In the bustling heart of Lahore’s Johar Town, where the silhouette of towering glass and steel now dominates the horizon, stands a testament to bold vision: Emporium Mall. Pakistan’s largest shopping and entertainment destination, sprawling over 1.5 million square feet of retail, dining, and hotel space, isn’t just a commercial marvel—it’s a skyline-shaper born from the unyielding drive of one woman. Iqraa Hassan Mansha, the youngest CEO in the storied Nishat Group, has etched her name into the annals of South Asian business not through inheritance alone, but through a blend of sharp intellect, relentless innovation, and a deep-rooted belief in upliftment.
At 45, Iqraa commands a portfolio that includes luxury hotels across Pakistan, a five-star gem in London, and real estate ventures that have created over 2,000 jobs in her hometown. Dubbed Pakistan’s richest woman with an estimated net worth of $1 billion, she’s no stranger to the spotlight—featured in Forbes Pakistan’s Power Women list and honored as a Leading Lady Entrepreneur by President Dr. Arif Alvi. Yet, beneath the accolades lies a story of quiet resilience: a girl from a middle-class Lahore family who turned curiosity into conquest.
We sat down with Iqraa at the opulent Nishat Hotel Emporium, overlooking the mall she calls her “gift to Lahore.” Dressed in a tailored emerald-green salwar kameez that echoed the verdant lawns below, she exuded the poise of someone who’s navigated boardrooms dominated by men while raising two sons. Over chai and fresh pomegranate seeds—a nod to her love for simple Punjabi comforts— she opened up about her improbable rise, the challenges of leading in a male-centric industry, and her blueprint for the future of Asian hospitality. What emerged was a portrait of a leader who builds not just structures, but legacies.
Leaders of Asia (LOA): Iqraa, let’s start at the beginning. Born in Lahore in the late ’70s to a middle-class family, you pursued higher education abroad—a BSc in International Politics from the London School of Economics and an MSc in International Relations from SOAS. What drew you to global affairs, and how did that shape your pivot to hospitality and real estate?
Iqraa Hassan Mansha: (smiling warmly) Oh, those London years were transformative. Growing up in Lahore, I was always the curious one—devouring books on diplomacy and economics while helping Ammi (my mother) manage our modest home. LSE and SOAS weren’t just degrees; they were windows to a world beyond borders. I learned that power isn’t just about politics; it’s about creating spaces where people connect, thrive, and dream. Hospitality? It’s the ultimate diplomacy—bridging cultures over a shared meal or a stunning view. When I returned to Pakistan in the early 2000s, I saw gaps in our urban landscapes: Lahore, this ancient city of gardens and poets, deserved modern oases. That’s when I dipped my toes into a small boutique hotel project. Little did I know it would snowball into Emporium.
LOA: That “small boutique” evolved into collaborations with shopping malls and, ultimately, Emporium Mall—the crown jewel that redefined retail in Pakistan. Tell us about the vision behind it. How did you transform Johar Town’s skyline and create 2,000+ jobs in the process?
Iqraa: Emporium wasn’t born overnight; it was a labor of love over five grueling years. Johar Town was a residential haven, but it lacked a vibrant core—a place for families to gather without leaving the neighborhood. We envisioned a vertical village: luxury retail on the lower levels, entertainment in the middle, and our Nishat Hotel crowning the top with panoramic views. At 1.5 million square feet, it’s Pakistan’s largest, blending international brands like Zara and H&M with local artisans from Anarkali Bazaar. Sustainability was non-negotiable—solar panels, rainwater harvesting, and green roofs to combat Lahore’s smog.
The jobs? That’s the real magic. We prioritized local talent: from architects in Gujranwala to hospitality staff trained right here in Lahore. Over 2,000 positions, many filled by women who’ve never held a corporate role before. I remember our first all-women construction crew—they broke barriers faster than we broke ground. Today, Emporium isn’t just a mall; it’s a job engine, pumping economic life into the community. We’ve transformed the skyline, yes, but more importantly, we’ve lifted lives.
LOA: As the youngest CEO in the Nishat Group—a conglomerate founded by your father-in-law, Mian Muhammad Mansha, Pakistan’s business titan—you’ve shattered glass ceilings. Married to Hassan Mansha and mother to two boys, how do you balance the boardroom with bedtime stories? And what role did your family play in your ascent?
Iqraa: (pausing to sip her chai) Balance? It’s more like a beautiful chaos I wouldn’t trade. My days start at 6 a.m. with the boys—breakfast debates on cricket versus coding—then gym, office by 9, and home by afternoon for homework and hugs. Evenings are sacred: no emails after 8 p.m., unless Hasan’s dragging me out for sushi. He’s my rock—energetic, supportive, and the one who reminds me to laugh when deals go south.
Family has been my North Star. Ammi instilled grit; she’d say, “Beta, opportunities don’t knock—they’re built.” Mian Sahib (my father-in-law) gave me wings but never a free ride; every project was earned through pitches and proofs. Being the youngest CEO? It came with side-eyes—’Is she here because of marriage?’—but I turned doubt into drive. Nishat’s ethos of meritocracy helped; I’ve sat on boards for Nishat Hotels variants, Emporium Properties, and even MCB Bank as a non-executive director since 2016. It’s about proving value daily.
LOA: Your portfolio extends beyond Pakistan: a five-star hotel in London, real estate in Gulberg and Raiwind. What’s next for Nishat Hospitality? And how do you infuse global sophistication with South Asian soul?
Iqraa: London’s property was a homecoming of sorts—echoing my student days, but elevated. It’s a boutique haven for desis craving fusion: think butter chicken with British afternoon tea. Back home, we’re expanding sustainably: eco-resorts in the Margalla Hills, urban farms integrated into hotels to fight food insecurity. The future? Tech-infused hospitality—AI concierges that speak Punjabi, VR tours of Mughal Lahore. But always with soul: spaces that honor our heritage, like courtyards inspired by Shalimar Gardens. Global? Yes. Rooted? Absolutely. We’re not just building hotels; we’re curating experiences that heal and unite.
LOA: Recognition has followed: Forbes Pakistan Power Women, the Presidential award for Leading Lady Entrepreneur. Yet, in a region where women leaders are rare, what barriers have you faced, and how do you champion the next generation?
Iqraa: Barriers? Plenty. Early on, investors dismissed me as “the Mansha bahu.” Negotiations turned patronizing; deadlines disrespected because “she’s juggling kids.” But I learned: preparation is power. I’d walk in with data denser than a LSE textbook—ROI projections, market analyses—and watch jaws drop. Discipline is key; Pakistan’s talent is world-class, but we need more rigor around commitments.
For the next gen, I’m all in. Our Women in Construction Initiative at Emporium trained 500+ females in trades—many now supervisors. I mentor via Nishat’s scholarship programs, funding MBAs for underprivileged girls. And philanthropy? It’s woven in: clean water projects in Raiwind, literacy drives in Johar Town. Women don’t just need seats at the table; we need to design the damn room. As I always say, “Cities grow when women build them.”
LOA: That quote resonates deeply. Speaking of personal evolution, you’ve shared how motherhood shifted your lens—from critiquing weddings to celebrating parental triumphs. How has that shaped your leadership?
Iqraa: Motherhood is the ultimate MBA. It taught empathy: reading a room like reading a toddler’s tantrum. Pre-kids, success was metrics—occupancy rates, square footage. Now? It’s holistic: Does this space make families feel safe? Joyful? My boys ground me; they ask, “Ammi, why build tall when trees are taller?” It reminds me: growth isn’t vertical; it’s communal. Balancing it all? Multitasking mastery. Afternoons are kid-work hybrids—emails while building Lego empires. And Hasan? He’s the fun parent; I’m the “daal chawal and discipline” one. (laughs) But seriously, it’s taught me grace under fire—vital in boardrooms and bedtime battles.
LOA: Looking ahead, what legacy do you hope to leave? For Lahore, for Pakistan, for Asia’s women leaders?
Iqraa: Legacy isn’t monuments; it’s movements. I want Lahore’s skyline to symbolize inclusion—towers where women lead, innovate, and thrive. For Pakistan, sustainable cities that withstand climate chaos. For Asia? A ripple: more Iqraas mentoring Marias, building bridges across borders. We’ve come far—from that tiny boutique to billion-dollar blueprints—but the work’s just begun. Let’s keep constructing, one empowered step at a time.
As our conversation wrapped, Iqraa glanced out at Emporium’s twinkling lights, a city pulse she’d ignited. In her, Leaders of Asia sees the archetype of modern South Asian leadership: fierce, familial, forward-thinking. Iqraa Hassan Mansha isn’t just building empires—she’s rearchitecting possibilities.
