A Deep Dive into Strategy, Legacy, and the Future of Pakistani Healthcare
In this special feature, we sit down with Mian Rohail Aslam, the Founder, Chairman, and CEO of Medhouse Group — a rising star in Pakistan’s pharmaceutical, Nutraceuticals, and veterinary sectors. From a humble origin in Gujrat to becoming a global exporter with ISO- and UKAS-certified facilities, Medhouse has grown into a trusted name under his visionary leadership.
This candid conversation explores the philosophy behind the company, how it’s disrupting the traditional Pharma model, and what lies ahead.
Q1: Mr. Mian Rohail Aslam, what inspired you to start Medhouse?
Mr. Mian Rohail Aslam:
I wanted to create something that outlives me — something system-based, not personality-based. In Pakistan, many businesses revolve around individuals. I believed there was room for a health company that focused on structure, standards, and service, not shortcuts. That’s how Medhouse began — with a long-term vision, not just short-term sales.
Q2: Why did you choose to operate across multiple sectors — animal health, human health, and cosmetics?
Mr. Mian Rohail Aslam:
Health is not limited to one species or one delivery model. Whether it’s a farmer giving supplements to poultry, a patient needing liver support, or a woman choosing skin care — it’s all connected by the same principle: wellness with integrity.
Our structure allows us to serve multiple needs, using in-house manufacturing, R&D, and specialized teams under one strategic umbrella.
Q3: What makes Medhouse different from other Pharma companies in Pakistan?
Mr. Mian Rohail Aslam:
Three things:
- In-house production — not reliance on third-party manufacturers.
- Global readiness — our documentation, compliance, and branding are designed for export.
- Systemic leadership — we’ve built SOPs, quality frameworks, and succession plans to reduce dependence on any one person — even me.
Also, we don’t copy others. We innovate. That’s rare in our region.
Q4: What challenges did you face while building Medhouse?
Mr. Mian Rohail Aslam:
Pakistan has no shortage of challenges — regulatory, financial, even mindset-based. People often asked, “Why Gujrat?” or “Why not just sell and outsource?” But I believe that if you commit to excellence in a small town, you can compete globally.
Also, convincing people to believe in a long-term, ethical business model — instead of fast profit — is hard. But the results now speak for themselves.
Q5: What’s your long-term vision for the company?
Mr. Mian Rohail Aslam:
In one word: institutionalization.
We’re moving toward:
- Launching our own API extraction unit
- Expanding our export base to 15+ countries
- Building our own cold chain and slaughter-processing line under Five Star Chickens
- Investing in technology and ERP systems to support scale
The goal is to make Medhouse an industry leader that doesn’t collapse with a change in leadership — that’s what legacy means to me.
Q6: How does your personal philosophy shape Medhouse?
Mr. Mian Rohail Aslam:
I’m very risk-aware, but I also believe in vision-driven execution. I invest only where I see systems, not dependency. That’s true for my businesses, investments, and even philanthropic work.
Whether it’s Medhouse, IKMF (Imtiaz Kausar Memorial Foundation), Livestock, IT Company or my Trading companies, I’m guided by accountability, impact, and structure. Business must be honest — but also smart.
Q7: What message do you have for young entrepreneurs in Pakistan?
Mr. Mian Rohail Aslam:
Don’t build for today. Build something that you can hand over to a system or team and it keeps running. Avoid shortcuts. Don’t just chase funding or popularity.
Instead, master your numbers, build a team, serve with integrity — and don’t be afraid to start from your hometown. You don’t need a big city to build a big company.
Final Thoughts
Medhouse isn’t just a company. It’s a case study in building a modern, ethical, and globally scalable business from Pakistan. And behind it is a founder who sees legacy not as a personal achievement, but a national contribution’s.
“We’re not in a race to be the biggest. We want to be the most trusted. That’s how Medhouse will grow — and how Pakistan will grow with it.”
— Mian Rohail Aslam