Boardroom: Entrepreneurial Journey: Could you share your professional background and the inspiration behind establishing Foran Delivery? What motivated you to enter Pakistan’s delivery and logistics industry?

Haseebullah Soomro: I started my career in the Pakistani Local Ad Agencies and work with International Brands then moved to Dubai, UAE at the largest digital freight network in the GCC, with more than 75,000 onboarded truck drivers across 12+ countries. As a direct report to the CEO, I worked closely with the CFO and COO, leading creative, marketing, and investor pitch work. Over more than a decade across the Middle East, Turkey, Europe, and Russia, I led operations with some of the region's largest technology and transportation companies, and I built across startups, NEVs, FinTech, and the Dubai Government Project. I was offered interviews with global names including Apple and Saudi Aramco, but I chose to build instead. Foran is the result: dependable, hyperlocal delivery for the kiryana stores and households that larger platforms have overlooked.

Boardroom: Key Achievements: What have been your most significant professional achievements and business milestones since launching Foran Delivery?

Haseebullah Soomro: Foran is live in Bahria Town Karachi (since August 2025) and Hyderabad (since 15 September 2026). Monthly GMV grew from PKR 76,000 in August 2025 to PKR 1.78 million in September 2026, and October 2026 has already crossed PKR 2 million, all without outside capital. In September, 92% of orders came from repeat customers. Each order makes a PKR 251 contribution after variable costs. We are supported by NIC Hyderabad and are a member of the Claude Startups program.

Boardroom: Business Model: What are Foran Delivery’s core services, and how does its business model differentiate it from other delivery and logistics platforms operating in Pakistan?

Haseebullah Soomro: We earn a commission and delivery fee on every order, about 14.8% of GMV in September, plus a margin on Foran Mart. We serve customers through both our app and WhatsApp, so shoppers who will not download an app still get reliable service. We launch one zone at a time and only expand once each zone clears its break-even threshold.

Boardroom: Competitive Advantage: How does Foran Delivery maintain service quality, delivery efficiency, and customer satisfaction while competing in Pakistan’s rapidly evolving logistics market?

Haseebullah Soomro: Our edge is density and trust within each zone. Customers return: 92% repeat orders, supported by WhatsApp ordering and month-end credit for trusted customers. We are also clear about our gap. Our active base has held at roughly 160 to 170 customers since June, so the next phase is about acquiring new customers as well as deepening frequency.

Boardroom: Technology Integration: How is Foran Delivery leveraging technology, automation, and real-time tracking to improve operational efficiency and customer experience?

Haseebullah Soomro: App and WhatsApp orders flow into one admin and point-of-sale system, giving us a single record for every order. Order Desk AI, our next release, will convert incoming WhatsApp inquiries into structured POS orders automatically. We are also capturing phone numbers on every WhatsApp order to move from address-based to verified customer identity.

Boardroom: Operational Challenges: What are the major operational and infrastructure challenges facing delivery businesses in Pakistan, and how is Foran Delivery addressing them?

Haseebullah Soomro: Rider economics, customer identity, and trust-based credit are our main challenges. Petrol, rider commission, and bike upkeep drive most of our variable costs, so we manage density and routing tightly. Many WhatsApp customers are still identified by address, which we are closing through phone capture. Our top 20 customers account for about 42% of tracked orders, so we are broadening the base deliberately. Pay Later, built with a licensed partner pending legal review, addresses the cash-and-credit habits that define this market.

Boardroom: Financial Revenue & Growth: How has Foran Delivery’s annual revenue evolved since its inception, and what are your current revenue growth rate, profitability targets, and key financial performance indicators?Haseebullah Soomro: September's GMV of PKR 1.78 million equates to roughly PKR 263,000 in net revenue at a 14.8% take rate. October has already crossed PKR 2 million in GMV. We are running above our founder-run break-even of 18 orders a day, averaging about 24, against a fixed cost base of about PKR 139,000 a month. In our base case, we reach EBITDA-positive operations in September 2027, after the expansion and this raise.

Boardroom: Investment & Scalability: What is Foran Delivery’s approach to investment, financial sustainability, and business expansion? Are you exploring external funding or strategic partnerships to accelerate growth?

Haseebullah Soomro: We are raising $250,000 of pre-seed capital for an 18-month plan covering new zones, Pay Later, and technology. The market is large: $107 billion across retail, grocery, and essentials, with a $4.8 billion serviceable market in e-grocery and quick commerce, across 240 million-plus people and over 75% smartphone penetration. In our base case, lowest cash stays around $202,000, and the business stays cash-positive even if acquisition costs double. Each new zone must reach 63 orders a day, and all five planned zones are projected to pass that test by month 18. The long-range plan extends to Lahore and Islamabad, targeting a $1 million revenue run rate by 2030.

Boardroom: Corporate Market Expansion: How does Foran Delivery plan to strengthen B2B partnerships with e-commerce platforms, retailers, restaurants, and corporate clients while expanding into new markets across Pakistan?

Haseebullah Soomro: Our focus is the consumer and kiryana segment, which drives volume and repeat behavior. Restaurants, corporate clients, and e-commerce platforms are a natural next step, particularly through Foran Mart and the delivery capacity we build in each zone. We will add these partnerships zone by zone, so every new market starts with demand already in place.

Boardroom: Leadership & Legacy: If you had the opportunity to redefine Pakistan’s delivery and logistics industry over the next decade, what three transformative changes would you introduce, and what legacy would you want Foran Delivery to leave behind?

Haseebullah Soomro: Over the next decade, I would make two changes. First, I would turn informal month-end credit into a fair, regulated product. Second, I would give Foran Delivery customers a new kind of experience and trust so they can buy anything from us with complete confidence. I want Foran to leave a local, trusted, and profitable delivery network that helps neighborhood retailers grow.