TMC on Putting Pakistan on the Global Tech Map
“When we go outside from here, people see us as a Pakistani company. We needed to make a mark and tell them: we can deliver it,” says Abdul Haseeb, the founder and CEO of TMC (TallyMarks Consulting), a technology company delivering digital transformation, enterprise solutions, and AI-powered innovation.
In 2026, TMC became the first Pakistani company to win a Global SAP Partner Award, earning the Customer Transformation: Corporate award for delivering world-class enterprise transformation. The company is also investing in AI, expanding its global footprint and growing its SAP practice as it seeks to establish itself in international markets.
“We took up one thing, which was SAP, and we went deep into it,” Abdul Haseeb says. That focus helped TMC build expertise in SAP training, deployment and implementation, expanding its role in enterprise transformation as customer relationships developed.
AI is another major priority. The company has invested around $1.5 million in AI learning and education, while AI accounts for 50% of the weighting in its annual objectives for 2026, reflecting its focus on both adopting AI and delivering AI-powered transformation.
A significant turning point came with the transition of Siemens’ SAP division to TMC.
Siemens helped establish SAP in Pakistan and became an important source of talent and expertise across the region. “Siemens was the nursery for the region, not just for Pakistan,” says M. Mohtashim Jangda, TMC’s director of business for EMEA and USA.
For TMC, the transition brought experienced professionals as well as established practices and years of institutional experience. Abdul Haseeb says the company absorbed many of those practices, while a number of former Siemens employees remain with TMC in key positions, including within delivery leadership.
But bringing the teams together was not simply a matter of combining technical expertise.
Abdul Haseeb recalls meeting employees personally to explain TMC’s plans and vision. For some, the transition was difficult because Siemens had been an important part of their professional identity. Many ultimately joined TMC, with some continuing in senior positions.
“We knew how to deliver projects, we knew how to win projects. That was already established… So the biggest challenge was the culture. Within TMC, the most important thing is its culture.”
He describes TMC’s guiding principle as “calling good good, and bad bad”: recognising what is done well, addressing what needs to improve and creating an environment where people can learn and grow.
That principle is reflected in the company’s approach to feedback. Rather than waiting for formal review cycles, TMC recognises good work as it happens and communicates when something needs to improve.
For Abdul Haseeb, the impact of building TMC has extended beyond the business itself. He says employees who develop their careers within the company, or move on to opportunities abroad, can improve prospects for their families, from their children’s education to the opportunities available to the next generation.
Despite its achievements, TMC’s leadership sees the company as still being at the beginning of its journey.
“The TMC you are seeing, that’s not the end, it’s the beginning,” says Mohtashim Jangda “We’re still young, and that’s one of the USPs, that we are all young, we still have that hunger.”
For Abdul Haseeb, the same feeling comes from seeing what the company has already achieved. “Now, the more we do, the more you feel that this is the start,” he says.
For a Pakistani technology company increasingly operating across international markets, that journey is ultimately about more than a single award. It is about building expertise, developing people and demonstrating that capabilities developed in Pakistan can find a place in the global technology industry.
What do you think Pakistani technology companies need to do to compete more effectively in global markets? Let us know in the comments!
This article was developed with the assistance of AI tools.
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