Interview: A Project Director from One of the Leading Contractors in Pakistan

Q1: What is the biggest misconception people have about the leading contractors in Pakistan?

"The biggest misconception is that we only succeed because we have big machines or political connections. That is not true. The real difference is in systems. A small contractor with excellent planning can beat a large contractor with chaos. But most people never see the planning. They see the crane and assume that it is the reason.

At AMCORP, we spend weeks on risk registers and critical path analysis before ground is broken. For example, on the SECMC coal silo project, we identified a potential delay in steel reinforcement supply. We pre‑ordered three months in advance and stored material on site. That is not luck. That is a system. The leading contractors in Pakistan have systems. The others have excuses."

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Q2: What is the most challenging project you have personally managed?

"I would say the Nandipur power plant conversion in 2017. It was a gas conversion on a live power plant. You cannot afford any mistake. One wrong weld could shut down the national grid. We had to coordinate with GASCO Engineering, manage flowline construction, and install compressors while the plant was still generating power for parts of Punjab.

The challenge was schedule compression. The client needed the plant online before winter peak demand. We worked 12‑hour shifts, seven days a week. But we never compromised safety. We achieved the completion without a single lost‑time injury. That project taught me that the leading contractors in Pakistan are defined by how they perform under extreme pressure, not how they perform on easy days."

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Q3: What advice would you give to a young civil engineer joining the industry?

"Three things. First, learn to read contracts. Most engineers only want to talk about concrete and steel. But the biggest problems on a project are not technical, they are contractual. Learn FIDIC, learn PEC bidding documents, understand variation claims. Our career development programmes emphasise this because we have seen too many good engineers fail due to contract ignorance.

Second, spend time on site. Do not sit in an air‑conditioned office and review reports. Put on boots and walk the site every morning. The best project directors I know can spot a problem just by listening to the sound of a concrete pump or looking at the way steel is stacked.

Third, never stop learning. Construction technology is changing. Modular construction, BIM, laser‑guided grading. The Pakistan Engineering Council (PEC) offers continuing education courses. Take them. The engineers who stop learning become obsolete."

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Q4: How do leading contractors in Pakistan handle the risk of client payment delays?

"This is a very real problem. We have had clients delay payments by six months or more. The worst thing you can do is stop work without communication. That destroys trust and leads to legal disputes.

Our approach is threefold. First, we maintain financial reserves equivalent to three months of operating costs. That gives us breathing room. Second, we invoice monthly, not quarterly, and we follow up relentlessly. Third, we keep the client informed. If a payment is late, we explain the impact on the schedule and propose a revised plan. Usually, they find a way to pay.

But we also vet clients before signing. We check their payment history with other contractors. The Securities and Exchange Commission of Pakistan (SECP) company records can reveal if a client has a history of litigation. That is part of our risk management. The leading contractors in Pakistan do not just build buildings. They build relationships, and that includes knowing who to avoid."

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Q5: What is the future of construction in Pakistan?

"I am optimistic, but cautious. The good news is that awareness of quality and safety is growing. Clients are demanding PEC registration, safety certifications, and performance bonds. Ten years ago, that was rare. Today, it is standard for any serious project.

The bad news is that the industry still suffers from a shortage of skilled labour and inconsistent enforcement of building codes. But I see a shift. More contractors are investing in training. More clients are asking for references. And technology is helping. Precast concrete, modular construction, and even drone surveys are becoming common. For example, on the QICT port expansion we used drones for progress tracking. That was unheard of five years ago.

I believe the next decade will separate the true leading contractors in Pakistan from the rest. The firms that adopt technology, invest in safety, and develop their people will thrive. The ones that rely on old methods and shortcuts will disappear."

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Q6: What is one lesson you learned the hard way?

"Early in my career, I trusted a subcontractor without verifying their equipment. They promised they had a tower crane. On the day of the critical lift, they showed up with a mobile crane that was too small. We lost two weeks finding a replacement. Now, I verify everything. I visit the subcontractor's yard. I check maintenance logs. I call their previous clients.

The lesson is that trust is earned, not given. The leading contractors in Pakistan have rigorous vendor qualification processes. We do not award work based on the lowest bid or a friendly handshake. We audit. We verify. We test. That extra effort is what prevents disasters."