Fifteen years of senior eCommerce roles in Pakistani retail, and the leadership positions held today.
Omer Mubeen has worked in Pakistan's online retail industry since 2010. The timeline below records the roles held, the organisations and the scope of each. Brands worked with over that period include Edenrobe, Bachaa Party, BeyondEast, Master Group, MINISO Pakistan (ToSharing), TCS E-Com, Cheezmall, Al Rahim Textiles, Kapray and 24Hours.pk.
Founded and leads the association representing 12,000+ eCommerce businesses and 200,000+ SMEs, and leads policy engagement with the Government of Pakistan.
Leads a group operating across technology, performance marketing, digital transformation and SME enablement, including Deployers School.
Shopify development and eCommerce growth agency serving Pakistani and international brands.
Pakistan's first international digital recognition platform; delivered the 2025 flagship edition.
Shopify application for cash-on-delivery risk intelligence and return-to-origin reduction.
Government appointment supporting national youth-development and digital-empowerment initiatives.
Head of eCommerce, GM eCommerce and equivalent positions across national retail and lifestyle brands.
Built the brand's online business from zero, delivering PKR 100 million or more in revenue within the first three months. End-to-end ownership of platform, performance marketing, content and team.
Re-architected the eCommerce operation for Pakistan's leading kids and mother retail brand: restructured paid media, established analytics and rebuilt customer experience, producing compounding growth in traffic, conversion and average order value.
Managed end-to-end eCommerce for MINISO Pakistan's flagship online project and led the training division that became a talent pipeline for the wider industry.
Senior eCommerce and digital leadership across fashion, textiles, logistics, lifestyle and marketplace businesses — covering launches, re-platforming, performance marketing and team building.
Fifteen years in roles with direct responsibility for revenue, spend and team, rather than recommendations handed to someone else to implement.
Work has concentrated on two situations: taking a brand online from nothing, and fixing an operation that has stalled.
Every engagement has involved hiring, training and handing over to an in-house team rather than creating dependence.
Association work, training and awards have run in parallel with commercial roles rather than replacing them.
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