There is no set script in venture capital (VC) – especially in a market like Pakistan. The pace is unpredictable, and the demands shift constantly. Every day calls for fresh thinking, fast decisions and the ability to course-correct without losing momentum.

VC in Pakistan does not follow the same arc as more mature ecosystems; it has to adapt. You are building in an environment where infrastructure gaps, macroeconomic volatility and regulatory uncertainty are part of the terrain. That is not a deterrent; it is an opportunity to back resilience. When we evaluate founders, we look for a different kind of spark – the ability to build in ambiguity, to operate with limited resources, and to see angles others miss.

The best founders I have worked with do not just have technical skills. They bring local context, grit and a nuanced understanding of people. As a fund, we have had to develop our own internal models. Traditional metrics alone do not work. Traction looks different, scale comes with friction and timelines are fluid. We are now seeing a shift towards ventures built with real intent – lean, problem-first businesses, shaped by necessity and grounded in local insight. The scale is still building, but the approach is more deliberate and that is a good sign.

Mornings usually begin on a measured note, calm but focused. I scan the overnight updates, check my email, catch up with founder threads, and glance at portfolio dashboards. It is often clear early on where the attention will be needed. As the day progresses, especially by late morning, the fund-level responsibilities start to take over.

Since our fund is domiciled in the Netherlands, a lot of the mechanics of running a VC firm – managing limited partner (LP) relationships, coordinating with fund administrators and legal teams, and making sure compliance and reporting are on track – start a little later in the day. It is the less visible part of the job, but it is foundational. You cannot move fast without structure.

I hold board seats across several portfolio companies, but most of the real work happens between meetings. This is where things tend to unfold (often over WhatsApp) – from quick updates to calls that escalate fast. Some issues need immediate input, others just a sounding board. It is not about constant involvement, but about being close enough to catch things early and step in when needed.

For me, VC has always been more than deploying capital. It is about staying close to the people building things and supporting them beyond the investment. It is about helping Pakistan generate critical economic activity that leads to jobs, helps technology exports grow and works on integrating Pakistan as a technology partner for the region. That mindset has shaped how I think about entrepreneurship. I have been involved in efforts to widen access to the ecosystem – from teaching venture finance at IBA to working with student founders, to appearing on Shark Tank Pakistan. I speak regularly at universities, seminars, podcasts and panels. It is a way to stay connected to where ideas take shape and help push the ecosystem forward from the ground up and extend it outside Pakistan and build bridges with countries key to our prosperity.

I make time for this work intentionally. The more we can encourage ambitious ideas and give founders the right exposure early, the stronger the pipeline becomes. It is a long game, but one that needs constant pushing.

Staying connected to the global VC ecosystem is a priority – whether through networks like the Kauffman Fellowship or conversations with investors and operators around the world. These exchanges are often where the most practical ideas surface – the kind that translates into action. Some of the frameworks we have adopted have come directly from these consistent informal dialogues. They are also critical to identifying which sectors are gaining momentum globally, and which ones need to be seeded or strengthened locally. Staying globally literate is not just useful – it is essential to staying vigilant and informed.

There is a lot of travel, and it is not a lifestyle choice but a job requirement. Locally, it is a steady circuit across Lahore, Karachi and Islamabad. Internationally, travel is just as frequent, whether for investor meetings, global forums or building and maintaining relationships. The Middle East is key to Pakistan’s prospects and is a region I am especially focusing on. Over time, you fall into a rhythm – even if it sometimes feels like life plays out somewhere between airports. Mobility keeps the work connected and forward-facing.

Recently, a lot of my focus has gone into initiatives around electric mobility and the green economy. We are working closely with provincial governments and private sector partners to enable wider access to electric two-wheelers – particularly for students, delivery riders and low-income users who rely on bikes for daily mobility. The goal is simple: lower running costs, reduce emissions and develop access to transport that fits the realities of urban Pakistan. We are also supporting work around localised assembly, early charging infrastructure and training programmes for electric vehicle (EV) maintenance – practical steps to help the ecosystem scale responsibly.

In parallel, we are working on afforestation projects aimed at generating credible carbon credits. The focus is on getting the fundamentals right – land selection, long-term stewardship, and alignment with international verification standards. It is early-stage work, but the objective is clear: to lay the foundation for a functional carbon market in Pakistan and contribute to its broader climate and economic transition. Time to unwind is not always built into the schedule, but I make space for it when I can. Golf helps reset focus. A few holes are enough to slow things down without losing momentum; it is structured and deliberate, which helps after a day that is anything but. Riding a bike is the other escape. It is the kind of thing that demands full attention, no calls, no context switching; just speed and control. It is one of the few places the pace of the day feels matched rather than interrupted. Football is the one constant outside work. I follow the Premier League – highlights, data, transfer news, the whole thing. Fantasy football is serious business too. I finished in the top 10 in Pakistan in 2024. It is competitive, but also analytical. You are reading performance patterns and managing risk. Not that far off from VC in some ways.

Time with friends and family is essential. Even a quick dinner or an unplanned hangout goes a long way. I try to stay off-script in those moments – music, conversation, whatever feels natural. Some nights go on longer than planned and that is part of the balance too. The important thing is knowing when to switch gears and when to recalibrate.

Some interests have stayed with me over the years. Watches and art in particular. I have always been drawn to how things work beneath the surface. As a kid, I would disassemble my toys just to trace the logic of their assembly – gears, springs, hinges, circuits. Success in reassembly was not the point; it was about decoding systems. That instinct has evolved into a lasting appreciation for precision – for objects where design is driven by engineering and where every element serves a structural or functional purpose. Art holds my attention in similar ways. I am drawn less to expression and more to composition – the use of negative space, balance, and the tension between simplicity and complexity. It is not about aesthetics for the sake of it, but about the discipline that underpins the final form.

Most nights end with a call, or three, tied to projects running across different time zones. The work stretches late, but that is part of how it is built. This is not something you switch off from. It is a long game and the goal is to build something that lasts.

Some days move the needle. Others don’t, and that is part of it too. The important thing is learning what you can and getting back to it the next day. This is a time of opportunity for Pakistan as technology erases the lead other nations have over us. We have an obligation beyond the business model to make Pakistan a technology leader and a trusted partner in the region.

Rabeel Warraich is Founder and CEO, Sarmayacar. rabeel@sarmayacar.com