exit, the people who took to the helm of affairs started terminating employees when they could have reduced the financial stress by pay-cuts.”

“People associated with the company for 35 years were shown the door. Those who were about to retire in three years were also terminated,” said the source.

According to our source, who wants to remain anonymous to avoid retribution from the current management, said that Chairman Khalid Awan had been a great employer in the past but in Mannan’s case and even later on he has given unbridled authority to the management and has himself turned a blind eye.

There has been reports that management even bypassed Awan’s own instructions not to terminate employees. One source even claimed that Awan, a very healthy and physically fit man for his age, had a heart attack recently, which many speculate may have been caused by the stress related to the turmoil at the company that has been his life’s work.

“The company is struggling as there’s unpredictability among the employees. Nobody knows who’s next to be shown the door. Everyone is throwing their CVs to friends and family and nobody now has interest in their daily work. The company’s operations are struggling due to this,” said the source.

Saira, however, had a different view of why the layoffs were occurring. “Times of economic stress and financial stress are also times of great opportunities,” she said. “I think sometimes you are forced to make certain decisions, which you do not take when everything is going right. You are forced to revisit and reflect that it should have been done this way. That either it is the efficient use of capital? That these people are working at their optimal capacity? I feel the time that has passed, although it has been challenging financially, but it helped create a transformation plan, which has been a very beneficial thing for us.”

She may well be right. In the late 1990s and early 2000s, the company routinely had operating profit margins exceeding 15% and net profit margins exceeding 10%. These days, however, according to sources familiar with the company’s finances, TCS has an operating profit margin of approximately 6.5%, and a net profit margin of approximately 2.0%.

Meanwhile, the company still has the massive debt load – approximately Rs4.7 billion – that it has incurred, much of it under Mannan’s tenure, and that now constitutes 75% of the company’s capital structure. With liquidity problems at TCS mounting, the banks are starting to get very nervous, and do not have confidence in the post-Mannan management team.

Of particular concern is the fact that Amir Iqbal has been brought in as the chief financial officer. Amir Iqbal’s track record is not particularly liked by the banks. He was the controller at the Gulistan Group between 1998 and 2002, a period during which that group defaulted on its debt obligations to its lenders.

Iqbal was brought onto the company’s management by Saira while Mannan was still the CEO, even though Mannan already had a CFO named Raziuddin Ahmad, a chartered accountant who had previously spent 10 years working as the CFO of Coca Cola Pakistan. Iqbal is said to be a good friend of Saira’s husband, Mudassar Malik, the investment banker who co-founded BMA Capital. The two men worked together while Iqbal served as CFO of one of BMA’s subsidiaries.

Will they sell, or will they hold?

It is increasingly looking likely that TCS will have to raise capital from somewhere. The management appears to think that selling Yayvo might fetch as much as $100 million, a number that most independent market observers believe is fanciful at best and outright delusional at worst. Most observers believe – based on Daraz’s acquisition price of $150 million – that Yayvo is unlikely to sell for much higher than $20-30 million.

After denying that Yayvo was for sale for months on end, the TCS management has finally acknowledged, on the record, that the option is at least being considered. “Our current plan for Yayvo is to raise growth capital and to create some strategic partnership so that growth of Yayvo can be boosted in that way,” said Saira Awan.

An outright sale of Yayvo might make enough of a dent in TCS’ debt load to stem the bleeding. But many of its lenders appear convinced that the company may still need to raise money by selling shares. And with management turmoil hitting the company in as public a manner as it has – it is hard to hide the sudden ouster of a CEO, even for a privately owned company – any investors who might be looking at the company are likely to smell blood.

Then there is what Saira made abundantly clear: she clearly does not want to sell the company. She wants to inherit and ultimately run TCS.

It is certainly possible that Khalid Awan was wrong and that Saira is in fact ready to lead TCS. If she is able to successfully sell Yayvo for a reasonable price – and she is expected to hit the road this week to find buyers in China and the United Arab Emirates – and pay off the debts and keep the company afloat, she may well prove her doubters wrong.

Khalid Awan worked tirelessly his whole life to set up a business that separated family concerns from those of business, and where merit was rewarded above and beyond all else. His daughter got off to a rocky start. Here is hoping for Khalid’s – and for TCS’ – sake that she is able to right the ship.

180 COMMENTS

  1. she will need at least two Advisers, one with good Financial knowledge and One with economics and Analytical skills.
    GOOD luck

  2. As she said in the article, her save and grace will be concentrating heavily on Logistics Business. They recently have signed with International company like hashmove.com which can truly change their life in Pakistan. There last mile delivery companies business is very saturated already. There is untapped $ 800+ Million market of logistics to be tapped in Pakistan alone

  3. TCS story is never complete without the mention of Saqib Hamdani shb. He is the single best thing ever happened to TCS. The growth TCS saw in his tenure is unprecedented. No matter his name and accomplishments are not mentioned here but he lives in the heart of 12,000+ people whose quality of life he improved.

    Pakistan’s logistics scenario would have been a lot different if Saqib shb’s tenure as CEO TCS would not have been forcefully finished. Even TCS would have been in a much stronger position.

    • Saqib Hamdani shb was the most celebrated and acknowledged CEO of all times in TCS history.

      He was given living the values award. The entire industry is witness to his exemplary conduct. He served TCS over 24 years.

      The fairest CEO I ever knew.

      • is it fair not to recognize efforts of Qamar Zaidi who worked hard to established TCS from scratch and laid the foundations of all the functions and divisions of TCS including opening international operation, signing banking contract!!!!! Have a heart Jamil..

    • @ Razia Bhatti :
      This is not correct. Someone fed and mislead you with this trash peace of information.
      I have spent over ten years with TCS at a senior management position.
      I was part of TCS when Mr. Saqib Hamdani stepped down from his position of Group CEO.
      He is a man of great integrity and character, he stepped down to set a new benchmark in corporate governance.
      In his capacity as CEO ,only he had the power of attorney from the board to signed legal contracts.
      In an unfortunate and unjust incident, Pakistan Customs implicated TCS and lodged an FIR against TCS, as Mr.Saqib Hamdani was the signatory to the contract ,his name was also included.He stepped down in order to demonstrate TCS Corporate culture and credibility.
      He did this to distance TCS from this unfortunate episode, he showed great commitment to Company’s image, reputation and good will. All this was done with the consent and will of the board. All accusations and charges have been dropped, TCS and it’s all employees have come out clean.
      When Mr. Saqib Hamdani stepped down, he had complete backing and support of the Chairman, TCS board and the entire Organization.
      Hope this clarifies and sets the record straight.

      • He (Saqib) stepped down because he was told to step down! He had become too big for his boots and had begun trashing Khalid Awan & his family especially his wife and son. To him, they were inexperienced and interfering. Only he knew what was best for the company. It went to his head. He was more loyal than the king as it were. It was sad and unfortunate that he was unable to handle or manage the family’s involvement. Trashing them in front of his hand-picked team was a fatal mistake. Which he later realised & apologised for. He had crossed a red line! His ex-teams loyalty is misplaced. Most of them, ie. Rao Salman, Khalid Dar etc. were capable and good people. The less said about Jamil Ahmed, the better. His track record before and after TCS is well known. Surprised he’s not behind bars. Like it or not Khalid Awan was ultimately Saqib Hamdani’s benefactor. ‘Power is the ultimate aphrodisiac’, it does strange things to the best of us. TCS needs to move on beyond individuals and family politics.

        • to Mr. Observer
          I was part of the senior management team and a very close witness when this unfortunate episode took place.
          I have only stated the facts, what was conveyed and briefed to the management by the top leadership, what was written in communications and what was observed as the events unfolded.
          During the past 15 years, in and out of TCS , we found Mr. Saqib Hamdani very humble and down to earth.
          Mr. Saqib Hamdani respects and highly regards Mr. Khalid Awan. He always placed him as an elder and his mentor.
          He always held and demonstrated great respect for the entire Awan family.
          Mr. Saqib Hamdani lead TCS in a very professional manner. He devoted himself and showed his total commitment to make TCS an institution as envisioned by Mr. Khalid Awan. Even post TCS I have not seen him in last 4 years saying anything against Awan Family..

        • Another Close Observer April 27, 2019 at 8:38 am
          If that is the case, why was Mannan asked to stepped down? If Mr Saqib Hamdani was trashing Mrs Awan, then there should have been no reason for sacking Mannan as Sadia Awan favoured Mannan.

          But Mannan was shown the door also, with Khalid Awan still not understanding the difference between a hard working focused leader (Mr Hamdani) and an opportunist (Mannan)

          As far as Khalid Awans son, he had no clue what he was doing. His treatment towards his colleagues a huge question mark. Being the son of the owner truly does not mean that you know the game.

          Mr Hamdani on the other hand has always been respectful, and helpful even towards the lowest category employees of TCS, who till today pray for his well being. So your allegations are quiet baseless and unfounded.

          This show if excitement by Ms Saira Awan regarding the companies future is another failed attempt by this family to gain some grounds in the market which they have lost due to their father Mr Khalid Awans actions. The reshuffling bug that bites him every 10’yrs has landed him in this quagmire and rest assured there is no way up now.

          With Saira and Qasim Awan at the helm and the top team i.e. the CEO Mr Salman Akram and Operations Head Mr Shafique, Mr Khalid Awan has defiantly dug the grave even deeper than it was when he made the grave mistake of asking Mr Hamdani to go home.

          I cannot even wish them well, as they took upon themselves many ill wishes from all those employees who were sacked for no reason.

    • How You Believed It ? Any reference ? Not a single person on earth can say this .
      Read Khalid Awan letter addressing the employees at the time of Saqib Hamdani resignation . Pls share your ID . I will send it to you . Be responsible at such forums at least.

      • Saquib was fired from TCS and thats a fact. He later joined IBL at a hefty salary and was later fired from there as well. However theres truth about him being a peoples man. and he no doubt brought TCS to great heights.

        • The comments above on Mr. Saqib Hamdani’s departure from TCS and IBL are incorrect and far from reality. This clearly shows how people in charge have twisted facts for personal gains & self-positioning.

          I have been extremely fortunate to have worked for both TCS and IBL. I worked at TCS for almost 10 years at a various senior management positions and have been part of IBL Group for the last four years now, where I’m currently heading the distribution business.

          Mr. Hamdani ably lead, inspired and got best out of his teams wherever he worked. He believes in leading by example & WALKING THE TALK unlike any of the other characters mentioned in the article or subsequent comments.

          My ex-colleague at both TCS & IBL, Mr. Rao Salman adequately explained above about his stepping down at TCS.

          Mr. Asad Abdullah, one of the Owner’s and Directors of the Board of the IBL Group expressed his views about Mr. Saqib Hamdani on the 24th of April which are reproduced below:

          Asad April 24, 2019 at 11:24 am
          “I’ve had the good fortune of working with Saqib Hamdani (post TCS), even if it was for a short time. You have described him perfectly. I have yet to meet someone who has impressed and made an impact on me as much as he has. This country needs more leaders like him.”

          Hope this piece of information will relieve and ease you.

  4. Beautifully written! Mohsin keshodia I Know you can face this challenge as you did previously & yes you were correct 8 years back!

  5. Saqib Hamdani played a pivotal role in rapid growth and expansion of TCS for many years after JJ and before arrival of Mannan. Even TCS Head Office Building at Karachi airport was renamed as Saqib Hamdani Building in recognition of his role by none else than Khalid Awan himself. I wonder how that piece found no mention in othwise well written story.

  6. Absolutely to the point and accurate description of what mess Mannan and his cronies brought upon this company .
    Mannan showed glittery prospects to Mr Awan so bright blinding him in the process , Mannan was only there to make a quick buck for himself and his pals at banks, he not only lacked vision but was probably was one of the shallow CEOs to work with had to no clear understanding of what goes on coherent with some of his friends that he brought with him esp Salman Hasan had 0 grasp of how things were are run in ecommerce leading to current crisis arising due to high receivables and vendor non payment from Yayvo especially.

    I genuinely feel for Awan sb, Mannan and co destroyed yet another company (his performance at UBL and past employers have had a same story of incompetence – probably the author should do another piece on that )

  7. people who are really loyal with company they should be with them. Today TCS is suffering just because of currupt employement. If they want to change something first of all kick out these corrupt people.

    • Totally agree. All TCS needed was to get rid of people who are squeezing TCS from inside. Mr Mamnoon (Salman Akram) is one great example. He is one of those whose salary grew 300% during Mannans tenure.

  8. All i say that all of this is curst by those workmen who were part of torment of TCS. Apologise those one. Everyone gas there own respect.

  9. Ahm content shared is much better than HBR case study……
    My two cent advise on taking forward.
    Four strategic pillars can give renaissance to TCS business
    1) Focus on Yield – Relieve unyielding business
    2) Operational Controlling
    3) LEAN business
    4) IT & People strategy
    Business cant be run by non business people sadly it is still happening

  10. I am seeing that which is true that people of TCS really love with TCS and do not go anywhere.. As per TCS staff this is our family and we will give our best of the best 24/7 which is as per me the power of TCS.

  11. just because of these reason people started to leave TCS , as we heard that around 60% of their corporate sale team resigned from the organization and joined E2E . i believe that decision also hit their base line numbers.

  12. Everyonw knew about Manan previous background what he has done in banking sector except Tcs managment. Why someone left his 22 years of banking background for domestic courier company?. Existing team and CEO is not capabale to get TCS out of these crisis as they dont know the ground ralities. Need saqib hamdani who is tested and tried and fortunately available. If khalid sb again take wrong step and go for another experiment it will be disaster. Bring back the old TCS old team who left TCS in manan tenure forceibly and now serving in other courier companies.

  13. Same happening in M&P Mr.Kamran Nishat doing experiments with M&P logistics, he has no experience of logistics business and despite huge losses he is running M&P courier blindely because money is not going from his own pocket.

  14. I don’t know why fancy vocabulary is much of focus in the articles. The sense of message could have provided with the use of understandable words, easy to read by readers. Have a look on articles written by world’s renowned megazines like reuters or bbc, you will have better idea of writing.

    • bhaee koe vendetta hay ya kis cheez ki saar hay,,, yah koe kharish hay apko? kya hay zara hamay bhe batain. I think this article is well written and tailored to meet individual reader specific information needs.

  15. This is good artical establishing JV.
    Why not we develop our own system like JV with Pakistan post office by better management.

  16. TCS need a leader ……. A Team Maker …. It may be with in TCS but NOT from outside …….. It may be Br Manager but what i know very well NOT other than TCS team…….. Management need to get a look of back benchers of TCS NOT surrounded by board.

  17. Nice Article . Well I think TCS has lost its way since the time someone (i assume mr mannan) suggested them they can become next big in e-commerce . How on earth if someone has seen a logistics company can become next amazon of a country. If you have seen there 9-10 ecommerce have been launched by different big groups in pakistan and almost all of them winded up. I wish these groups rather had funded some enterpreneaurs that would have created a larger value for them in long term.

  18. Very wel written. The biggest blunder committed by Mr Khalid Awan was to take the senior banker as CEO. I’ve seen such examples many times in the past 2 decades of my association with Pakistan’s banking industry.

    These so claled fancy bankers work like this everywhere they go. Their only strength is their impressive communication ability on the basis of which people think they know everything and hence are offered CEO positions. They keep on switching jobs between banks, becoming their CEOs and heads and take their whole team of grossly incompetent sychophants at such a high salary that the rest of the staff feels demotivated and as a result become unproductive. The CEO sycophants who now supervise critical departments just keep their focus on managing and flattering the top boss and then spend 3-4 years easily there before moving elsewhere at even higher salary. Some stay back but they keep on shifting the blame to old staff rather than blaming their stupid strategies that inflated costs. The company/bank is destroyed meanwhile. This happens in all top banks of the country and will keep on and on as long as these shallow bankers who come as a ‘team’ are given top jobs.

  19. Unfortunately powers in wrong hands destroyed the company culture and growth.
    Never had any strategy to grow internationally whereas had the full potential to do so.

  20. TCS is proud of pakistan it’s beyond our thinking that TCS will be unsuccessful in future ,yes this is difficult time on exiting management and Awan family but we are fully confident they can still make it profitable with collective efforts of Team but it’s really surprising for me How we can ignore the efforts of Sir Saqib Hamdani sb

  21. TCS is incomplete with out Saqib Hamdani. He is the only one who can pull out the company from current situation. TCS DNA only need Saqib Hamdani sb. Believe me things will rapidly change when People will listen the news Saqib is joining to TCS. Other wise …………….

  22. One of the biggest reason for Yayvo’s fall was their in efficient IT structure. It should clearly be out sourced as the current team has no clue on how to develop and run an e-commerce website.

  23. Looks very strange that the actual and sole progression period from 2001 till 2014 was totally neglected. I remember when I left a Multinational for TCS in 2002 and can recall 2004 where we didn’t touch just a 100 Million per month benchmark . This proves that TCS was not doing any significant business till 2004 . So the decade from 2004 to 2014 is the actual game changer. I left TCS in 2014 but didn’t witness any progresion in the last 5 Years. What does it mean?
    Saqib Hamdani is indeed Saqib Awan , once said Khalid sb in front of so many of us . He also expressed that Saqib Hamdani will take his family under his safe hands.
    When I was COO of a company and offered him the CEO position with shares holding , his refusal was surprising. I am the personal witness of so many such offers which one can only wish but he declined.
    Saqib Hamdani is not a logistician, not a mathematican, not an economist, not an accountant and having no significant managerial qualities. He is a Born Leader, A Man of Character & Integrity, A Visionary Leader mastered the skill at Hiring the right person for the right job at the right time and at right location and then the charisma to retain them for decades.
    Everyone knows that he is the only rescuer but dont know who and what is the hurdle ? Any Charge against Him ? NO – Any Issue with Him ? NO .
    So there must be something deep .
    I headed so many porfolios at TCS , Was COO of OCS , Director of M&P , GM at Leopards and now Heading DAEWOO but I didn’t find a single person who is even close to his qualities and skills.
    I wish all the Best to TCS and all other companies and I respect them all .( would request not to comment if you have not worked with Saqib Hamdani or Know him personally)
    Regards

    • Unfortunately your exposure is limited to local companies mainly focused to think inside the box, had you tried working for MNC like DHL then your thought perception could have been different from global perspective. Plight of couriers at ground is a clear example. OCS M&P were offshoots of TCS and they tried to copy TCS chairman style. This is not Saqib hamdani era, things have changed and millennial are paving way.

      • Dear Tervedi,
         
        You are entitled to your views and comments. I have no idea of your background, experience and how much you know about TCS and Express & Logistic industry. I don’t think you have given much attention to what I have written above. I said and repeat, I was working with a multinational before joining TCS, the platform TCS provided me was also no less than a multinational, the company I am working at present is also a multinational.
         
        Please also stand corrected, M & P, OCS, Leopards and TNT are not offshoots of TCS ,all these company’s started their operations in Pakistan much before TCS came into existence. In fact TCS is an offshoot of DHL, TCS started its operations from DHL offices and leveraged DHLs infrastructure and backend support.
         
        Whatever TCS did during the time I was with TCS ,in terms of product development, customers service, innovation was always out of the box, that is why TCS stretched its lead and went way far ahead of its competitors. TCS stood as an undisputed leader in the Express and Logistic industry.
         
        The Leadership at TCS had the Character, Vision, will and deep understanding of the ground realities and surroundings. Implementation, Conversation of creative ideas and dreams into reality was the hallmark of Mr. Hamdani and the team.
         
        The era and grandeur will always be with those who have the character, resolve, sense of purpose in Life and true leadership qualities. During the past four years TCS leadership lacked the required skills and the character, that is why the entire industry and business professional are pondering in debating WHAT ON EARTH HAS HAPPENED TO TCS. I hope this answers lot of the questions.
         
         
         

        • I think HBR case study is better to tell historical background of TCS. DHL provided knowledge framework for business operations which was not welcome during previous era mainly due to resistance to technology and remaining in silo and not developing talents to take position next step. Whomsoever taken positions to run TCS after saqib hamdani were 3rd layer of command and they did it as per minimum expectation. TCS connect was another adventure (launching of online store with no expertise to run it) which costed with rebrand yayvo. never ever tried to digitilised sentiments. What is brand position of any product of TCS to date? It should have been prioritised as it was close to owners but taken for granted. Print shop was in shambles but still in run. How about MMS and the manual operation? hue cry of couriers on outlook quality minimum bearings etc? had the quality of dhl operations been incorporated then we will be seeing less mess to date.

          Key finding for CEO level,
          1) the structure of organisation seems pretty heavy
          2) lack of acceptance to change
          3) lack of leadership talent pipeline development
          4) lack of digilisation
          5) no focus to centralized IT infrastructure
          6) a culture of high end bureaucracy
          8) Manual business execution

          During Mannans era TCS was frankly open to external world with new ideas which were necessary in bringing digital know how to TCS although execution was a total mess. whether it is yayvo, sentiments, hazir, cod operations The credit to failure not only goes to Mannan and his banking chain but also to his direct reportees known as management committee most of them are still running the show.

          It was bet to bring positive change and no one among us would be more sincere to the business of TCS then Owners are!!!

          Please take this as frank educated dialogue and no offense is intentionally perpetrated to your inner feelings and exposure with TCS

          • I gave my perspective being part of the industry and TCS for the past over two decades. I see gapes in the above information and observations. The above is more of an academics and far from the ground reality. This is not how the industry has shaped during the past 18 years.

            · DHL and TCS operated two distinct and totally separate entities after 90. The discussion revolves 2000 an beyond.
            · The growth of TCS was organic and indigenes. One had to tightly and carefully plan investments. TCS never overleveraged its balance sheet. Mr.MA Mannan overstretched with the banks.
            · Lot of infrastructure, technological, systems development and advancement took place during 2000 to 2014. This helped exponential business growth year after year and TCS stood a undisputed leader in the industry.
            · TCS print shop had all the required top accreditations and certifications. MMS and its young, energetic field force was the future of TCS. Had this new team been managed properly, customer like Daraz would have never thought of their own infrastructure and presence on the ground.
            · TCS has posed and created a challenge for themselves by derailing from the core business and fishing in the divers areas. Looking at the emerging scenario and the way industry has shaped up in the past four years, the new competitor gearing up in shape of Daraz and approval Pakistan Courier, Logistic Regulatory Authority Bill, things will be challenging for TCS in the market and also with the prospective investors.
            · In the year 2014 when I left ,TCS Management team had great depth and totally geared for the future. The brand, Vision, values, culture and the mission was able to attract, excite and hold professionals from the multinationals and leading business schools. Future game Plan, strategy and succession plan was known and sold to all the key team members, everyone was excited and geared to take up the challenge.
            Mid 2014 Mr.MA Manan got onboard. He uprooted the a clean culture and the values. Because of his the discriminatory policies and conduct, within a year TCS lost a talented and a brilliant pool of people. They all were actually future of the organization.
            This is why Mr. MA Mannan was left with a tire three level of management ,This lot was not ready for the leadership slot. The biggest of all the mistakes(a blunder) was to accommodate and promote compromised characters in top leadership positions(perfect recipe for disaster and a mess).

      • Dear Tervedi,
         
        You are entitled to your views and comments. I have no idea of your background, experience and how much you know about TCS and Express & Logistic industry. I don’t think you have given much attention to what I have written above. I said and repeat, I was working with a multinational before joining TCS, the platform TCS provided me was also no less than a multinational, the company I am working at present is also a multinational.
         
        Please also stand corrected, M & P, OCS, Leopards and TNT are not offshoots of TCS ,all these company’s started their operations in Pakistan much before TCS came into existence. In fact TCS is an offshoot of DHL, TCS started its operations from DHL offices and leveraged DHLs infrastructure and backend support.
         
        Whatever TCS did during the time I was with TCS ,in terms of product development, customers service, innovation was always out of the box, that is why TCS stretched its lead and went way far ahead of its competitors. TCS stood as an undisputed leader in the Express and Logistic industry.
         
        The Leadership at TCS had the Character, Vision, will and deep understanding of the ground realities and surroundings. Implementation, Conversation of creative ideas and dreams into reality was the hallmark of Mr. Hamdani and the team.
         
        The era and grandeur will always be with those who have the character, resolve, sense of purpose in Life and true leadership qualities. During the past four years TCS leadership lacked the required skills and the character, that is why the entire industry and business professional are pondering in debating WHAT ON EARTH HAS HAPPENED TO TCS. I hope this answers lot of the questions.
         
         
         

    • I’ve had the good fortune of working with Saqib Hamdani (post TCS), even if it was for a short time. You have described him perfectly. I have yet to meet someone who has impressed and made an impact on me as much as he has. This country needs more leaders like him.

      • @ Annon: though I have already clarified above but writing it here again for you to have factual picture :
        This is not correct. Someone fed and mislead you with this trash peace of information.
        I have spent over ten years with TCS at a senior management position.
        I was part of TCS when Mr. Saqib Hamdani stepped down from his position of Group CEO.
        He is a man of great integrity and character, he stepped down to set a new benchmark in corporate governance.
        In his capacity as CEO ,only he had the power of attorney from the board to signed legal contracts.
        In an unfortunate and unjust incident, Pakistan Customs implicated TCS and lodged an FIR against TCS, as Mr.Saqib Hamdani was the signatory to the contract ,his name was also included.
        He stepped down in order to demonstrate TCS Corporate culture and credibility.
        He did this to distance TCS from this unfortunate episode, he showed great commitment to Company’s image, reputation and good will.
        All this was done with the consent and will of the board.
        All accusations and charges have been dropped, TCS and it’s all employees have come out clean.
        When Mr. Saqib Hamdani stepped down, he had complete backing and support of the Chairman, TCS board and the entire Organisation.
        Hope this clarifies and sets the record straight.

        • He (Saqib) stepped down because he was told to step down! He had become too big for his boots and had began trashing Khalid Awan & his family especially his wife and son. To him they were inexperienced and interfering. Only he knew what was best for the company. It went to his head. He was more loyal than the king as it were. It was sad and unfortunate that he was unable to handle or manage the family’s involvement. Trashing them in front of his hand-picked team was a fatal mistake. He crossed a red line! His ex-teams loyalty is misplaced. Most of them, ie. Rao Salman, Khalid Dar etc. were capable and good people. The less said about Jamil Ahmed, the better. His track record before and after TCS is well known. Surprised he’s not behind bars. Khalid Awan was ultimately Saqib Hamdani’s benefactor. ‘Power is the ultimate aphrodisiac’, it does strange things to the best of us. TCS needs to move on beyond individuals and family politics.

          • I was part of the senior management team and a very close witness when this unfortunate episode took place.
            I have only stated the facts, what was conveyed and briefed to the management by the top leadership, what was written in communications and what was observed as the events unfolded.
            During the past 15 years, in and out of TCS , we found Mr. Saqib Hamdani very humble and down to earth.
            Mr. Saqib Hamdani respects and highly regards Mr. Khalid Awan. He always placed him as an elder and his mentor.
            He always held and demonstrated great respect for the entire Awan family.
            Mr. Saqib Hamdani lead TCS in a very professional manner. He devoted himself and showed his total commitment to make TCS an institution as envisioned by Mr. Khalid Awan. Even post TCS I have not seen him in last 4 years saying anything against Awan Family.

          • If that is the case, why was Mannan asked to stepped down? If Mr Saqib Hamdani was trashing Mrs Awan, then there should have been no reason for sacking Mannan as Sadia Awan favoured Mannan.

            But Mannan was shown the door also, with Khalid Awan still not understanding the difference between a hard working focused leader (Mr Hamdani) and an opportunist (Mannan)

            As far as Khalid Awans son, he had no clue what he was doing. His treatment towards his colleagues a huge question mark. Being the son of the owner truly does not mean that you know the game.

            Mr Hamdani on the other hand has always been respectful, and helpful even towards the lowest category employees of TCS, who till today pray for his well being. So your allegations are quiet baseless and unfounded.

            This show if excitement by Ms Saira Awan regarding the companies future is another failed attempt by this family to gain some grounds in the market which they have lost due to their father Mr Khalid Awans actions. The reshuffling bug that bites him every 10’yrs has landed him in this quagmire and rest assured there is no way up now.

            With Saira and Qasim Awan at the helm and the top team i.e. the CEO Mr Salman Akram and Operations Head Mr Shafique, Mr Khalid Awan has defiantly dug the grave even deeper than it was when he made the grave mistake of asking Mr Hamdani to go home.

            I cannot even wish them well, as they took upon themselves many ill wishes from all those employees who were sacked for no reason.

      • @ Annon: he was never fired. pls read my reply to Razia Bhatti above to know the fact. I was part of TCS & what he did in those testing times, was in the best interest of the company & people of TCS & with the consent of board members. Only people like Saqib Hamdani had guts to take such bold decision that too at the peak of his career,
        my friend this is called Leadership.
        Hope it is clear now..

  24. Having worked under the management of M. A. Mannan and Salman Hasan at a Bank, I can confidently say that they are nothing but incompetent fools who are out there only for personal gains. TCS is the 3rd company that they have destroyed and it will be sad to see another one going down in future. All those who worked under Mannans management know that he is an egoistic man who only looks after a select few who he has hand picked. Alot of his loyal comrades have left him due to his selfish policies. CEOs lead by their personalities and by example, Mr Mannan wouldn’t even reply to your Salam if you were in the same elevator. Disgraceful to see that he has created his own little empire at the cost of 100’s of people who believed in him. Pathetic.

  25. Very interesting to read about TCS Mannan period of disaster. I once started a debate in 2017 complaining about the in-efficient delivery system of TCS. I was very strong on my critisicm on Mannan as to how he was running the show. There was an army of TCS staff defending Mannan. Now I know why and who actually they were. The sames ones with 300% pay rise. I did not loose the debate and kept on fighting until the last drop of blood. Eventually the CEO apologised publicly on LinkedIn. It did not ended there. Again the same army started praising the CEO for being brave by apologizing. Now I understand what was happening. I believe Saira Awan will take TCS to places

  26. If mannan was a failure then how come one ignore his first chain of command? I am sure his failure was more fuelled by internal politics and chains. TCS i think need fresh people in operation, IT first who can build momentum for the business. Ignoring saqib hamdani achievements in this article is a clear signal who is still playing with owners mind in making long term decision.

  27. I just want to say TCS isn’t a bad company at all but it is a badly managed company.
    The induction of Mannan was the worst decision ever made by the chairman he came from banking sector. Courier industry was new for him so as expected he ruined the well established company

  28. Mera aik parcel tha wazirabad delivery ka jou time pay deliver nahee hua. May jab call centre pochta jawab ata we are checking. Akhir tang akay i search branch contact and dial. Or kaha branch ka officer ko deliver krway parcel COD ka. Wo adhay ghantay main deliver hogya. But i did not received feedback from customer service. The idea is to tell how bureacracy might be eating inside which is evident in article.

  29. TCS reigns is rightfully in hands of owners, never trust an outsider… Things will be fine soon..Though competition in this industry is growing but TCS can leverage its muscle..

  30. Saira Awan don’t need to do much efforts to save tcs,,,, just need to decrease the rates,,,, TCS will fly again…. I am still using TCS instead of Leopard, M&P Pakistan post Ums services, but now thinking to switch over due to the highest paid courier service in pakistan is tcs, infact leopard and m&p also takes 24 hours to deliver the letter or parcels to each corner of the country, so why we paid higher to TCS? This is my question to the saviors of TCS……..?

  31. A great time we have spend in TCS with Saqib Hamdani Sb Management , we claims that we are honest company , we are the best Tax Payer of Pakistan. TCS Grows from 1990 to 2014 on self made approaches. Although our salaries was not good enough but Alhamdulillah we were happy because we were living as a family. And the strength of this family was only ” We think A like “. we contribute in organization on the basis of our core values , Quality ,Exemplary conduct, ethics, Justice , profitability through efficiency, to achieve our purpose of excellence. Undoubtedly , this environment, culture , and down to earth approach in leadership of Saqib Hamdani sb , Jamil Janjua sb , and Khalid Nawaz Awan sb. we can pray for TCS Family and best of Luck. But after reading this whole topic found a Name missing of Sir Saqib Hamdani , i personally believe it is injustice.

  32. M. A Manan only destroy the team of TCS , who build a organization in last thirty years. because professionals of this business is very limited in the market. but when i was leaving the TCS , i can recall my memories , every one in TCS was trying to find way out from TCS. and its only reason was Mannan egoistic approach towards TCS Core Team. we can remember the behavior of Mr Manan Management in Faisal Abad Champion series celebration.

  33. I havent worked with TCS so cant comment on leadership styles of Mannan or Saqib Hamdani but I feel some of the comments about Mannan seem unfair unfair. As per the article the valuation of the company under Saqib Hamdani was usd 50 million while Mannan was able to take it upto usd 200 million. As they say let the numbers do the talking.

    • I worked at TCS for over a decade (2004 till 2015) and was part of TCS senior strategic team. I left TCS after Mr. MA Mannan got into act.
      I had the opportunity to work with both Mr. Mannan and Mr. Saqib Hamdani, they were poles apart.
      In the year 2007-08, DHL International after an extensive due diligence exercise made an offer of over $75 million (without taking into account TCS Aviation, print & MMS, Octara and Intiana business).
      At about the same time Emirates Post approached TCS and indicated their expression of interest at around $120 million. Later the deal couldn’t materialise because of the 2007- 08 economic meltdown in the UAE.
      TCS thrived afterwards, TCS developed new products and solutions for its customers , revenues and profits grew exponentially. In past four years, TCS has built its revenues on the same products and solutions developed before Mr. MA Mannan took over.
      To draw any comparisons or conclusions one needs to know details, modalities, assumptions and the factors impacting the business and its evaluation.

    • Shoaib sb,
      Could you please Share any reasonable Source as you said,
      ”company under Saqib Hamdani was usd 50 million while Mannan was able to take it upto usd 200 million.”
      or this is just your canard (من گھڑت چاہت).

  34. The sad part is employees have lost faith in management. There are still people in the company who are good for nothing even they don’t have that courage to speak to employees openly. Clear names are: HR-Irfan Qamar who got fired from Faysal Bank and hired by Asma on almost double the salary he was getting followed by his gang Hassan Tahir, Aneeta Punjwani, HRBP for CS who don’t know about HR and have a position of senior manager because of his good relationships with Irfan Qamar & Hassan Tahir. CS was downsized and all team of TCS Hazir was fired despite letting the person who was leading the Consumer Team for HAZIR was responsible along with the guy they hired as Chief of Disruption who is good for nothing honestly. Their salaries would have paid for those who are being fired and they are still getting good sum out of their titles to date.

    The simple way is to ask the management to lower down their salaries to 50% till next one year and make the company grow. Then you will see how loyal they are with the organization of Awan Sb. I was a loyal employee of TCS wanted to make sure that we reach to where Awan sb. is aiming for however I had to leave due to uncertainty prevailing in the organization. This was one poor decision for Awan sb. for which everyone is paying the price for.

    An ex-employee of TCS.

  35. Apparently TCS was not the first company Mannan messed up with. He took dubai islamic bank to near bankruptcy after he was fired from ubl. Same fate at DIB. However he managed to fool Shaukat Taren and silk banks Emaan was a big flop. Khalid Awan has to blame himself for hiring someone who was known in the market for churning out one fancy flops after another

  36. My comments post going through the history of TCS, well summarized the main area with some missing links as well, including my own observations during serving TCS;
    1- the success part story of TCS is incomplete without mentioning Mr. Saqib Hamdani, the great leader who basically gave vertical growth to TCS during his CEO ship. Who been awarded by Chairman Khalid Awan, the TCS building on his name as Saqib Hamdani building though with having many other option including his own brother name Sadiq Awan to be taken as. Plus mentioning the top leaders names in Mr. Saqib team is vital especially including Mr. Rizwan Hafeez and Jamil Ahmed.
    2- the leopards Courier was founded by Mian Jahangir followed by his son. Ex TCS employees are misinterpreted in it.
    3- Mr. Mannan was brought in with knowing the fact that he is a great leader but having only banking experience and no idea of logistic industry even though the game chosen by Mr. Khalid Awan.
    4-The building of bankers team in a logistic company on high salaries were with the consent of board.
    5- The bankers started heading many roles while showing many Courier professionals TCS doors were also very mush visible to Chairman ship including both Mr. & Mrs Awan.
    6- there was a huge gap in which even a layman can see TCS direction was going totally out from core business and will hurt him one day, but nothing was done and letting it go with the flow including heavy marketing cost in TCS history which not even needed in that way. Over and above the sky touching debt on the company ever in the TCS history.

  37. HR, Rental, Transportation and Aircraft Operations are the 80% of the total cost. Just slash this cost with some rational and see the results. TCS and Leopards Courier can discontinue the Aircraft Operation; as this cost is equally hitting to both organizations. M&P has already discontinued the plane since last year. Change the TAT for Parcels for 48 hours and see the results.

  38. I thing Mannan did a great job in doing what he and Khalid Awan had agreed on doing in mid of 2014.ie to make the Company attractive enough, both financially and from a branding perspective to attract prospective buyers. This led to the offer from Ijara to an extent of more than $200 million. I think Khalid missed the bus by coming to the emotional decision under pressure from his children to not to sell the Company.
    it was after this that the shit actually hit the ceiling, first resulting in Mannan and his team’s departure and secondly the decision of the new acting CEO Salman Akram to retrench scores of lowly paid junior employees. This did not result in substantial cost savings and at the same time resulted in the morale of the staff to hit rock bottom. There is still a lot of highly paid dead bark at TCS. these are favourites of the top brass including Salman Akram himself.
    I think that an independent audit is essential to clear up the HR mess (this will result in massive cost saves), before going out there to woo potential buyers.

    • A credible source (@Qasim Qayyum) mentioned above that TCS attracted DHL and Emirates Post some 11 years back. The expression of interest was $75 million to $120 million respectively. So how come this is a great Job $200 million after 11 years???
      What we read in comments shows; Mr. Mannan ruined this great enterprise. The company lost experienced and valuable employee’s, present staff is demoralised, leadership crisis, company owes huge amount to the banks and customers, TCS lost market to the competitors, new players are entering the market. TCS is faced with a serious challenge of fixing the house, regaining the lost market share and dealing with the Pakistan Courier and Logistic Regulatory Authority Bill approved lately.
      Mr. Mannan and team made their fortune and must be comfortably placed. The owners had to bear the brunt and are left to clean the mess. Sorry state for TCS, its employees and owner’s. Let’s hope and pray that TCS leadership puts things back on track and shine again.

      • This story of $175 Million is total crap. TCS’s owners are dieing to sell of the company even at less than $200 million but unfortunately they have missed the bus. There is no TCS leadership left to take the company forward. Salman (Mamnoon) Akram thinks that laying poor people off and cutting expenses will do the trick. Someone should tell him that he can not save time by stopping the clock. Saira Awan means well but she now has fools around as her advisors.

  39. In my TCS is flagship company in a courier industry trend setter. The outlook of TCS was change in 2001 from courier show, new design vehicle and Aircraft operations which is the actual ground work in TCS upon which business was flourished since 2002 to onward and this all credit goes to one person is Najeeb Nayyar. Many people may not know he is the man behind the hiring of Saqib Hamdani who later sacked him with his wicking action. One time a men told me Saqib Hamadani is Zardari of TCS. well said. He is not the only survivor in this situation but there are many other who can work hard and can bring company back on its track just need honesty and commitment.

  40. Still remember the feeling when the news of 6,7 of the top Senior Management employees are asked to leave broke to us. We had just started our careers and were highly impressed by NUK,KD,Rao Salman,Jameel sb,Saqib Hamdani.
    We felt as if we are left stranded and no one is there for us, had no clue watsover about things when an HR off-site was planned by new management. It is when appeared that these people are no more than show man. Rude attitude,arrogance, disrespect and what not in the name of charcater ethics lacked in them. Worked under the new HR in ambiguity and utter dissatisfaction and frustration. Even though some of the people (non-bankers) who took the reigs of HR in some domains were good and comoetent but handcuffed.

    Still thankful to the earlier management of being of great support and asking to remain positive. Glad that made a right decision to leave after working under new management for 1 year (in total 2 years at TCS).

    Really feel sorry for the junior staff who were and are being made escape goats. TCS was one of the best companies I have ever worked and I pray things get better but would really want to see every single Mannan’s team mate fired. They literally don’t deserve to stay there any more.

    • Agreed the guy who sell bank cards in kuwait was made to lead innovationand branch operations manager to take head of HR post and the bank treasury guy took GM post hahahahaha.. Tons of data is available.
      Sab behti ganga say hath do rahay thay while Internal audit was dead sleep

  41. I am just a reader, however, i know how to bring this a 360 Degree change in TCS which is what Saira Awan is expecting. TCS is a pride of Pakistan and i know how could i make it to heights again. Neither i condemn Mannan nor i blame any other but, i could bring a change in what TCS believe and make people again the WOM , TCS KERDO.

    Contact me: Ali Hassan (03200254364)

  42. I believe all this written above has dotted down to the hearts and minds of people bringing back the past fifteen years. The current as well as previous workforce knows for a fact, what was actually the most sincerest time of employees to TCS and vice versa. Things have not shaped well for the employees who joined after 2015 except for a few and also for a few old employees who have reigned and enjoyed the moment and still doing it.

    we were hearing this all, and see the credibility of current management is at severe stake with a huge dent. What so embarrassing than the ex MD and now CEO called “Mamnoon Hussain” and the Ops Head called “Chota Mannan”

    This is as worst as it could get.

    The Management Associate Cycle and Service Ambassador Program was like just buying people support for a while. The HR team under Manan gave the worst prospects and dreams to staff which was in no way possible, giving increments every 6 months. How is this possible even in a flourishing organization. The staff, the managers and the head had no answers to the lower down staff, because they were never running the ship rather, Manan and Asma’s team. Most of them were hard working people who left and some who were let go in the #Hazir campaign. Though myself is no more part of TCS, not because it’s not a good organization, but because, some bunch of people ruined the image and career time of so many people, I still wish that what we listened about the past before Mannan- 2000-2014, comes back and helps build people and their family lives who are working there day and night.

    Nayyar Mehdi, Raza Noman, Anwar Ahmed, Saleem, Shaheer, all this old people at Customer Service. Worked very hard for their positions and the teams. Just bad luck because of the management decisions didn’t help them and the teams. Faraz Awan came in and helped Yayvo and Hazir. CS is always a support department helping the company and service and they have done very well. I heard one director called KD who was a true champion. in operations listened to his charismatic approach and brilliant leader ship and in customer service also, I wish things get better soon for everyone at TCS, for the ones who are there for a good reason. Family rifts shouldnot put at stake the lives bread butter of 12000 people.

    • Mamnoon hussain and Chota mannan lol best comment so far… How about grinders and look busy do nothing management machines.

    • Totally agreed with your comments, specially this one that is I m too witnessed
      we were hearing this all, and see the credibility of current management is at severe stake with a huge dent. What so embarrassing than the ex MD and now CEO called “Mamnoon Hussain” and the Ops Head called “Chota Mannan”

  43. Leadership is a combination of personal behaviors that allow an individual to enlist dedicated followers and create other leaders in the process. Real leaders, like Saqib Hamdani, are great because he demonstrated integrity, provided meaning, generated trust, and communicated values. In doing so, he energized his followers, humanely pushed people to the next level…

  44. What happened to TCS is not an enigma, even i knew it from the day one …. Manan intro session by Mr. Awan at the Head Office .. I asked Manan 3 questions (hope many remember)
    1. HOW COME A BANKER BE THE TOP GUY OF THE LOGISTICS INDUSTRY ..
    2. WHAT IS YOUR COMMITMENT TO TCS ..
    3. WHAT IS YOUR VISION ?

    His Answers were mockery to the entire industry ..

    Mr. Awan thought MANAN will be the ARIF NAQVI of TCS , the guy, a financial wizard who helped Aramex achieve new heights. But what he didn’t understand that Naqvi was never involved in the mainstream business and financial status of Aramex was phenomenal.

    Rather than focusing on the conventional industry practices TCS was launching HAZIR JANAB. a brain child of a banker. WoW

  45. There were other strategical and structural problems, as well. It didn’t help matters that logistically amateurs bankers were in control of TCS in the years leading up to its fall. Non Committed people with personal agenda dominated the enterprise, and chaos prevailed all over among the silent majority.

    The company was transformed into a self-centric style of management with no real loyalty to TCS or its people. As money grew tight, the significant loans were borrowed at cost of poor employees.

  46. I will point out another issue that was faced not just by TCS but by many banks and other organizations. It’s the event when a CEO comes in and appoints a women HR head and then the HR is suddenly dominated by females at all levels. The only thing they are good at is thier impressive English and communication style which charms the CEO and the Board. HR is a serious business but these women, who know nothing about the company’s business, try to introduce a party culture thinking that HR is all about the style and shashkas while at the same time they remain in very good books of top management. This deadly combination leads to hiring newstaff at top poistions at unbelievable salaries as the women centric HR gets bored of the old, boring employees who they see as unproductive whereas the new management which is hired at 300% the salary is seen as the blue eyed boys/men who must be rewarded even more.

    This is what causes death of an organization when the skilled staff which is actually running the organization, gets neglected whereas those in senior management position and HR are having a ball, netting huge money at the end of month meanwhile attending some fancy trainings and motivation workshops abroad. The costs are suddenly inflated beyond contriol and then after a couple of years of losses, cost cutting kicks in which has to be born by old management, while the new fancy management hired at 300% payrise remained unaffected. These fancy HR managers then find another job at higher salaries to ruin another organization locally or they move abroad with their impressive resumes.

    Bottom line is, fix your HR. Just like a banker who doesnt know about courier business shouldn’t be the CEO, similarly the HR person must know about the courier business to properly evaluate whether the salaries gap between new and old staff are justified or not. In essense, they should do their job properly and shouldnt be hired solely on the basis of their English speaking skills.

      • I’m not aware nor concerned about what is happening in TCS as I’m a banker. I know about banks though and how their HR is being run – read ruined, by such women professionals.

  47. Raza Noman should be the next CEO of this company. He have the charisma and skill set to restructure the entire TCS.

    • Bs karde bhai yahan to weight lifting chorde…

      I have served more than a decade i the company and have also observed Raza he can be a Manager but CEO! It is a hell of a job for him. Be serious on such forums. Raza Noman the CEO Lolz…

  48. Agree; Raza Noman has the capacity to run this organization like Saqib Hamdani, Currently he is taking care of most strategic departments of TCS he is the man of courage with integrity.

    TCS should use his extra ordinary skills for restoration of their name which they lost almost!!

  49. Charisma alone will not help, It’s also not about a lawer or a Judge lead the organisation. logistics industry belongs to logistics practitioners, so leadership must come from the same background or else it will be another gamble and a bigger disaster ..

  50. our growth in TCS was stuck because of Shahrukh Raheem in past and now we are stuck because of Raza Noman. He cant be our next CEO.

  51. CEO should be from inside of TCS who started his/her career from very low profile and got higher by the time so he can realize and accomplish actual issue from top to bottom and make flourish over all organization, in existing senior lot, such kind of people are exist and finest choice for this position

  52. Truly, TCS is a plat form, an institute where people learn and experience or should i say polish their career. Many such examples are now working with different organizations. And i am one of them.

    Surely, M A Mannan has brought the company to financial crises and certainly, still TCS will float and move on In Sha Allah. There are still bad bugs which TCS has to recognize and eliminate. Ye Lal Rung was always there and it wasnt needed to be emphasized if it was than i think Mr. Hamdani would have done it long ago.

    Although, Saqib Hamdani is not mentioned but he is and will be remembered as the pillar. In his tenure the employees were at comfort and the customers as he knew the core business and was focused on it.

    Still Mannan was a bad choice, a bad decision but only Khalid Sb know the reason behind.

    best wishes for TCS. May Almighty help Khalid Sb and family.

  53. Good informative article.
    Ms.Saira Awan has already taken core decision towards growth:Focus on core business i.e LOGISTICS.
    This is most important consideration. However, till some better solution is available; she may also take into account developing yayvo and sentiments products.By all essance, both these products have their own value, importance and frankly,there is no meaningful competition in sentiment business. Having said that, she needs to deliberate:
    1) lot of efforts are required in e-commerce and IT sectors. They are pathetic.
    2) Delivery cycle to be improvised,adhering to committment of time.
    3)Refund cases/ claims processing/ follow up of complains need to be time bond. This section is carelessly handled.
    4) vendor base to be broadened
    with more committed obligations by vendors.Service/quality and product committment of vendors is more productive then enlarging its base.
    5) SAs in CS need to have more training, some practical insight of operations, in order to convince online customers.
    6) more permanent CSs to be inducted. Many left or made to leave last year, infact affecting service level.(Better to retract some available experienced old lot). Develop incentive employment terms to gain loyalty of WFH SAs.
    PS: undersigned has Logistics and CS experience.

  54. The fact that Khalid Awan has deliberately left out the name of Mr Hamdani shows the weakness in his character. The man who was behind the success of TCS has easily been omitted. How small can anyone get.

  55. One of the biggest reason for Yayvo’s fall was their in efficient IT structure. It should clearly be out sourced as the current team has no clue on how to develop and run an e-commerce website.

  56. Can Saira Awan do it? No, alone she can’t undertake this uphill task. And without right team it’s next to impossible.
    People are biggest strength for any organisation. She needs to figure out if people are in the right jobs , I can fairly say that the people are not in the right jobs – if they were, then TCS wouldn’t be here in the first place!

    She should clean up this mess, get the right people in the right jobs, and then align them to global industry practices- TCS lacks this big time.
    In order to do this, she will need to understand and learn the global Markets and latest trends of logistics industry.
    TCS claims 3500 international location which is not true .. They are just a big bucket shop they use integrators for international delivery. They don’t have any direct trade lanes , linehauls , international or agency network .
    On top of that, they don’t have significant import business which is the back bone of any courier / shipping business .
    TCS has a massive foot print in Pakistan but don’t even have a single freight Partner for conventional freight imports or exports that means no foreign exchange.
    It’s a pity that 35 years old largest logistics company doesn’t enjoy a single association with any global freight partner..
    This is where Saira will need to go back and bring right industry practitioners to make a global logistics and freight oriented team.
    Her next challenge will be streamlining Finance deficit, reformation is required on war footing basis. She needs to understand how much operating budget does she have, how far can she stretch it, will the available finance be enough to support the actions that she need to take in order to do well in the market?
    When it comes to processes she will need to have right Strategy in place “How does She make the best use of company assets in order to meet her goals for this turnaround strategy?” Is a question mark .

  57. کیا ہوا کیا نہیں ہوا میرے لئے یہ بحث اہمیت نہی رکھتی آرٹیکل
    کے مطابق بحث یہ ہے کے کیا وہ اب اسے ٹھیک کر پائیگی یا نہیں تو میرے نزدیک جواب ہے

    ہاں وہ اسے دوبارہ ٹھییک کر سکتی اور کمپنی کو مزید کامیابی سے ہمکنار کر سکتی ہیں

    مگر سوال یہ بھی ہیں۔۔۔۔۔۔

    کے کیا وہ اپنے پر سکون دن رات کمپنیکے لیئے وقف کر سکتی ہیں اپنی راتوں کی نیندیں حرام کر سکتی

    کیا وہ گراؤنڈ پر جا کر مسائل حل کر سکتی

    کیا وہ اپنی اہلیت پر بولڈ فیصلے لے سکتی ہیں

    کیا وہ دوبارہ وہی کمپنی کی ویلیوز بحال کر سکتی

    کیا وہ صحیح کو صحیح اور غلط کو غلط کہے سکیں گی

    کیا وہ دوبارہ اسی منیجمنٹ کے بتائے ہوئے راستوں پر چلیں
    گی جن میں آج بھی منا ن صاحب کے جراثیم زندہ ہیں

    کیا وہ اوپن کلچر قائم کر پائیں گی

    کیا وہ اپنے لوگوں سے سچ بولینگی

    کیا وہ پرانی ٹیم واپس لا سکتی ہیں

    کیا وہ لوگوں میں لیڈرشپ پر بھروسہ قائم کر سکتی ہیں

    پر یہ سب کیسے ہوگا وہ اس کمپنی کی مالکن ہیں نہ کے وہ اس کمپنی ملازم

    بات تو ہے پر بات ہے رسوائی کی۔

    ثاقب صاحب کا اس آرٹیکل میں ذکر نہ ہونا ہی اس کمپنی کی تباہی کا سبب ہے شاید میری بات کسی کو سمجھ آجائے

  58. every comment here has a personal agenda ! people please grow up and understand only good intent prevails at the end. very less talk about success everyone just behind trying to cut more and more.

  59. The big question to me is:

    Is TCS really a “Great” company and this is only a phase it is going through and will bounce back owing to its greatness and character?
    OR

    It is not and just experienced a few stints of Greatness in the past?

    I genuinely wish that the former is true but, answer to the above question, I don’t have. Time has it and time will tell.

    “If hopes were dupes, fears may be liars………..”

  60. Future of transportation customer focused companies lies on how smart they can play on Technology area. Afraid to say for last 10 years or so most neglected part is technology. As an e.g I am comparing tcs idea of Hazir with Bykea…..

    In other words, TCS never learn (intentionally or unintentionally) and still not working to improve its core problem. Once you are focused to technology then you have to reinvent wheel in Operations, HR requirements and competencies, Finance and every thing.

    Bhae woh pochna tha kay YAYVO ka PTV morning show ki ROI kya thi hahaha

  61. I feel sorry for the ones who had worked and left and not surprisingly still complaining ! Ask yourself where is the integrity ? Do not advise more, not needed anymore.

  62. Served the TCS for more than 15 Years, traveled throughout the Pakistan more than half years of service were spent in travelling but left the TCS, Why? This is the question mark for Awan Sir and his family? Why peoples are leaving now and why they werent think such things till 2014. Saqib Hamdani is a born leader and no one can match his legacy ever. Only he can save / drive this organization with ease. May the Chairman should find the evil mind set peoples who are only making him fool and attached with this organization just for their own sake.

  63. TCS is pioneer in its field and will always be…In spite of the rocky road it will come up a success once more…
    The worthy and upright leadership of Khalid Awan is a phenomenal success and nothing can ever change that…He not only build a company like TCS but a lot of people were trained under his scrupulous leadership.Many people owe him their prosperity and success.He made them what they are today….
    He was brilliant flight engineer once , is a leading business magnet not only acknowledged in Pakistan but all over the world.TCS is his brainchild and will always be.The political conditions of Pakistan have not effected its fame and it still is the most well known courier service which has grown because of the selfless and positive attitude of its leader and now with fresh blood coming in the family it will definitely do even better.One would always look back and see this as a passing phase….there is not a single company in Pakistan that has not faced ups and downs of all types.
    I am sure the next generation as in Saira Awan and Qasim Awan will built new avenues and will give TCS even a higher level rankings in days to come!

    • Fully agree that Saira should be able to “right the ship”. And this article/case study on TCS doesnt say anywhere that TCS is doomed. I don’t know why comments are so negative when the facts mentioned in the article don’t paint such a bad picture.

      • Because you dont know what has been cooked and still cooking……
        TCS is just not family business whomsoever has worked here OWN his/her part of journey and dont want to see spoilers and looters any further sits up inside….

  64. As far Training, Devlopmet of people and initial culture building is concerned only JJ (Jamil Janjua ) deserves the crown ..,

    • As far as Training, Devlopmet of people and initial culture building is concerned only JJ (Jamil Janjua ) deserves the crown ..,

  65. Always do your core business. This is the lesson learned from TCS Case.
    Solution :
    Get rid of e-commerce business and focus on your core business.

  66. I respect everyone here with their comments and experiences shared in this forum palace. Everyone considered different aspects of downfall of TCS but being as an aviation expert with vast experience i would rather bring a clear image about another reason of downfall of TCS which made such inappropriate and unconcerned decisions for its aviation department that now its downfall is pitiful for me.

    Respected TCS owner can connect me to deliberate further.

    +92 345 2383843

  67. In past 35 Years TCS earn only loyal employees which are going now lost because of pathetic decision in past 04 Years and the distance between field team, Manager and seniors management are also biggest reason of the lost employees trusts on company and bored team of TCS.

    Now TCS future will decide it’s next 03 Months decision….

    “History is remain in Army Soldiers will not follow you if they do not trust you and before someone will lend you a hand, you must touch their hearts….” So they will very speedy out from current situation… Insha’Allah

  68. I worked for TCS for 5 years and I enjoyed every day with the folks I worked with. The culture of ownness was amazing , and it trickled from the Top. It was a pleasure working with such specialized and proficient people like Qasim Qayyum , Rao Salman, Rizwan hafeez, Rizwan Kapoor, Sajid Khan and last but not the least Chief (Saqib Hamdani) himself.
    Its unfortunate that such august organization is going through tough time recently. However, the history of TCS pictured in this article doesn’t have all the colors in it, a very important stroke of the brush with the vital color is missing i.e Saqib Hamadni. He ran the show like a champion, make this company shine like a sun, not even mentioning his name in the whole story is very heart breaking. Let me share some facts with you all. Saqib Hamdani’ tenure was a golden era of TCS, all the diversification came to TCS in his time, he wasn’t an ordinary CEO, he lived in the hearts of people and still does. If his name was not worth mentioning then why was he requested to join TCS by writing him a letter to come and join because Awan Sb knew what he is capable of.

    I was with Saqib hamdani during the tough patch , I have not heard a single bad thing coming out of his mouth about Awan Sb neither TCS. He left TCS but no body can take out TCS from his heart. Most of the people don’t know about him , he is an ICON, let me tell you all about his character, even during his case when the judge passed some remarks that ” THE OWNER USED YOU AS AN ESCAPE GOAT” Saqib Sb replied” YOUR HONOR, AWAN SB DID THE RIGHT THING, HE SAVED COMPANY AND ITS REPUTE”. Even I was surprised but Saqib Sb stood on his words. He is a man of character. Him and his services cant be forgotten. The case was proved to be wrong on every forum.
    What Mannan did, was a deliberate blunder, he was surely calling shots with someone’s permission as he had some ones blessing , I feel bad for this great company which is out for selling a part of it. SAD….
    Ms Awan , may be a very smart woman but does she have an experience to run this kind of a show? can she turn around this drowning Ship towards its glory? cant say anything about it but I can say this with conviction that only one man can and that is Saqib Hamdani. One egoistic decision and the company is down 5 billion already which proved wrong too but I would suggest that Awan Family should make the right decision and bring the right man for the job. More adventures will not let make it better instead…

    • Well the way PTI is playing with economy believe common man to feel like PPPP and PMLN were much better although they were worser………

      So as Mannan vs Hamdani…….. TCS is a miniature reflection of what is happening with Pakistan 🙂

  69. TCS has charisma, and whoever worked or served this organization can never unbound his/her with TCS. I served TCS from 2005-2019 and found excellent people starting from X-TCS CEO Saqib Hamdani till the last point of the devoted Field Operation Team either (Courier at Express Operations, Drivers at Fleet Operations, Loaders/Packers at In-House Hub Operations or Warehouse Operations). In the era of Saqib Hamdani, I still remember the organization growth the numbers TCS were chasing aggressively on top-line and bottom-line was going green. Even in that time organization faced the Union Attempt (the group of drivers and fleet at Islamabad Area) which was well managed by X-TCS Regional Director North Rizwan Ali Kapoor. Another unforgettable HR Big Embezzlement case by senior employee Nausheen and severely mishandled by X-TCS HR Head Nusrat Ullah Khan.

    I witnessed that TCS Management (including present Chairman Khalid Nawaz Awan) continuously mishandled or underestimated the ground realities/situation, I passed with agony that who are the advisers (any kind of either legal, financial and market insight)? I gone through almost all comments and entire article and almost everyone is blaming on X-TCS President & CEO M. A Mannan, and posing him as Dracula as he drunk or flushed TCS entire blood in shape of funds, cash, reputation, HR Assets which is unfair or I must say the half truth.

    He [M.A.Mannan] has his own drawbacks as he was new for the industry but thing is that who put him In-charge? who brought him on the position of President and offered 20% shareholder from TCS Holdings? When he was playing with words and emotions on live TV shows so, who was enjoying with liquidated money? Who was putting everyone on Red-tape culture? Who was enjoying the party specially “Sales Championship Tournament” and UPS Partnership Inauguration Celebration? M.A.Mannan not worked for the company for a month or year, he led the stage over than three years, and on that crucial and critical time where were the TCS Holdings Board Member and Mancom (Management Committee – comprises over 12 Senior and “so-called” Loyal Professionals or Logisticians)?

    Company invested countless amount and time on self proclaimed Software and ERPs but failed to even initiate after two years. So, who are the responsible? Is it M.A.Mannan who was conducting IT Sessions with Oracle or Third Party Vendor Team? of course not but the responsible are yet attached with organization and passing the pillow and enjoying the game of thrones.

    At the time of Saqib Hamdani the only two employees were getting salary over one million and from from them, one was Saqib Hamdani, and now the list is yet in two digit who are getting more than a million in a month. It all happened during M.A.Mannan tenure, because the existing breed also taken advantage.

    When the revamping of core values happened so who was not holding him hard to exclude justice and quality from organization’s core values?

    When M.A.Mannan called an offsite session for designing the Way Forward or Hedgehog so, who were telling them that TCS has silos and no technology advancement?

    When M.A.Mannan was taking decision so what the else were doing? and same faces are still attached with organization even more strong and promoted with extended take home and putting now all the blame on the newbie President. It’s completely unfair, because it all was the mutual either conscious or unconscious teamwork.

    It was past, so everyone has right to say anything because now there is no use of any debate. What about today’s status of company and their employees? What the present employees are facing in their to date situation?

    Last increment happened in SEP 2017, and people suffered badly even in that year and now company is silent even the present service TCS CEO Salman Akram with his line of command (all three Country Heads) starting from the senior one Country Head Operations Shafiq Malik, Country Head Consumer Shauket Abbas and Country Head Corporate Nauman Shahid. Everyone is pushing at their level to produce more but expect nothing from company as it’s bleeding and payback time but only by the lower category of staff not the prime one.

    TCS Management is passionate about organization top-line or group bottom-line numbers and devising the next three to four year strategy to present to the board but yet to be even discussed the Employee of the Year Award, Business Unit of the Year who contributed in business, still unclear about vendor payments and employee appraisals plan.

    Anyway, TCS will live and will bounce back because more than 12 thousand direct and 40,000 indirect lives are attached and Vice Chairperson Saira Awan has to make a decision carefully with identifying the team player and “game-player” to put them all in their right places.

    All the best TCS!

    • Agreed , The most lethal combination ..
      A worst decision maker on the top and conscious less, selfish nodding Heads ..

  70. Till today Mafias are ruling tcs…. Every critical or enabling position is hold by most incompetent… Just start from group heads, GM, ABHs.. Everyone knows that!!!!!
    Whole organisation restructuring is required…

  71. Very interesting & informative indeed…well written as well!
    management should also think about available team mates. dont suck the blood for those who loss the TCS.😒😒

  72. I am surprised that even after many years of disassociation from TCS, few people still take interest in the internal Political drama of TCS. Unfortunately, politics still prevails n it has eventually ruined this organization. I believe that some opportunists in and outside the organization are trying hard to pose themselves the most loyal, the most capable and the most close ally of Saqib Sb but the fact is that they have given an irreparable dent to this organization.

    People have written n praised a lot about their favorite ex – leader so I would not repeat their words by giving tribute to only one personality, my candid opinion is that only one person is responsible for all this mess in TCS and this is one and only Mr Awan. One bad decision has entirely changed the shape of this organization, careers of people are at stake and it is bigger challenge to revive the past glorious era of TCS, I would again suggest that it is dire need to engage young blood in the organization and get rid of so called missed bullets who enjoy the show with each management. Last but not the least, politics and favoritism ruins organizations in particular and unfortunately it is at peak in TCS.

    Ex people still consider themselves the saviors, exceptions are there but it is to my utter surprise that a person Mr Jameel Ahmed who has ruined the career of many ex TCS people in the wake of his personal grudge with Mr Awan because when the Chairman Mr Awan circulated a list of people involved in corruption during Saqib Hamdani tenure, Mr Jameel Ahmed earned the glory to be ranked as top most corrupt in TCS and it was later proved in M&P when he was fired with same allegations by Kamran Nishat, around 6 to 8 million corruption is on record during his very shot span of career in M&P so you can well imagine the price born by the TCS in many years of his association, a famous saying is “once a corrupt always a corrupt” fits well to Mr Jameel Ahmed. So Mr Jameel, your show is over, you are a certified corrupt and stinky person. He and many ex TCS people including Nadir Queeahi, Rizwan Hafeez, Waseem Baig, Housaf Rasheed etc etc are certified failures of this industry. M&P failure is an example of their ill efficiency and the investor confidence has badly shaken by these so called “Lundey key Arrastoos”

  73. M&P is undoubtedly a big failure lead by the ex team of Saqib Hamdani Sb, someone has verighty quoted that they were “hero in TCS n Zero in M&P”

    Price of their in competency paid by Mr Kamran Nishat and his own credibility as M&P head is at stake till now for taking such un popolar decision without even knowing the ground facts. But yes, the only objective of this team behind this move was to give a big Jerk to Awan Sb and TCS team but eventually this project is so far a total failure and they played with the sentiments and jobs of many hardworking people. They will certainly pay the price of it.

  74. Brutal Fact
    No one is serious with the industry right now. Daraz has established their own Logistics setup in the country which is big question mark for the so called champions sitting at TCS, LCS and M&P. Interestingly, TCS and LCS running by the people at the age of retirement. M&P, LCS, Call Courier, E2E and others, running by the Ex TCS employees and all are well connected with each-others. Exchanging information and taking advices on daily basis. Present circumstances clearly showing that, they are passing time as much as they can and trying to establish their own businesses silently. Actually, they are making fool to the sponsors and playing with the career of over 20,000 people associated with the Courier and Logistics industry. Don’t forget Careem, Uber and Bykea, they are ready to damage more by providing technology based cost effective solutions without taking capital expenses.

  75. Oh Bhai yeh M&P ka kya Chakkar Hai.????
    Is this true about Jameel Ahmed Corruption and Ex TCS team. Yeh to Saqib Hamdani Sb key NO RATAN THEY BAHIO. hahahaha. Very Surprising for all.

  76. Bhai Jameel Ahmed kee corruption Ko choro, woh to intiha ka Jhoota, Kameena aur Munafiq Insaan hai.

    Suna Hai M&P say termination kay baad call courier join Kee hai. Ab us company ko barbaad karney ka irada hai. Kafi Paisa Market main phansa baitha hai ab. Allah kee panah hai is Insaan say.

    TCS Head office main yeh aik larki kay saath rang raliyaan manata hoa pakra gaya tha. Intiha ka ganda Insaan hai.

  77. I think Jamil ahmed would be best replacement to run operations
    Not only to kill the snake from head but also clear venom in down the body..

    When they fail to destroy you, they start hating you. Because your determination reminds them of their defeat.

      • سیٹھ کلچر آرگنائزیشن میں اصل سیٹھ ادھر ادھر ہوجائے تو چھوٹے چھوٹے بہت سے نوکر ٹائپ نقلی سیٹھ پھدک پھدک کے اپنی چودھراہٹ بنانے کے چکر میں(تھوڑے میں بہت آنے کی وجہ سے) ایک دوسرے کو کاٹنے میں لگ جاتے ہیں، جیسے فنانس کا سیٹھ، سپلائی چین کا سیٹھ،مارکیٹنگ کا سیٹھ، HR کا سیٹھ….. وغیرہ وغیرہ…..

  78. Are you talking about Jameel Ahmed or someone else. Anyone can varify this, is it a blame or reality about Jameel Ahmed???

    TCS Head office main yeh aik larki kay saath rang raliyaan manata hoa pakra gaya tha. Intiha ka ganda Insaan hai.

  79. Latest Scandal in M&P disclosed. As per the information,

    Yousaf Rasheed in M&P facing trial for embazzlement in COD clients Data base through his sales team. He has started his own COD business and is also a business partner with his sales team.

    It has been notified that Audit team of M&P has taken all evidences from the customers, customers are very much hyper on such act by M&P management. Customer confidence has badly shaken by Yousaf Rasheed and his sales team.

    He has started abusing Kamran Nishat as usual and Asim Qadri also who is head of audit in M&P and exposed his corruption in M&P. However Rizwan Hafeez as usual giving full back up support to Yousaf and trying to save him from this adventure.

    In frustration Yousaf also insulted a person in Public and his complaint is also with Kamran Nishat in writing.

  80. This forum has become the source of exposing No Rattan of Saqib Hamdani Sb. Someone has very well quoted this “No Rattan” well said.

  81. Khud Bakbud chor Gaye hain to Chalo Theek Hoa

    Itney Ahbaab kahan hum say sambhaley Jaatey

    Hum bhee Nadir kee tarha koocha e jana say Yousaf

    Na nikaltey to kisi roz nikaley Jaatey

    Dedicated to all M&P People. Jo thori si ghairat rakhtey hain.

  82. Yousaf Rasheed M&P main hai aaj Kal, Ok.

    Yeh telenor main bhee corruption kee thee aur Nikala Gya Tha. Suna hai, lamba maal banaya tha is ney wahan say. Aik Gari aur Rado watch baramad hoi thee.

  83. Nadir say Yaad Aya, Suna Hai Partnership chal rahi hai, Nadir, Yousaf aur Waseem Baig kee.

    Nadir Yousaf kay office main baith kar team kay interview karta hai or Kamran Nishat ko bhee khabar Ho gai hai. M&P ka platform use Ho raha hai karobaar chamkaney main. Partnershil Jo hoi apis main. Aur purani Yaari bhee Yousaf Ponka Nibha Raha hai.

    “Purani Yaari M&P pay Bhari”

  84. Hi everyone,

    Recall my last message about Big Big information a couple of days back.

    Induction on two top slots in TCS has been matured with a new message of Khalid Awan Sb on the eve of 36th anniversary of TCS.

    Expecting few more changes in coming days, restructuring on the way too. My sympathies for all those who were expecting another chance in TCS and trying hard to pose themselves the most loyal n saviors of logistics industry. Alas!

    Stay Tuned.

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