By the early 2000s, Dewan Group had solidified its position as one of Pakistan's most influential conglomerates, with strong footholds in textiles, cement, and the automotive industry. But the ambition that had brought the Dewans this far was not satisfied with domestic dominance alone. The next chapter in their journey was to expand their footprint beyond Pakistan's borders — to enter international markets, forge global partnerships, and establish Dewan as a name known far beyond the subcontinent.
A Global Vision Takes Shape
The seeds of this vision were sown in 2001 when Dewan Salman Fibre Ltd., already the largest polyester staple fibre producer in Pakistan, began exporting to markets in the Middle East, Africa, and Central Asia. The company's success with regional exports gave the Dewans confidence that they could compete on a global stage.
At a high-level board meeting in the Dewan House, Karachi, senior executives gathered around a polished mahogany table.
Yousuf Dewan (CEO): "Our markets are stabilizing. Our products are in demand. The time is right to explore serious overseas ventures — particularly in the Gulf and Southeast Asia."
Shahid Shafiq (Director): "We've received interest from distributors in Dubai and Jeddah for our fibre, and the auto partners in Malaysia have asked for talks."
Yousuf: "Then we fly out. Let's build bridges beyond Pakistan. But every step must make business sense — no vanity projects."
The Gulf Outreach
In 2003, a Dewan delegation attended the ArabPlast Expo in Dubai, one of the largest plastics and petrochemical trade fairs. Dewan Salman Fibre had set up a striking booth, showcasing its capacity, R&D advancements, and production quality.
A strategic meeting took place with Majid Al Futtaim Group, which was then expanding its manufacturing alliances in the Gulf.
Majid Al Futtaim Executive: "You're competitive on cost and quality. But your delivery timelines — can you match our schedules?"
Dewan Logistics Lead: "With port clearance from Karachi streamlined and dry ports in Lahore connected, we can meet GCC timelines. We propose a trial order of 500 metric tons."
The trial order turned into a six-month contract. Soon, Dewan Group had permanent clients in UAE, Oman, and Qatar, with Dubai emerging as a regional hub for Dewan's trade operations.
Auto Industry Ambitions Abroad
While Dewan Motors was gaining traction locally with Hyundai and Kia, the Group was eager to deepen ties with international partners.
In Seoul, South Korea, Yousuf Dewan led a delegation to the Hyundai Motor Headquarters. It was a pivotal moment. Sitting across the table were Korean executives, including Kim Dong-Wook, head of Hyundai's global partnerships.
Kim Dong-Wook: "Your local operations are promising. But why should we consider Pakistan as a hub for regional assembly?"
Yousuf Dewan: "Because Pakistan gives you access to 200 million people, rising middle class, and proximity to Central Asia. And we have the experience, infrastructure, and government backing."
This visit led to the expansion of CKD (Completely Knocked Down) assembly agreements and spurred conversations about potential export of Pakistani-assembled vehicles to Afghanistan and Central Asia.
Foray into Financial Services Overseas
In 2004, Dewan's finance wing, Pak Industrial and Commercial Leasing, began exploring overseas partnerships. A memorandum of understanding was signed with Dubai Islamic Bank to collaborate on Islamic leasing products.
A meeting at the Burj Al Arab, Dubai, showcased the fusion of Islamic finance and industrial needs.
Dubai Islamic Bank VP: "We're interested in SME partnerships. But your group is industrial — how do you tie into our model?"
PICL CEO: "We're diversifying. The new wing under Dewan Financial will offer Murabaha-based leasing for industrial machinery and fleet vehicles across borders."
Though the full venture did not materialize due to regulatory hurdles, the initiative gave the Dewans credibility in international finance circles.
Textile Exports and European Deals
While Dewan's polyester fibre led the way in exports, their Dewan Textile Mills quietly built a reputation for high-quality yarn and processed fabric. European buyers were particularly drawn to the Group's compliance with environmental and labor standards.
In Frankfurt, Germany, at the Heimtextil Trade Fair, Dewan Textile executives met with buyers from C&A and Carrefour.
German Buyer: "Your compliance checks are impressive. If your volumes can match our needs, we'll consider Pakistan for a long-term sourcing deal."
Textile GM: "We can scale within six months. Our plants in Hyderabad are already running lean, and we're adding new looms by Q3."
By 2005, Dewan Group was exporting textiles to Europe and North America, capturing niche segments in hotel linen and workwear.
Energy Dreams and Global Investors
As energy shortages gripped Pakistan in the mid-2000s, Dewan Group saw both challenge and opportunity. They pitched Independent Power Projects (IPPs), targeting investment from abroad.
At the Pakistan Investment Conference in London (2006), Yousuf Dewan shared the Group's vision for a 200MW plant in Jamshoro, using local coal and imported technology.
UK-Based Investor: "Will the regulatory environment in Pakistan allow foreign shareholding in this?"
Yousuf Dewan: "The government has approved IPP policies, and NEPRA has issued guidelines. We seek strategic partners, not just financiers."
While this project stalled due to political instability, it marked Dewan's ambition to become a player in energy infrastructure with global backing.
Global Branding and the Corporate Identity Shift
With international exposure came the need for brand evolution. Dewan Group revamped its corporate identity — introducing new logos, launching a bilingual website, and producing corporate documentaries in English and Arabic.
Marketing campaigns ran in trade magazines across Dubai, Singapore, and Istanbul, positioning Dewan as a modern, integrated conglomerate from South Asia.
A brand consultant from McKinsey & Co. worked with Dewan's Karachi office for months.
Consultant: "You need to unify your story. From fibres to vehicles, tell the world what Dewan stands for."
Corporate Affairs Head: "We stand for resilience, innovation, and commitment to progress — across borders."
Conclusion: Vision Beyond Borders
By 2006–2007, Dewan Group had transformed from a domestic industrial empire to a globally aspiring conglomerate. Their ventures into the Gulf, Europe, and Central Asia reflected a deep commitment to innovation, risk-taking, and adaptability.
Their journey wasn't without missteps. Regulatory challenges, political instability, and global competition tested every overseas move. But what remained consistent was the Dewan vision of a Pakistani company with global relevance.