Umar Saif is Associate Professor in the Computer Science Department at Lahore University of Management Sciences (LUMS) and heads the Saif Center of Innovation (SCI, pronounced as ‘sky’), an incubator and training center for technology entrepreneurs and enthusiasts. Read the rest of this entry »

Babar Ahmad is the CEO of Mindstorm Studios, a gaming start up in Lahore, Pakistan. Babar is focused on creating world-class gaming titles on the PC and console platforms from within Pakistan. Babar also has a passion for teaching and lectures at the Engineering Department at LUMS. Prior to that, he was working as a wireless applications engineer at Silicon Laboratories. Babar holds a Masters in Wireless Communication and Management Sciences from Stanford University and a Bachelors degree in Electrical Engineering from University of Texas.

Babar Ahmad

STEP: Tell us a little bit about Mindstorm Studios . How and when did it start, how big is the team, and what have you been doing (in addition to Cricket Revolution and all)?

Babar Ahmed: Mindstorm Studios was actually my brother’s brainchild. I was still in the US when he decided he wanted to make a cricket game. He was in Dubai back then; this is summer 2006. So he upped and came to Lahore, at about the same time that I decided to move to Pakistan. Neither of us had ever lived here before (been in UAE and USA all our lives); so it was an “interesting” experience to say the least. I’m referring to breaking red lights in reverse at midnight in my spanking new 2006 creaky Alto! Coming from a culture that tickets you on breaking a STOP sign, it was a change! I started teaching at LUMS shortly and helped my brother found Mindstorm.

We’ve been through a few phases over the past years and have dabbled in quite a few areas such as 3D short film animation, architectural visualization, creative advertisement, casual games, and 3D games. If you check out you’ll see remnants of some of our portfolios up there. Currently, we’re focused on game development for the iOS platform (iPhone and iPad). We’ve launched about 5 titles on the platform so far, with another 4 coming out soon, and have over 3 million cumulative downloads of our games.

STEP: You went to graduate school at Stanford and then came to Pakistan to kick off your company. How was the experience of doing a start up without the necessary support structure that exists in the Silicon Valley? Is there a nascent start-up culture emerging in Pakistan?

BA: As counter-intuitive as it might sound, it’s a LOT easier to do a startup in Pakistan than it is in the Valley! Here’s the simple reason why: $10,000 might last a startup in Pakistan 6 months… you’d be lucky to make it past your first month in the US with that money! Sure, raising that $10k is hard, but its no walk in the park in the US either. Additionally, you can get a LOT of mileage from family/seed funding here unlike in the US, where you HAVE to go for  Angel or VC funding very early in the company’s life cycle because costs are so high. Rent here is cheap, people typically have strong family support systems and you can work out of people’s basements (we all have those here), there’s VERY little red-tape in starting a company here. Picture this: 3 people, 3 laptops, a basement, a wimax connection, some pizza and coffee, and there you go! You have the next internet startup in Lahore!

In the US, man, its competitive! First off, you have visa issues: if you’re not working somewhere you can’t stay in the country. Gotta resolve those first! Then there’s the obnoxious cost of doing anything! Then, you have to convince people to LEAVE their $100k per year jobs and go out on a limb with you. Good luck doing that with a $10k budget! Moreover, if the people you’re trying to convince are good enough (and they SHOULD be), then you’ll have another 10 people like yourself with similar offers! And once you’ve managed all that, you have to get your idea in front of a VC who has another 1000 ideas or more sitting on his table waiting for his attention!  And IFFFFFF all of that works out for you, you give up a big chunk of your stake in your company to make it happen.

See where I’m going with this? It’s the age of connectivity. The only thing stopping you from reaching a gazillion people is yourself. Doesn’t matter where you’re sitting. For example, we have 2.5 million downloads of our game Whacksy Taxi on the iPhone. How many of those people know that just a few guys created that game in 7 weeks out of a dusty room in Lahore? Of course, it also depends on the TYPE of startup you want to do, but I really feel there’s a LOT that can be done regardless of your physical location, and that makes Pakistan a very attractive environment for startups.

STEP: A game studio is different from the usual software development company. What unique opportunities and risks did you experience in establishing a game company in Pakistan?

BA: Doing a game startup was particularly hard for us;  not having any experience in the space didn’t help much either! The issue with game development is, exactly as you put it, its not traditional software development. Its walking the middle line between the left brain and the right brain. Finding the right people and making them mesh together to deliver on a creative vision is no easy task. We faced loads of issues, from audio production to art direction to motion capture and physics engines and everything in between! One of the key issues in Pakistan is finding people with the right exposure; notice I didn’t say skill set. You get some pretty mean coders and artists here; however making a video game is like making a movie, or a song. You have to make something that’s cool and appeals and to your target market’s entertainment requirements, and for that you need to be exposed to what that market likes and doesn’t like. Also, given the maturity of tools these days, you don’t need an army of developers to make the next hit game; in fact, I’ve seen several 2 man teams that have been very successful in the mobile games business.

Pakistan posed its unique challenges, the least of which was electricity! Personally, the way the game development industry has rapidly transformed over the past 3 years, I don’t believe that physical locality impacts your ability to deliver entertainment any more. That might be the case if you’re trying to make a $50M production that rivals Halo. But you’re not! You no longer have to make Steven Spielberg-type movie productions; you just have to make the next YouTube hit and you’re home free. And trust me, you DON’T need a degree if film making to do that!

I’m not trying to trivialize making a startup or a successful company/product. It really IS hard! I’m just saying in this age of connectivity and information, it’s a lot less harder than it used to be. There are fewer and fewer business and trade secrets, there’s an abundance of knowledge and information, and there are several vehicles readily available to get your message/product in front of millions.

STEP: Let’s talk about Cricket Revolution. There is a flurry of start-up activity around iPhone and Android games. Mindstorm, like you said, is active on that front as well. What made you switch gears and target the classic PC gaming market?

BA: Well, it was actually the other way round for us. We started off as a classic PC game developer back in 2006 when touch interfaces still belonged in movies like Minority Report. And then Steve Jobs changed the world; 5 years later here we are with a strong iOS focus making games for the iPhone and the iPad. We still had to see our initial development through though, and managed to get Cricket Revolution out the door in late 2009.

STEP: How long did it take to develop Cricket Revolution? What were some of the biggest challenges in developing and marketing?

BA: Three and a half years. In hindsight, we could have done it a lot sooner, probably in two, but that’s if we had known then what we know now. During the course of development we thought our biggest challenge was animation and real-time multiplayer gameplay. How were we going to get 500 cricket animations into the game? We had to learn about motion capture, figure out that it was too expensive for us to afford, and then just figure out a hack-way of doing it ourselves at a fraction of the cost. Solving real-time multiplayer issues was a challenge – how were we going to get players across the globe to time their shot within a few milliseconds when the latency between them was over half a second to begin with? Well, we never DID solve that problem! So we had lots of online connectivity issues and what not. Other development issues were creating a custom physics engine, a custom animation engine, designing the game to hit that “sweet spot” which is very elusive to find (WHY is it that you like some songs and don’t like others? What’s the magic entertainment recipe?). But all that aside, we managed to plough through development and get the game out the door, a very tough 3 and a half years later.

It was only after that, that we realized we still had our biggest problem still ahead of us… and that was marketing! Hey, I’m an engineer, and that’s all I’ve been taught since high school. The only thing I had sold so far was virtual crops in Farmville! So, how in God’s name, were we going to get our product to sell millions of copies across multiple international markets? Well, that’s where the publisher comes in; unfortunately, we chose the wrong publisher and got burned. Our game didn’t do that well, and a lot of the selling was left on our shoulders. Alhamdulillah, we managed to overcome that challenge with a few well-timed deals with Pepsi in Pakistan and Valve’s digital distribution via Steam, but it was a VERY nerve wrecking few months getting those deals in place. It taught us a very important business lesson, and that is you have to begin your marketing activities from day 0, BEFORE production even begins. That’s a little hard to do given we’re an engineering driven company, but that’s the only thing that can convert a cool product into a successful business. No business, no product.

STEP: Has the game been a local success? Have you been successful in dealing with piracy in Pakistan (and many other cricket-loving nations)?

BA: Yes and no. I’ve actually sat at shops in Hafeez Center (Lahore) and watched people come in and purchase a pirated copy of our game for peanuts! It’s a fools wish to try and combat piracy in a country like Pakistan. We have a hard time enforcing Supreme Court laws on security, let alone international copyright laws on video games! So instead of fighting piracy in Pakistan, I decided to embrace it and give the game out for free instead. To do so, we brought Pepsi into the deal, sold the rights of the game to them in Pakistan, and had them distribute the game for free throughout the territory. Everyone wins. In India, the market is a little more mature and large enough for non-pirated content to make a mark. We had some successful deals there too with multiple retailers and distributors picking up our game and selling it through several outlet stores all over India. That, in addition to digital distribution via Steam, has resulted in a fairly wide adoption for our game, as far as independently produced PC games go.

STEP: Congratulations to you for Cricket Power becoming the official ICC World Cup game? How was the competition? What set Cricket Revolution apart from the rest?

BA: Thank you! I can’t speak for the competition; there are a few pretty good cricket games out there from the likes of EA and Codemasters. We pitched our game to a publisher, who then pitched it to the ICC; one thing led to another, ICC really liked our game, the publisher believed in our development capability, and lo and behold Cricket Power happened. The key was that we offered a complete 3D game served entirely in the browser, which was something that no one else had done in the past at the quality mark that we had. So we really had a product that stood out from the rest with a fairly small digital footprint in terms of download size. That, plus the fact that the game was redesigned for the casual audience in a pick up and play style gave it the boost it needed for selection. We’re really happy that we made it that far; hadn’t planned for it! But, alhamdulillah, the product shone through and here we are!

STEP: What’s next for Cricket Revolution and your company?

BA: We’re working hard on our next titles. We’re targeting the iOS primarily for now, so stay tuned for some releases soon! As far as Mindstorm goes, I really would like to see a game development industry grow in Pakistan by taking the lead from companies like ourselves and others who have gone down this path. I mean, game development is HUGE! Like, bigger than Hollywood HUGE! It’s not THAT hard to do, given the multitude of resources and tools available on the web. Pakistan is a low cost development center, you have everything you need on your laptop, and a single hit can make you good money! I would really like to see Pakistan come up on the global map for game development. A lot of countries are doing so, some with amazing government support (I believe Malaysia offers free electricity, office space, and 50% salary subsidy to game developers!!!!). I think if we can spawn a few startups in this space due to our efforts, and publicity that we’ve achieved, I would believe Mindstorm has truly done its job.

STEP: You also teach at LUMS. Do you think the Computer Science programs in our universities are adequately preparing students for a career in game development? If not, what needs to change?

BA: No, I don’t think they are. In my opinion, there are three aspects to this: a) Technical, b) Career, and c) Creativity. From a technical perspective, we’re more or less ok. Yes, we could do with a few courses targeted specifically to the game development pipeline to demystify the process for young minds. However, programming is just a small part of creating a game. Game design, production methods, audio production, quality assurance, and psychology are all equally important, to name a few. So, you CAN throw in game development courses into a CS curriculum, but unless a curriculum targets these other aspects that are equally important to game development, you’ll just end up with good programmers, which is good, sure, but only part of the equation. The second issue is a career perspective. Our professors and educators need to understand that game development is one of the hottest career choices on the planet right now, and will continue to be for some time. We have some serious cultural issues associated with games where the older generation believes that games are a total waste of time and not important. While they have a particular perspective, the world truly has changed. The average age of a gamer is now 35!! Everyone’s playing games! And unless our educators (and our families) treat this profession as a viable career choice, game development as a career just won’t get the adoption it deserves.

Lastly, the BIGGEST issue is creativity. Most curricula are designed to follow patterns; courses where there is a right answer and a wrong answer. The entire grading system is predicated on this one fact, and it has to be. This forces the mind to think along a certain line, a certain path, and move away from experimentation for fear of failure. This is a deeper psychological issue that can’t really be fixed just in a few courses. But I ask you, would you have guessed that a video like “Charlie Bit My Finger” would have 294 MILLION views on YouTube? Or do you think a game like “iFart” would make $100,000 in 2 weeks and be the #1 app on the App Store? I’m not saying that things like these always work. What I AM saying is that game developers need to think out of the box to truly define what entertainment value is, and it could be anything that our imagination allows it to be. I just don’t think our curricula are designed to grow that thought process and could do with a dash of imagination and fearless creativity.

Of late, the National ICT R&D Fund has been in the news a lot and its performance (or lack of it) over the last several years has been a source of much concern for IT professionals and informed citizens like myself. Read the rest of this entry »

Editors: This is the second part of “Establishing Technology Incubators in Pakistan.” The first part can be read here. Read the rest of this entry »

Editors’ Note: The Atlas project team is seeking examples of significant scientific or commercialisation accomplishments in Muslim countries that have received major international acclaim or achieved commercial success. Scientists and technologists are invited to send in their nominations by August 31st, 2010, at the latest. Details are included at the end of the article.

The Atlas is a study (Atlas Brochure) that will explore the changing landscape of science and innovation across a diverse selection of countries with large Muslim populations in the Middle East, Africa and Asia, including in-depth case studies of fifteen geographically and economically diverse countries. It aims to draw important cross-country conclusions to help national policy-makers, international stakeholders, and development planners to chart the way forward. Working closely with partners in each of these countries, the project will chart the delicate interplay between science, innovation, culture and politics, and explore new opportunities for partnership and exchange with the wider world. Read the rest of this entry »

Entrepreneur types will tell you that every problem is an opportunity in disguise. If that were true, Pakistan would be the “land of opportunity”. But are they wrong when they say it? Nearly all of Pakistan’s problems can be monetized into successful businesses that make someone money and solve someone’s problems. Yet there is a serious shortage of people who view things that way. Read the rest of this entry »

Entrepreneurship is an attitude. It’s the passion of creation. It’s an outlook on solving problems. It’s the embodiment of human resilience. It’s the vision of crossing the chasm. Sound fantastic? So, why don’t more people start (or work at) startups? Statistics stack the odds against most startups with about one out of ten chances of succeeding, and an even smaller chance to make it really big. But most failed entrepreneurs will tell you that they don’t regret having tried. To understand why, I will present a series of articles covering various topics related to startups and would like readers who are actively engaged in startups or have opinions on related subjects to come forward and contribute or collaborate. As a part of this thread, I will be presenting a few articles covering the experiences of successful and budding entrepreneurs — what better place to find answers than the life stories of people who took the plunge. Read the rest of this entry »

Dynamic Language Tools is a bookmarklet application which I have developed, which helps users read and write Urdu easily on any web page without installing any software. This tool uses the Google Transliteration API to do the on-demand transliteration of the roman script to Urdu script.  This tool also provides on the fly Hindi to Urdu transliteration on the web-pages making all the Hindi content (in the Devanagari script) readable to Urdu readers.

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Is division, confinement, and hierarchy of knowledge the model to create and sustain an organization in the upcoming decades? No. Read the rest of this entry »

On Funding Projects from the Industry

STEP: Till now, mostly you were funding projects in the academia. Would you be looking at funding projects that are directly initiated by the industry?

QS: We are supposed to fund projects submitted by the industry. Our proposal can be initiated by even an individual. But, being an entity that funds public money, the longevity of the institution to which we are giving money is very important to us. An individual can take the money (from us), work for a little while, and then disappear. What do we do then? Universities don’t disappear. They can provide longevity and credibility to the project. And, it is not (just) longevity for the length of that project but even after that. Read the rest of this entry »

On the History of the Fund

Dr Qasim SheikhSTEP Editors: Let’s start with the history of the Fund, if you can tell us a little bit about it. We understand that it was in a dormant state before it was revitalized.

Dr. Qasim Shaikh, CEO, National ICT R&D Fund:

Yes, it was in a dormant state but, as I tell my team, I don’t think that we are the opening batsmen of this team.  Actually, the Fund was created when PTCL was the only telecom operator (in the country). I think, and somebody has to correct me, that the key person who pushed (that) some of the PCTL’s earnings should go into research and development in Pakistan, like Bell Labs at ATT, was Dr. Atta-ur-Rahman. Then the Deregulation Act was passed and in the Deregulation Act it was mandatory that every telecom operator will have to contribute 0.5% of their revenue to the Fund. That included internet service providers as well, not just the large service providers. Since there were more contributors to the Fund than just PTCL, it didn’t make sense for it to stay within PTCL. So, it was taken out of PTCL and created as National ICT R&D Fund.

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The reign of the English language over modern technology and the Internet may soon be at an end. Increasingly, local language technologies are emerging to challenge the role of English as the language of the web. Representing Urdu and other Pakistani languages at the forefront of this battle is the Centre for Research in Urdu Language Processing (CRULP). For Dr. Sarmad Hussain, founding director of CRULP, and his team, developing the capacity of local language processing is not merely an intellectual exercise in machine processing research but their contribution to the global struggle, which aims to provide every human access to information regardless of the language they speak. Like the translators of Al-Mamun, the eighth Abbasid caliph, who translated and protected many of the classics of Greek, Indian, Persian and Chinese scholarship from the ash-heap of history, the team at CRULP is working to bridge the disconnect that exists between the wealth of knowledge available on the Internet and the large non-English speaking segment of Pakistani society. While this team may not have royal patronage like the Abbasid translators, who were paid in gold equal to the weight of the books that they translated, the dissemination of knowledge and the legacy of scholarship team CRULP leaves behind will be invaluable. I recently visited the CRULP headquarters at National University of Computer and Emerging Sciences (NUCES), Lahore, where project manager Kiran Khurshid showed me around the CRULP lab and talked about the various projects currently in progress.

The overarching goal of CRULP is to develop local language processing technologies to provide people easy access to information regardless of the local language they speak. The traditional approaches to introducing technology into rural areas have involved providing schools and colleges with computers and expecting the locals to learn and adapt to modern technology. Dr. Hussein sees a fundamental flaw in this approach, in that they either fail to address or underestimate the two major barriers people face in using modern technology: illiteracy and language. With 45% of the population illiterate and most people unable to interact in English, it is impractical to expect them to use computers to access information through current technology. The team at CRULP aims to break the illiteracy barrier by developing Urdu Speech Recognition systems and Text to Speech systems to allow users to operate technology vocally. The language barriers are being tackled through the development of software in Urdu, examples of which include the SeaMonkey internet suite that provides users Urdu-based tools to make websites, surf the internet, email etc.

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A Pakistani robot participated in RoboCup 2009 for the first time in the competition’s history. The robot, named Saviour, was developed by a team of students from Ghulam Ishaq Khan Institute of Engineering Sciences and Technology (GIKI). Saviour is a rescue robot designed to find survivors in a disaster situation.

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Dr. Zahid Ayub is the President of Isotherm, Inc., which is a manufacturer of heat transfer equipment in Arlington, TX. He is an Adjunct Professor at the University of Texas-Arlington and is a Technology Editor for the International Journal of Enhanced Heat Transfer. Among the honors Dr. Ayub has received are the Michigan New Product Award, ASHRAE Distinguished Service Award and ASHRAE Research Service Award. Dr. Ayub is also a Fellow of ASME and ASHRAE.

Seafood export from Pakistan to European Union (EU) countries was banned in early April 2007, after an EU team visited the Karachi and Korangi fish harbors to investigate quality standards at the fisheries facilities. Earlier, during a February 2005 trip, the EU team warned the Pakistani authorities about sub-standard quality at the harbors. This ban on all fish imports from Pakistan to the EU has resulted in a multi-million dollars loss. As quality standards normalize across the globe, the standard of quality in Pakistan’s fisheries could potentially cost millions more in revenue in coming years.

Fish rotting under the sun Fish rotting under the sun
Fish rotting under the sun at local fisheries

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