CEO - Troy Group of Companies

Empowerment comes not from permission or sympathy, but from competence, courage, and the willingness to take ownership of your path

1. You completed your BBA from Greenwich University. How did that education shape your outlook, values, and approach to business?

My years at Greenwich University were foundational in shaping the way I think about business—not just as a commercial activity, but as a system that blends strategy, people, ethics, and accountability. Subjects such as marketing, finance, organizational behavior, and strategic management helped me understand why certain decisions succeed while others fail.

Those lessons stayed with me long after graduation and became the backbone of my leadership style.

2. Growing up in one of Pakistan’s oldest business families, how did your early exposure to industry and commerce influence your decision to build a career in business?

Growing up in the Dadabhoy family meant that business conversations were part of daily life. Discussions about supply chains, pricing pressures, client relationships, and economic cycles were common at the dinner table. From a very young age, I observed that business was not just about profit—it was about responsibility, reputation, and continuity.

Watching my father, Mohammad Hussain Dadabhoy, lead with integrity and resilience deeply influenced me. I saw firsthand how trust is built over decades and how one decision can define a company’s credibility for generations. That exposure made business feel natural to me. It wasn’t something abstract—it was lived, practiced, and respected. Choosing a career in business felt less like a decision and more like a continuation of a legacy I deeply valued.

Confidence does not come from permission or titles—it comes from mastery of your craft

3. What motivated you to step into the board of your family’s enterprise at a young age, and what were your early responsibilities?

Stepping onto the board at a young age was both an honor and a serious responsibility. The motivation came from a desire to learn, not from the sidelines, but from within the system. I wanted to understand how decisions were made at the highest level and how accountability functioned in a multi-generational enterprise.

My early responsibilities included heading the marketing division of the group, which involved product placement and devising strategies to gain maximum consumer reach. I was encouraged to ask questions, challenge assumptions respectfully, and bring a fresh perspective to established ways of working. Those years taught me governance, patience, and the importance of institutional memory. They also made me acutely aware that leadership is earned through competence and consistency, not entitlement.

Culture is not defined by what you say, but by what you tolerate

4. After many years in the family business, what prompted you to establish your own company? What opportunity inspired Troy Group?

While working within the family business was invaluable, I felt a strong pull to build something independently—something that reflected my own vision and leadership philosophy. The construction materials sector in Pakistan had a glaring gap: import reliance, inconsistent quality, short-term thinking, and a lack of specialized solutions, particularly in waterproofing and concrete protection.

Under the banner of Troy Group, Troy Chemicals Pvt Ltd was born out of the belief that building materials should focus on durability and lifecycle value—not just immediate completion. I saw an opportunity to introduce “Made in Pakistan” waterproofing chemicals to an industry that urgently needed them. Troy Chemicals Pvt Ltd was my way of contributing something meaningful to the national and regional building materials market.

That kind of contribution one that strengthens an entire sector, not just a single company, is what I believe defines real success

5. As CEO of Troy Group, how do you ensure high standards of quality, durability, and ethics across projects?

Quality at Troy Group is non-negotiable. It starts with product selection, extends to skilled application, and is reinforced through supervision and post-project accountability. We follow strict SOPs, invest in training, and work closely with our consultants who are experts in their fields to ensure technical accuracy.

Ethical business conduct is equally critical. We do not compromise on transparency, contracts, or safety standards. Every client engagement is guided by honesty, even if it means walking away from a project that does not align with our values. I believe long-term credibility is far more valuable than short-term gains.

6. What are the main challenges in Pakistan’s construction sector, and how does Troy Group address them differently?

The construction sector faces challenges such as a lack of regulation, price-driven compromises, unskilled labour, and limited awareness of long-term structural protection. Troy Group addresses these challenges through education, specialization, and accountability.

We focus on preventive construction—solutions that reduce maintenance costs and extend structural life. By emphasizing quality over volume and knowledge over shortcuts, we differentiate ourselves from traditional players who often prioritize speed over sustainability.

7. Can you share a defining challenge in your journey with Troy Group?

One defining moment was starting the exports of our products to GCC markets. The slowdown in the construction sector has severely affected all associated industries. Last year, we decided to target exports to meet our annual targets. It took six months to get the relevant approvals from some GCC countries and by the grace of God, our patience was rewarded. We have now shipped over 45 tons of product.

8. How do you balance respect for tradition with a modern business vision?

Tradition provides values; innovation provides direction. I honor my family’s legacy by upholding integrity and discipline, while embracing modern tools, data-driven decisions, and global benchmarks. The balance lies in evolving without erasing the principles that built the foundation.

9. What leadership traits are non-negotiable at Troy Group?

Integrity, accountability, competence, and respect. I expect leaders to take ownership, communicate honestly, and treat every stakeholder with fairness. Skills can be taught—values cannot. 

Choosing a career in business felt less like a decision and more like a continuation of a legacy I deeply valued

10. What role do professionalism and ethics play in sustainable business?

They are the foundation of any sustainable business. Without ethics, growth may be fast, but it is always fragile. At Troy Group, professionalism is not a slogan—it is embedded into our systems, policies, and, most importantly, our leadership behavior. I firmly believe that culture is not defined by what you say, but by what you tolerate. That belief has shaped a work environment built on accountability, performance, and responsibility—where people are rewarded not just for results, but for how those results are achieved.

11. How did attending the NDU National Security Workshop influence your thinking?

Attending the National Security Workshop fundamentally broadened my perspective on how closely business, particularly manufacturing, is tied to national security and economic resilience. It reinforced the idea that industries do not operate in isolation—they are part of a larger national ecosystem that includes policy, infrastructure, energy, trade, and human capital.

One of the most important takeaways for me was the critical role public–private partnerships can play in strengthening Pakistan’s manufacturing base. Sustainable industrial growth cannot be achieved by the private sector alone, nor can it be driven solely through policy. It requires alignment—where the state provides enabling frameworks, stability, and long-term vision, and the private sector delivers efficiency, innovation, and execution.

The workshop sharpened my understanding of risk not just at a company level, but at a systemic level—supply-chain vulnerabilities, import dependence, skills gaps, and infrastructure constraints. It highlighted how a resilient manufacturing sector is essential for economic security, job creation, and export competitiveness.

As a business leader, this experience strengthened my belief that responsible private enterprise must actively engage with the government, not as a passive stakeholder, but as a strategic partner. When public institutions and industry work together with clarity and trust, manufacturing can become a pillar of national stability rather than a point of fragility.

I felt a strong pull to build something independently—something that reflected my own vision and leadership philosophy

12. What projects or innovations are you most proud of at Troy Group?

I am most proud of the project we completed last year, which was the uplift and structural waterproofing of the Bhai Ram Singh building at the University of Agriculture, Faisalabad. This building was constructed in 1906 and has undergone numerous facelifts. We were approached by the architects leading the charge to return the building to its original condition with a few minor changes. The primary challenge was that more than a century of waterlogging had caused severe structural damage; no amount of cosmetic uplift would stick due to the uplift of water within the structure. We put all of our innovation to use and completed the job within the timeframe. This success validates our mission to raise construction standards in Pakistan.

13. How do you envision Troy Group’s growth over the next 5–10 years?

At Troy Group, we have recognized the need of the country, which is exports of products to overseas markets. In that sense, in addition to exporting our own products, we have started exporting various commodities, which are all made in Pakistan, to the European markets. This is the segment where I see the most growth for our group and our country in the next decade.

14. What advice would you give young entrepreneurs, especially women?

My advice to young entrepreneurs, especially women, is to focus relentlessly on preparation and competence. Be resilient, but more importantly, be skilled. Do not dilute your standards to fit expectations or seek validation. In my experience, respect is earned through consistency, clarity, and results. Confidence does not come from permission or titles—it comes from mastery of your craft and the courage to stand by your decisions.

15. What does success mean to you beyond financial gain?

For me, success has never been defined purely by financial gain. While commercial outcomes are essential for any business to survive and grow, they are ultimately a by-product of doing the right things consistently—not the driving force behind why I lead or build.

My understanding of success has been shaped strongly by watching my father build his business over the decades. His true success today is not measured by balance sheets alone, but by the institution he has left behind—one defined by credibility, continuity, and trust. Beyond his own enterprise, he contributed meaningfully to the wider industrial ecosystem by advocating the use of coal as an alternative to furnace oil in Pakistan’s cement industry, at a time when energy efficiency and cost sustainability were becoming critical challenges. That kind of contribution—one that strengthens an entire sector, not just a single company—is what I believe defines real success.

In that sense, success is about building institutions that outlast individuals. It is about creating systems, standards, and teams that continue to deliver value long after you step away. Financial performance follows naturally when integrity, professionalism, and accountability are embedded in the foundation of a business.

For me, success is also measured by what a business enables—whether it raises professional standards, builds skilled human capital, or contributes constructively to the country’s economic and institutional development.

Most importantly, success is about example. It is about proving that commercial growth and ethical leadership are not mutually exclusive. If future generations can look at what we have built and see institutions that stood for integrity, resilience, and long-term impact, then that, to me, is success in its truest sense.

16. What message would you like to share with readers of Evolve?

My message to readers of Evolve is simple: don’t wait for the right conditions—create them. Build with integrity, think long-term, and stay consistent even when progress feels slow. Real growth doesn’t come from shortcuts or circumstances; it comes from discipline, resilience, and showing up every day with purpose.

As an entrepreneur and a leader, I have learned that strength is not always loud. True leadership is quiet, steady, and values-driven. And as a woman in business, I believe empowerment comes not from permission or sympathy, but from competence, courage, and the willingness to take ownership of your path.

Don’t wait for circumstances to change—build the ones you want to grow in.