A family business is a strange kind of company. The people who sign the contracts are the same people who walk the production line on a Sunday.
Usman Javed runs Sublime Group the way he learned to run a negotiation: knowing exactly what is on the table, and exactly what is under it. Decades in global trade have given him an unusually complete view of this industry — not only how a ball is made, but how it clears a port, crosses a border, and lands on time in a buyer's warehouse on the other side of the world.
That view was earned in the infrastructure itself. As Senior Vice Chairman of the Sialkot Dry Port Trust and a Director of Port Services Limited, he sat at the point where Sialkot's exports actually meet the world — which is why lead times at Sublime are a promise rather than an estimate. He holds an MBA in Marketing and international diplomas in LEAN Manufacturing and in Environment, Health & Safety from Bangkok, and he has spent years turning that training into practice on his own floor: lean, sustainable, world-class, and auditable by anyone who asks.
As Vice President of the Pakistan Business Forum (Punjab), he builds the alliances that keep this city's industry visible. He is, by long habit, an expert negotiator and a builder of partnerships — and he is looking for the next global brand, distributor and buyer who wants a precision-engineered ball and a kit programme to go with it.
As Managing Director, Danish has shaped the company's vision through ambitious growth strategies, disciplined execution, and a commitment to long-term success, while ensuring operational excellence and positioning the business for sustainable growth and continued innovation.
Equally central to our leadership is the belief that success should be built on integrity and shared by all who contribute to it. By embedding ethical values into the company's culture and day-to-day operations, he has fostered an environment where employees, partners, and stakeholders are respected, rewarded, and empowered to grow alongside the business.
As Chief Operating Officer, Murtaza has strengthened the connection between the company's manufacturing expertise and the modern systems through which it operates, communicates, and reaches new markets. By bringing together technology, digital strategy, product presentation, and customer insight, he ensures that the knowledge developed on the factory floor is clearly reflected in the company's wider identity.
His approach supports a more connected business, where market expectations inform production and decades of craftsmanship are presented with clarity, relevance, and purpose.
A brief that arrives here does not enter a queue. It is owned end to end by the three people who also own the company — which is why a specification agreed in the first conversation is the specification that ships.
Contracts, pricing, compliance and freight. Signs the agreement, and answers for the lead time.
Specification, sampling and production. Owns the ball from first colourway to final inspection.
Operations, systems and reporting. Keeps the run on schedule and the account informed.
Not a call centre. Send the brief, and it lands on a director's desk.