My father, deep down, wanted me to succeed but was under immense family pressure. He didn’t openly support me at first but eventually allowed me to go to Cambridge. Without him, I wouldn’t have made it.
Huma Fakhar is a pioneering entrepreneur and legal expert who has carved a niche for herself in the male-dominated world of exports and Geneva based equity firm. From being a national-level athlete to studying law at Cambridge and working at Clifford Chance, she has continuously broken barriers. Despite facing family resistance and industry challenges, she has successfully led initiatives in trade and investment. Her journey is a testament to resilience, vision, and the power of perseverance in shaping one’s destiny as a Pakistani woman.
MT: Huma, let’s start with your background. Where did you study, and how did you develop an interest in this particular field?
HF: I was never a studious person in school. I attended an American school for a bit and then Convent of Jesus and Mary in Lahore. Until my college years, I had no interest in education. I was primarily an athlete and competed at the national level, winning 100m and 200m races. I was even selected for the Asian Games and had an opportunity to train for the Olympics with a Chinese team.
However, my family was conservative and didn’t support my sports career. That led me to shift my focus to academics. I ended up in Cambridge, studied law, and got picked up by Clifford Chance, the world’s largest law firm. That’s where I got interested in investments and business. A colleague of mine was setting up a trade and investment advisory in Switzerland, and I joined her. I convinced my father to invest in my venture, and that’s how I started my private equity firm in Geneva, advising governments and multinationals. Later, my family wanted me back in Pakistan, so I expanded into rice exports while continuing my private equity work.
MT: Your family didn’t initially support your athletic ambitions. Did they support your decision to study abroad?
HF: Not at all. I had to fight to get there. They thought I’d go to Cambridge for a few months, get it out of my system, and come back. But within months, I was on the Dean’s List, and they realized I was serious about my education. Once I set up my company in Geneva and began advising governments and major corporations, their perspective changed. Nothing succeeds like success.
MT: Were you the only woman in your family to pursue higher education and a career?
HF: Yes. Until I completed my A-levels, there wasn’t a single woman in my family who had done the same. Most married very young. My mother had me at 15. So, I was the first to break that cycle.
MT: Did any male family member support your ambitions?
HF: My father, deep down, wanted me to succeed but was under immense family pressure. He didn’t openly support me at first but eventually allowed me to go to Cambridge. Without him, I wouldn’t have made it.
MT: What challenges did you face as a woman in a male-dominated industry?
HF: There were three key challenges.
First, growing up in Pakistan, I never fit the traditional mold. While other girls were focused on fashion and brands, I was more interested in sports and purpose-driven work.
Second, as a Pakistani woman in Europe, I had to prove myself in international business circles, but my exposure through an American school and convent education helped.
Third, the rice export industry is intensely competitive, particularly due to competitors in the region, where companies receive strong government support, marketing, and subsidies. Pakistani businesses receive little to no support, making it difficult to compete.
I’ve witnessed Pakistan being pushed out of markets simply due to a lack of government backing and concessions. Whereas other countries, such as India, use trade negotiations to secure deals. Without a strong economic foundation, businesses like mine struggle against such external pressures.
MT: What do you believe needs to change for women in Pakistan’s professional world?
HF: On paper, policies are fine, but the problem lies in implementation and mindset. For instance, there’s a law requiring companies to have a female director, but many just appoint their sisters or daughters instead of qualified professionals.
We also need to train young women from an early age. Schools and media should focus on grooming and preparing them for professional life. In my private equity firm, we sponsor and mentor young entrepreneurs, particularly girls from underprivileged backgrounds, teaching them how to run a business. Many of the most successful startups we’ve supported have been led by women.
MT: Did you have financial independence early on, or did you rely on family support?
HF: Initially, I borrowed from my father to set up my Switzerland venture, but after that, I’ve never needed to ask for financial support. My businesses have been self-sustaining.
MT: Looking back, was there a defining moment that shaped your career?
HF: : Yes, leaving a high-paying job at Clifford Chance to start my own company was a turning point. It was risky, but it allowed me to create something of my own. That decision changed everything for me.
MT: What message would you give to young women aspiring to break barriers in male-dominated industries?
HF: Be unapologetically yourself. Stay focused on your purpose, and don’t be distracted by societal expectations. Success will eventually speak for itself, and the world will adjust to your ambitions.
