Founders in the LUMS Centre for Entrepreneurship’s Slingshot Cohort 3 recently took part in an intensive, hands-on session on Go-to-Market and Revenue Scaling, led by Muhammad Owais Qureshi, Co-founder of Dastgyr and a Forbes 30 Under 30 honoree. LCE framed the session around a point that many early-stage teams learn the hard way, that building a product is only half the battle and that growing it sustainably depends on disciplined execution and a clear commercial strategy.
Qureshi drew on a leadership background that spans Dastgyr, Airlift Technologies, Careem, and Domino’s, a mix of marketplace startups and large consumer brands that gave the session both a high-growth and an operational perspective. His focus was on what it takes to build repeatable sales engines and to scale operations in high-friction markets, where logistics, payments, and fragmented supply chains can make growth far harder than it looks from the outside. For founders building marketplaces or tech-enabled platforms in Pakistan, those conditions are familiar, which made his experience directly relevant.
The session covered three main areas of practical frameworks. The first was designing customer-centric go-to-market motions and improving customer acquisition funnels, so that founders can see where prospects drop out and why. The second was using data analytics to refine unit economics and speed up revenue growth, a reminder that scaling a business with weak margins only multiplies its losses. The third was overcoming the operational bottlenecks that appear when marketplaces and tech platforms grow, where fulfilment, supply, and service quality often come under strain before demand slows.
LCE described the discussion as interactive and said it gave Slingshot founders tactical, real-world blueprints for moving from initial traction to sustainable commercial scale. That transition is where many young companies stall, since the methods that win the first few customers rarely work for the next few thousand. By bringing in an operator who has lived through that shift across several companies, LCE gave its third Slingshot cohort a clearer view of what the next stage requires, from the structure of a sales process to the numbers that show whether growth is healthy.
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