User:Raonaeemqasim/sandbox

 Early Life and Education

Haroon Khawaja is a Pakistani politician and businessman born on December 31 st, 1967 in Lahore, Pakistan. Haroon attended St. Anthony’s High school and Government College Lahore, and then moved to England where he attended East London University (NELP: 1986/87). Throughout his bright academic career, Haroon continued to aggressively pursue sports and demonstrate leadership qualities. Over the years he participated in cricket, squash, badminton, football and hockey, often as captain of the teams he was representing. He completed his training (1987 - 1992) with a London financial district firm Simmons Cohen Fine (now Simmons Gainsford; ) and qualified as a Chartered Accountant in 1992. Haroon is a fellow member of the Institute of Chartered Accountants in England and Wales.

Professional Career

In 1992 he moved back to Pakistan and joined his family business (construction, development and hotels; originally established in 1960 as a publishing house) as Executive Director of the group. Two years later, he successfully took over as the Managing Director In July 2000, he relocated to the United States to head the expansion of the group. As President of Maverick Hotels, Inc. (www.mymaverick.net) Haroon oversaw the development, construction and operations of several award winning hotels in Central Florida (USA). In Pakistan, Haroon&#39;s corporation and allied businesses own and manage several hotels, a Serviced Residences project (www.hydeparklahore.com), a planned 300 room five start hotel, and several other projects in pipeline.

Political / Public Service

1997 – 99: Haroon joined (in honorary capacity; without remuneration) the office of the Prime Minister of Pakistan in 1997. He served in the Federal Government from 1997‐99 as the Federal Secretary, and then as Chairman of the Prime Minister’s National Agenda Monitoring Cell. During this time Haroon researched on the &quot;Debt&quot; of Pakistan and wrote a paper on how to manage this debt and come out of the lingering crises by proposing &quot;Debt/Equity swaps&quot;. While doing so, he ensured that all promises made by the government to attract funds in the National Debt Retirement Program (a scheme that was announced before Haroon joined the government) were actually followed through. In 1998, in his capacity as Chairman of the National Agenda Board, Haroon formed a team of top Pakistani professionals to start research on different sectors facing challenges in Pakistan. During the next two years, extensive work was carried out by this board and some of its recommendations resulted in achievements like formation of Small and Medium Enterprise Development Authority (SMEDA), National Education Policy Framework 1998, and the start of reforms in the 1861 Police Act.

He supervised and planned coordination of Military Courts on behalf of the Prime Minister in 1998 and followed through coordination of Anti-Terrorist Courts in 1999. Due to the discontinuation of government in October 1999, efforts on other sectors such as Agriculture, Power Generation, Population Planning, Health, Privatization, Land Reforms, Expenditure Control and Job Creation— was left as ‘work-in-progress’. 2008 ‐ 2011: During this time he was (in honorary capacity; without remuneration) the Chairman of the Chief Minister’s Special Initiatives Entity, and also served as a director of the Bank of Punjab, Chairman of the Chief Minister’s Monitoring &amp; Implementation Cell, Secretary of the Chief Minister’s Advisory Council and Founder and First Vice Chairman of the Punjab Board of Investment and Trade. Moreover, he was the force behind the formation, development, transformation and restructuring of numerous public private companies in the Government of Punjab, including the Punjab Industrial Estate Development and Management Company, Punjab Power Development Company, Punjab Land Development Company, Punjab Coal Mining Company, Punjab Agriculture and Meat Company, Punjab Information Technology Board, and the Punjab Small Industries Corporation. Some of the proposed innovative endeavors were Punjab Home Mortgage Company, Punjab Village Development Company, Punjab Infrastructure Development Fund, Punjab Skills Development Board, and China Punjab Economic Zone. Haroon&#39;s idea was to modernize the 19th century colonial system, but circumventing it through induction of new blood (i.e. well educated and experienced human resource relevant in the technical field). He made use of the various provisions of existing laws whereby companies could be owned 100% by the government but would be run 100% by professional management hired by independent boards (nominated by the government through a well thought out process). The idea was to create free market enterprise that would be answerable to the government (through the boards) and, hence, to the public. Many of these works faced stiff resistance from bureaucracy and, once Haroon exited the government in 2011, most companies lost the sense and purpose of their very formation.

During his stints in Federal and Provincial governments of Pakistan at notable places, Haroon undertook a comprehensive effort to understand different problems being faced by Pakistan with a view to evolve solutions based on scientific research. While doing so, Haroon built a team of thoroughbred Pakistani experts, which helped him put together the &quot;Pakistan Plan&quot; to achieve an enlightened, healthy, secure, resourceful and prosperous Pakistan. While not finding enough support in Pakistan&#39;s political parties to own this plan, Haroon and his team felt obligated to launch their own political party. Pakistan Freedom Movement was registered with Election Commission of Pakistan in November 2015, and was launched in February 2016. Haroon and his team claim Pakistan Freedom Movement (English translation of Pakistan Tehreek E Azaadi, a movement spearheaded by M A Jinnah, the founder of Pakistan) as being the continuation of Tehreek E Azaadi.

Pakistan Freedom Movement (PFM; www.freedompk.org) asserts itself as the only political party of Pakistan that has a credible plan for Pakistan, a competent team to implement the plan, and a well thought out modern system which makes this party an institution not dependent on personalities (like other political parties of Pakistan).

Philanthropy and Civil Society work

Haroon is the Founder and first chairman of The Pakpur Foundation (www.pakpur.org); an organization of private sector intellectuals committed to work towards a social change in the country. He is also the founder and former chairman of All Pakistan Business Forum (www.apbf.com.pk); a platform to organize the businessmen of Pakistan together in a manner that breaks the monotony of the chambers culture.

Distinctions and Achievements

During his career as a leading hotelier, Haroon has received numerous awards and his corporations have been recognized internationally. Some of these awards include &quot;Torchbearer&quot; from Intercontinental Hotels Group; &quot;Lighthosue&quot; by Hilton Hotels Worldwide; &quot;Best Newcomer&quot; by Asian American Hotel

Owners Association.

Personal Life

Haroon lives in Lahore with his wife Nadya and five children. Mehreen and Sana are undergrads in USA, while Anaya, Salman and Abraham live with their parents in Lahore. Haroon continues to shuttle

frequently between Lahore and Orlando (USA).

Controversy

Haroon comes from a family of Kashmiri (Valley) descent that settled in internal Lahore city a century ago. Some people try to confuse Haroon&#39;s Kashmiri and Lahori background to relate him with the family of Mr. Nawaz Sharif. Haroon is neither related nor affiliated in any way with the Sharif family. Haroon resigned from all executive offices of his family business once he joined the government in 1997 and again in 2008. In 1998, the government of Pakistan undertook open bidding for the sale of Fellattis Hotel, Lahore, an event that was broadcast live on the television. Haroon&#39;s family participated and was successful in submitting the highest bid for the hotel. Thereafter, even though Haroon was not involved in this transaction, the family was forced to withdraw from the process. The family lost substantial sum

of money in this process and was never compensated for it.