Asad Kamal, CEO of Global Industrial and Defence Solutions, appeared on the cover of CEO Today Magazine this year following a massive restructuring of Pakistan’s largest state-owned defense conglomerate. The feature marks the successful launch of an ambitious roadmap to turn the organization into a billion-dollar export entity.
Kamal took over an underperforming unit and transitioned it into a profitable entity with a presence in nearly 30 countries. This expansion nearly doubled the organisation’s international reach in just two years. He recently met with military leaders from Saudi Arabia and Egypt at the World Defense Show to showcase the latest Pakistani hardware. These high-level briefings show a shift toward aggressive international engagement and strategic branding.
“Deterrence preserves peace. Strength prevents conflict”
The organisation operates as the country’s premier state-owned defence conglomerate. Kamal brings over 24 years of experience in international sales and marketing to the role. His background includes a specialisation in marketing from Hamdard University, which he has used to revitalise the company’s global image. He has been named among the top 100 best-performing CEOs in Pakistan multiple times since 2022.
The $1 Billion Plan, approved in January, serves as the primary engine for this growth. It realigns the internal structure to focus on high-velocity exports and specialised marketing for regional markets in Africa and Southeast Asia. This strategy treats defence exports as a strategic symbol of technological confidence rather than just a revenue stream.
“Our systems are designed for national security and deterrence, not aggression.”
Pakistan’s defence industry functions through two distinct primary chains. The first falls under the Ministry of Defence Production and includes entities like Pakistan Ordnance Factories. These groups focus on fulfilling the operational requirements of the national armed forces. The second chain operates under the Joint Staff Headquarters, which oversees decades of research in strategic technologies.
Global Industrial and Defence Solutions, or GIDS, was established in 2007 to serve as a single-window export platform for these advanced systems. This allows the organisation to represent the most sophisticated technologies coming out of the strategic research sector. Kamal has used this position to build a more agile platform that responds to a rapidly changing global landscape.
“Battle-proven systems speak louder than marketing.”
Technical credibility remains a cornerstone of the current strategy. The SHAHPAR-III Unmanned Aerial Vehicle, or UAV, now features a wingspan of approximately 65 feet. Alongside it, the Fatah missile system offers a 16-foot profile designed for precision strikes. These platforms gained notable international attention after the Bunyan-ul-Marsoos operation.
Battlefield performance provided the necessary validation that marketing alone cannot achieve. Kamal notes that “when technology performs successfully in real operational conditions, it carries a level of credibility.” Delegations from around the world now seek information on how these systems achieved such high levels of effectiveness.
Accelerating Revamp Plan 2.0
Kamal is now pushing for Revamp Plan 2.0 to address shifts in modern electronic warfare and autonomous systems. This second phase focuses on deeper industry integration and more agile responses to global procurement trends. He often points to the aviation industry for inspiration, citing how clear leadership can turn regional players into global giants.
“But for me the real milestone will be when Pakistan’s defence industry is ranked among the world’s top 100 companies. T hat is the long-term vision.”
The organisation is also preparing a massive presence for the next International Defence Exhibition and Seminar, or IDEAS. Plans include an entire hall dedicated to cyber defence, space-based technologies, and advanced security systems. This scale is necessary because some of the hardware, such as the Fatah missile, is physically enormous.
The push for professional branding aims to put the organisation on par with international firms like Lockheed Martin or Raytheon. Kamal believes that branding and professionalism are critical for a company operating on the world stage. He emphasises that “straight talk builds credibility and saves time” during negotiations with international partners.
By focusing on deterrence, Kamal argues that these systems help preserve peace by making aggression costly for adversaries. He views security as a prerequisite for national stability. This philosophy guides the organisation as it provides core defence capabilities through indigenous products and services.
The current trajectory suggests that Pakistan is rapidly closing the capability gap in the competitive international arms market. Kamal remains focused on moving the organisation into the top 100 defence companies globally within the next decade. This goal will require continued organisational reconfiguration and disciplined execution of the new business plan.