We spoke on the phone about your Training and Development Manager role. You have my resume. A resume lists where I worked. It cannot tell you how I think about training, or what I will do once I join. That is what this page is for, in my own words.
I have trained the people customers meet first: care agents, sales teams, and staff in large operations. At PostEx, those people are your riders, your hub teams and your support staff. They carry your name to every door in Pakistan. Training people like them, in every city, to one standard, is the work I have done for nine years. It is the work I want to do for you.
What I do, in short: needs assessment, monthly training calendars, courses and knowledge tools that frontline staff can actually use, support for the trainers who deliver them, and measurement that shows whether any of it worked.
At PTCL, early in my career, we trained customer care staff on the live system. There was no practice setup. Every click a trainee made was real. One wrong click created a real order, or a real complaint, for a real customer.
I watched careful, good people make costly mistakes for one simple reason: their first try was the real thing.
Since that day, my rule has stayed the same. People should practice where a mistake costs them feedback, not a customer. If you go through my work, you will see this rule everywhere. It is the same rule I would bring to PostEx: your riders and hub teams should make their mistakes in training, where I can catch them, not at a customer's door, where your seller pays for them.
I joined as a Training Specialist. I ran Training Needs Assessments (TNA), then trained new and old staff on products, processes, customer dealing and soft skills. I also gave orientations and coached staff one to one. Later I led learning and process work for customer care. I looked after the knowledge hub where frontline staff found answers during live calls. We had more than 300 procedures. Finding one answer took 12 to 15 minutes. I rebuilt them into short decision cards with fast search, so an agent on a live call could find the right step at once. The same answer then took about 3 seconds, and calls to supervisors for help fell by 40 percent. Those are the results as I recorded them at the time. I share them as reported results, not audited figures. The lesson has stayed with me: when the right answer is fast to find, training and daily work stop fighting each other. It is the same need a hub supervisor has when an SOP is needed in the middle of a busy sort. The full case study is on my portfolio.
I made e-learning for a company of more than 2,000 people. I also built the LMS reports and dashboards. Managers could see on one screen who had finished training, who had not started, and where a team was stuck. That tracking showed participation clearly. It did not, by itself, prove better work on the job, and I do not claim it did. It is the base I would build on at PostEx for training records that hold up across cities.
I led learning operations and content for a learning setup with more than 500 users. I built courses in Articulate Storyline 360 and Synthesia, ran the LMS, and checked every course before it went live. I also designed a full competency based program there, with leadership development as one part of it, and facilitated the sessions alongside the Lead Trainer. We worked within an allocated budget for on site activities, and arranged everything the sessions needed through vendors, inside that budget. To be exact about that budget: I executed activities inside an allocation. Setting or approving the overall budget was not my authority. The calendar, coordination and trainer side of this role is set out in the next section, because it is the part of my work closest to running a training function.
I am Assistant Manager, Learning Experience Design. I turn TEVTA course material into digital courses for colleges in Australia. I look after course structure, assessments, onboarding flows, and quality, and I work with their teams every week on delivery. It keeps my design work current: structured content, real assessments and quality checks, week after week.
I am CHRMP certified. My studies are a Masters in Literature and a Bachelors in Journalism from the University of the Punjab. That background is why I write training in simple words. If a rider or a hub worker cannot follow it on a busy day, it is not finished.
At People Perfect, training was not only courses. It was a monthly operation, and I was part of running it. This is how it worked, and what my part in it was.
A monthly training calendar, across four companies. Near the end of each month, I contributed with colleagues to building the next month's training calendar, for People Perfect and three associated companies. We reviewed the training records, checked which employees had already attended, identified who had missed previous sessions, and used the attendance numbers to decide who needed a place in upcoming sessions, and which sessions needed to run again. I contributed to that planning. I did not own a company wide annual strategy on my own, and I will not present it that way.
Trainer coordination and development. I supported and coordinated two trainers in our team. I kept track of their training attendance, helped them select the right topics, and gave them technical guidance and support so they were ready to deliver. When new trainers joined the team, I trained them on the technical side of the role and helped them prepare for their first sessions. To be precise: they were not my formal direct reports. My role was coordination, technical coaching and onboarding.
Delivery, in person. In that period I personally facilitated about 5 to 10 training sessions a month. That is an approximate figure from my time there, not a company KPI and not a promise of future volume.
Budget, stated exactly. Sessions ran inside an allocated budget, and I arranged what they needed through vendors inside it. Owning or approving the overall training budget was not part of my role.
Why this matters for PostEx: a training function is a calendar, records, trainers and follow through, held together month after month. Courses are only one part of it. I have worked inside that kind of operation, and I know how the pieces connect.
I read your website before writing this page. PostEx gives e-commerce stores their COD money upfront, delivers across Pakistan, and offers same day delivery. A store stays with you when its parcels reach on time and its money comes back clean.
Both of those sit in the hands of frontline staff. One rider who is rude, careless with cash, or unsure at a customer's door can cost you a seller's trust. Training is where that trust is protected. Here is what I would take charge of:
Rider onboarding that finishes before the first delivery. Bike and parcel checks, safe riding, handling COD cash, speaking to customers with respect, and what to do when something goes wrong on the road.
Hub training that runs the same way in every city. Sorting, scanning, loading, returns and end of day cash closing, taught in the same steps everywhere, so quality does not depend on which hub a parcel passes through.
One knowledge hub for daily answers. When a hub supervisor or a support agent needs an SOP at a busy hour, the answer should come in seconds, in simple words. I have built this before, and I can build it for PostEx.
Training for the teams who speak to your sellers. Support and sales staff who can explain payments, delays and claims clearly, without passing the seller from person to person.
One dashboard for your managers. Who has finished training, who has passed, who is stuck, by city and by team. If training is not working, you will see it in numbers early, not in complaints later.
Leadership development for hub leads and supervisors. Short, practical sessions on coaching, feedback and running a team, built the same competency based way I have done before.
Before this role came up, I built a training game for delivery riders in my own lab. I wanted to test how rider training should feel if we respect the rider's time and reading level.
It speaks in English and Urdu. A rider who reads very little can still finish it, because it works on voice and pictures first. And a rider cannot pass a mission by riding fast if he rides unsafe. Safety comes first, like it should on your roads.
If PostEx ever wanted to test this approach for courier work, these are the scenarios I would build next:
These are proposals, based on how courier work runs. They are not claims about problems inside PostEx today.
A full rider shift, played as a game. Six parts, plus a final Boss Shift.
It opens in the browser. No install, no signup. Two minutes of play will show you how I build training for riders: short, spoken, visual, and built around real decisions.
More of my builds are in my lab: lab.umairismail.online
I will sit in your hubs, ride your routes with your riders, and listen to your support calls. I will meet your operations and HR leaders and the people who know the work best, and run a proper Training Needs Assessment with them. I will review the training records, attendance and assessments you already have, and note where reliable baselines exist. I do not claim to know your gaps before I arrive. No courses in month one. First, the truth.
Using the month 1 findings, I turn the priority needs into a plan: onboarding paths for riders, hub staff and support teams, and short lessons a frontline worker can finish on a phone, fitted around shift patterns and busy hours, not against them. The knowledge hub for daily answers. A playbook so your own trainers and hub leads can run sessions the same way in every city. And a proposed training calendar for the months ahead, built from the findings, which becomes the working base of the annual training plan. If month 1 changes the picture, this plan changes with it.
We pilot the first interventions with a few Lahore teams, with the audience agreed with your operations leaders. Then we look at the results together: learner feedback, assessment results, time it takes a new rider to be ready, mistakes in the first weeks, and what supervisors see on the job. What works, we prepare to take to your hubs across Pakistan, with the same steps and the same standard. What does not work, I fix before it travels.
Attendance alone does not prove anything. When I report on training, I keep four things separate, because mixing them is how weak training hides behind good numbers.
Who attended, who finished, and who is still outstanding. This is the base record, and across many cities it has to be exact.
What people can show at the end: assessment results, knowledge checks, and skills demonstrated in practice. Not a satisfaction sheet.
What supervisors see on the job afterwards: observed proficiency, feedback from team leads, and whether the new way of working is actually being used.
A small number of business measures, agreed with operations leaders, that can be measured reliably over time.
For a courier business, examples worth validating together could include procedure compliance, delivery quality, how failed deliveries are handled, scanning compliance, or cash reconciliation differences. I name these as examples to agree and baseline with PostEx, not as claims about your operation today. And I would not credit training for a change unless the evidence supports it.
For every measure, the same three questions: is there a baseline, who owns the data, and when do we review it.
"Umair is an outstanding professional who brings passion, dedication, and commitment to his work. His energy to make things happen was contagious and it helped us achieve great goals. Undoubtedly, Umair was one of the best Trainer, Analyst and Developer we had."
"I highly recommend Umair Ismail as a trainer, system developer and in process implementation. He is a self motivated, honest and goal oriented person. He knows his way around people, he does whatever it takes to help others and gets things done."
This role means trusting one person with your teams in every city. I hope this page showed you I can be that person: ready to stand in front of your riders and hub teams anywhere in Pakistan, in their language, and train them the way PostEx would want its own name carried.
If it looks right to you, I would like to sit with you and talk about your teams in person. I am in Lahore. My phone and email are below, and I will pick up.