By 2020, the Dewan Group, once towering like a colossus over Pakistan's industrial landscape, found itself at a critical inflection point. The era of unchallenged dominance had given way to a period of introspection, restructuring, and generational transition. The scandals, investigations, and market losses of the previous years had left scars—but also cleared the path for a new leadership model to emerge.
This was not just the end of a chapter—it was the beginning of a new era. One defined by resilience, reinvention, and realism.
Scene 1: The Baton Passes
At a rare public event in late January 2020 at the Karachi Marriott, Dewan Yousuf Farooqui made an announcement that had been long rumored but never confirmed.
Standing before a select group of industrialists, journalists, and group executives, he said:
"Today, I hand over the day-to-day leadership of Dewan Group to those who will carry our legacy forward—not with sentiment, but with strategy."
The new leadership lineup included:
Batool Qureshi as CEO of Dewan Motors.
Danish Farooqui heading strategic investments and restructuring.
Ahsan Mehmood elevated to Group CEO.
Yousuf would remain as Group Chairman, a mentor and guide.
Scene 2: Strategic Realignment Meeting
The very next week, the trio held a high-stakes strategy meeting in the new, tech-enabled boardroom of Dewan House.
Ahsan laid it out bluntly:
"We need to focus on three verticals: Motors, Cement, and Real Estate. Everything else—logistics, education, and sugar—needs to be divested or restructured."
Batool agreed. "We must scale down to scale up. Too many fronts, too few resources. We simplify or we die."
Danish looked hesitant. "Won't this look like defeat?"
"It'll look like focus," Ahsan countered.
Scene 3: Rebuilding Trust
One of the biggest challenges facing the new leadership was public perception. The media controversy of 2019 had damaged not just the company's image—but its access to capital and partnerships.
Batool proposed a rebranding campaign:
"Let's go beyond damage control. Let's relaunch Dewan Motors as a sustainable mobility brand. We'll introduce hybrids, align with EV initiatives, and partner with universities for green innovation."
Ahsan added, "And publish an ESG report. Let the world see our carbon footprint targets, employee welfare, and community projects."
Scene 4: The COVID-19 Storm
Just as plans were being executed, the COVID-19 pandemic struck. Factories halted. Exports froze. Supply chains broke.
A Zoom call between the leadership team captured the urgency.
Danish reported, "Cement orders are down 70%. We have inventory, but no buyers."
Batool added, "Motors division can't import CKD kits. The assembly line is frozen."
Yousuf, calling in from home, offered perspective:
"This isn't just a business crisis. It's a test of will. We survive this—we survive anything."
Scene 5: Government Engagement
In May 2020, Ahsan managed to secure a virtual meeting with Asad Umar, then head of the National Command and Operation Centre (NCOC).
"We're not asking for bailouts," Ahsan said, "but facilitation. Allow partial operations. Offer deferred tax filing."
Asad Umar, known for pragmatism, replied:
"We'll support what's responsible. Show us your SOP compliance plan. We'll allow you to reopen in phases."
That dialogue helped Dewan Cement and Dewan Motors resume limited operations by July.
Scene 6: Tech and the New Frontier
By late 2020, Danish and Batool pushed aggressively into digitization. Dewan Motors launched an online showroom, complete with 3D vehicle configurators. Cement orders were routed via an enterprise app for contractors.
An internal podcast launched for employee training. HR digitized onboarding. Even investor meetings went fully remote.
Ahsan observed in one session:
"This is what the old guard never did—build a culture, not just a business."
Scene 7: A Global Investment Pitch
In December 2020, Dewan Group pitched to the International Finance Corporation (IFC) and a Gulf-based sovereign fund for $50 million in hybrid capital.
Batool led the pitch.
"We are not just rebuilding. We are redefining. We've cut 30% in inefficiencies, expanded digital reach, and brought governance into the boardroom."
The Gulf representative asked, "And what role will the founder play going forward?"
Danish answered, "Advisory. Not executive. The new Dewan is professional, not paternal."
The pitch was well-received. Due diligence began.
Scene 8: Internal Turbulence
But not all was smooth. Legacy employees resisted new systems. A labor union in the cement plant accused management of "importing MBA culture" at the cost of "industrial roots."
A strike was narrowly avoided after direct talks.
Ahsan stood before a plant assembly.
"We're not replacing you. We're equipping you. You don't need to fear apps. You need to master them."
Scene 9: A Visit from the Founder
In a surprise gesture, Yousuf visited the cement plant in person in February 2021. He addressed the workers:
"I built this with bare hands. And now, a new team is building something I never imagined—something smarter, stronger. Help them."
Applause erupted. The mood changed.
Final Reflections
Chapter 30 marks the rebirth of Dewan Group—not by a single man's will, but by a team's wisdom. The winds of change brought hardship, yes—but also cleansing, clarity, and courage.
Question for Readers: In a changing world, should legacy be preserved at all costs—or should it evolve, even if it means letting go of its origin myths?