For the PostEx hiring team, Lahore · Manager, Training and Development

Assalam o Alaikum.
I am Umair Ismail.

For nine years, I have trained frontline teams.

We spoke on the phone about this role, and you have my resume. This page is the short version of my case: the experience that fits this role, the evidence behind it, and what I would do in the first 90 days. I build practical training systems for frontline teams, and I measure whether they worked.

Training Needs Assessment Monthly training calendars Trainer coaching LMS and e-learning Knowledge systems Training measurement

See the strongest evidence Play Ready Rider
Full portfolio LinkedIn Resume (PDF)
PTCLJuly 2017 to April 2022

Training Specialist, then Team Lead for learning and process work in customer care. The frontline training case below is from this role.

Zameen.comMay 2022 to September 2023

E-learning for a workforce of more than 2,000, with the LMS reports and dashboards managers used to track training.

People PerfectOctober 2023 to February 2026

Learning operations and content lead for 500 plus LMS users. Monthly training calendar work and trainer coordination, set out below.

Global Study OptionsMarch 2026 to today

Assistant Manager, Learning Experience Design. Digital courses, assessments and onboarding flows, with weekly quality checks. Two graphic designers work under me here; I trained them, and I review and guide their work.

CHRMP certified. Masters in Literature and Bachelors in Journalism, University of the Punjab. One rule runs through my work, learned at PTCL, where we trained staff on a live system with no practice setup: people should make their mistakes in training, where a mistake costs feedback, not at a customer's door.

PTCLZameen.comPeople PerfectGlobal Study Options
What I bring to PostEx

Frontline training first. Then the systems that support it.

Your sellers trust PostEx with their parcels and their customers' cash. Both sit in the hands of riders, hub teams and support staff. This is the experience I bring to training them.

Frontline field staff training at PTCL

Primary case study

Context and scope

At PTCL, I helped deliver process and policy training to customer-facing teams across Lahore Region, North and South. The rooms were not full of office staff. They included linemen and field staff who met customers at their homes and on the street, and other customer-facing teams working under Business Managers across the region.

Training focus

Customer handling, PTCL processes and policies, how to respond to customer complaints, and how to reach out or escalate an issue through the right channel when they could not solve it themselves. Training and retraining, repeated as processes changed, and tied to the work people did the same day.

Why it matters for PostEx

In a delivery business, riders are the frontline. What a rider understands about procedures, customer interaction, handling a delivery problem, and when and how to escalate shapes the service your customers remember. I have not trained delivery riders before, and I will not pretend otherwise. What I bring is transferable: real experience of training geographically distributed frontline staff, whose actions reach the customer directly, on procedures, customer handling and escalation.

PTCL Knowledge Hub: process documentation and knowledge access

Alongside the frontline training, I looked after the knowledge hub for customer care and rebuilt more than 300 procedures into short decision cards with fast search, so staff could find the right step during a live call. A supporting case: it shows my process documentation, knowledge accessibility and standardisation work, and it backed up the training rather than replacing it.

300+
documented procedures
12 to 15 min → about 3 sec
reported time to find one answer
40% fewer
reported supervisor calls

Reported results, recorded by me at the time: not independently audited figures, and not the effect of training alone. Full case study on my portfolio.

Training calendar planning and coordination

At People Perfect, near the end of each month, I contributed with colleagues to preparing the next month's training calendar, for the company and three associated companies. We reviewed training records, checked who had attended and who had missed sessions, and identified who needed upcoming or repeat training.

I also personally facilitated about 5 to 10 training sessions a month in that period, an approximate figure, not a company KPI. Sessions ran inside an allocated budget, arranged through vendors. Owning or approving the overall budget was not my authority.

Trainer development and technical coaching

I assisted the Training HOD directly and supported and coordinated the trainers in our team: their training attendance, help with topic selection, and technical guidance so they were ready to deliver. Onboarding all new trainers and freelancers was my responsibility, including training them on the technical side of the role and preparing them for their first sessions.

To be precise, they were not my formal direct reports. My role was coordination, coaching and onboarding. I also designed a competency based program that included leadership development, and facilitated sessions alongside the Lead Trainer.

Learning design and digital systems

At Zameen.com I built e-learning for 2,000 plus staff and the LMS dashboards behind it. At People Perfect I built courses in Articulate Storyline 360 and Synthesia and ran the LMS day to day. I do the same design work now at Global Study Options.

How I measure training

  • 1.Participation: who attended, finished, or is outstanding.
  • 2.Learning: assessment results and skills shown in practice.
  • 3.Application: what supervisors see on the job afterwards.
  • 4.Operational impact: a few business measures, agreed with operations and measured reliably.

For a courier business, examples to validate together could be procedure compliance, delivery quality, failed delivery handling, scanning compliance, or cash reconciliation differences. Examples to baseline with PostEx, not claims about your operation today.

Demonstration

Ready Rider: rider training you can play.

Before this role came up, I built a training game for delivery riders in my own lab, to test how rider training should feel for someone with little time and, in many cases, limited reading. It works on pictures first, in English and Urdu, and a rider cannot pass a mission by riding fast if he rides unsafe.

The build already covers the core courier scenarios: delivery procedure steps, failed delivery attempts, returns, hub scanning and parcel handover, end of day cash reconciliation, and customer exceptions. What a PostEx version would change is the detail: your SOPs, your app screens, your cash rules.

Note: These scenarios are a demonstration, not claims about problems inside PostEx.

Where it stands: a working prototype from my own lab. It has not been piloted with a courier company's riders, and I claim no delivery results for it. What it demonstrates is scenario based practice for practical skills, and its value is that you can judge my design thinking directly.

Ready Rider

A full rider shift as a game: 15 missions in 8 parts, ending with the Boss Shift. Opens in the browser, no install, no signup.

Play it live

Two minutes of play shows how I build training for riders: short, visual, and built around real decisions.

Open Ready Rider

More builds in my lab: lab.umairismail.online

One full shift, in order
1
At the Hub
3 missions
2
Pre Ride Check
1 mission
3
On the Road
1 mission
4
The Delivery Run
3 missions
5
When Things Go Wrong
2 missions
6
Seller, Scam and Money
3 missions
7
Back at the Hub
1 mission
8
Boss Shift
The final test
First 90 days

How I would start, if you give me this role.

Days 1 to 30
01

Understand and diagnose.

Sit in hubs, ride routes, listen to support calls, and meet operations and HR leaders.

  • →Training Needs Assessment with the people who know the work
  • →Review existing training records, attendance and assessments
→Output: prioritized gap summary and first recommendations
Days 31 to 60
02

Plan and build.

Turn the findings into a prioritized plan, fitted around shift patterns and busy hours.

  • →Onboarding paths and phone sized lessons for priority roles
  • →Coordinate trainers, experts and schedules; start the knowledge hub
→Output: proposed training calendar, pilot materials, baselines where data allows
Days 61 to 90
03

Pilot and evaluate.

Run the first interventions with a few Lahore teams, agreed with your operations leaders.

  • →Collect learner feedback, assessment results and supervisor observations
  • →Review findings with stakeholders and revise what is weak
→Output: pilot evaluation and a prioritized next quarter plan
"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."

Thank you for reading.

This role means trusting one person with your teams in every city. I have shown you my strongest evidence, including its limits. If it looks right, I would like to sit with you and talk about your teams in person. I am in Lahore; one call and we can fix a time.

+92 331 8434147
umair.ismail22@gmail.com Portfolio LinkedIn Resume (PDF)
Umair Ismail