We are a Pakistani software company, so treat this as interested advice. We have tried to make it useful anyway, including the questions we would rather clients did not think to ask — because a buyer who runs proper due diligence is a better client for a good supplier, and a considerably worse one for a bad supplier.

Pakistan has a large, young engineering workforce, strong English-language capability in the professional sector, and a well-established software export industry. It also has variation in quality that is wider than most buyers expect. The difference between a strong partner and a poor one is much larger than the difference between countries, so the due diligence matters more than the geography.

Get the commercial basics right first

These are unglamorous and they are where cross-border engagements most often come unstuck.

Confirm the legal entity

Ask which registered company you are contracting with, and verify it. In Pakistan, companies are registered with the Securities and Exchange Commission of Pakistan (SECP), and registration details are verifiable. A supplier should provide their registered name and number without hesitation.

Be cautious about contracting with an individual or an unregistered group. It is not automatically a problem, but it changes your recourse substantially if things go wrong, and it may affect your own compliance and tax position.

Settle intellectual property explicitly

Your contract should state clearly that all work product, including source code, designs and documentation, is assigned to you, and that assignment should be effective on creation or on payment — not on completion of the whole project.

That distinction matters. If assignment only triggers at project completion and the relationship ends early, ownership of work you have already paid for becomes contested at exactly the worst moment.

Also confirm that the supplier’s own employees and any subcontractors have assigned their rights to the supplier. A company cannot transfer what it does not hold.

Understand the payment mechanics

International payments to Pakistan are routine but have practical friction: transfers can take several days, banks may require documentation of the underlying service, and fees vary considerably by route.

Agree currency, payment method, who bears transfer fees, and payment terms in writing. Also ask how the supplier handles exchange rate movement on long engagements — a fixed price quoted in a foreign currency shifts risk onto them, and a supplier who has not considered it may come back mid-project seeking renegotiation.

Choose the governing law and dispute forum deliberately

Cross-border contracts need a stated governing law and dispute resolution mechanism. Litigation across jurisdictions is slow and expensive enough that in practice it is rarely worth pursuing for mid-sized engagements.

The practical protection is therefore structural: milestone-based payments, so exposure at any moment is limited to one milestone; and continuous access to work product, so you are never in a position where the code exists only on the supplier’s machines.

Verify capability, not claims

Every supplier’s website says they deliver high-quality solutions. Here is how to find out.

Ask to speak to the engineers

Not the account manager — the people who would actually do the work. Ask them to walk you through a technical decision on a recent project: what the options were, what they chose, and what they would do differently now.

Engineers who have genuinely made hard decisions describe trade-offs and regrets. People who have not describe technologies. The difference is audible within a few minutes and it is the single most informative thing you can do.

Then confirm those specific people will be on your project, and get it in the contract. Presenting senior engineers in the sales process and staffing junior ones afterwards is a real pattern in this industry, in every country.

Ask for a code sample and read it

Ask for a representative sample they own or have permission to share. Have someone technical on your side review it for structure, tests, error handling and readability.

If nobody on your side can assess code, pay an independent engineer for a few hours to do it. It is one of the highest-return checks available before committing to a build.

Take references, and ask the right question

Reference clients will confirm the work was delivered. That is not the useful part.

Ask instead: what went wrong, and how did they handle it? Every project of any size has a problem — a missed date, a misunderstanding, a defect in production. What you are testing is whether the supplier communicates early and takes responsibility, or goes quiet and gets defensive. A reference who cannot recall anything ever going wrong either had a trivial project or is not being candid.

Where possible, ask for a reference from a client who stopped working with them. Suppliers rarely offer these, and the willingness to provide one is informative in itself.

Check the engineering practices

Ask directly: is there code review on every change? Automated tests, and what coverage? Continuous integration? How are releases done, and how are they rolled back? How is production monitored?

These questions are hard to bluff in detail. A team with real practices answers specifically and quickly. A team without them answers in generalities.

Working across time zones

Pakistan Standard Time is UTC+5. That gives a workable overlap with Europe, the Middle East, the UK and Asia-Pacific. Overlap with North America is narrower — several hours with the US East Coast if one side shifts its day, and minimal with the West Coast without a deliberate arrangement.

Rather than treating this as a drawback, establish what the arrangement actually is:

• What hours of guaranteed overlap will you have?
• Is there a daily written update, so progress is visible without a meeting?
• What is the expected response time to a question raised outside overlap hours?
• Who has authority to make a decision when you are unavailable, and what is the escalation path for something urgent?

Distributed work succeeds on written communication. A supplier who documents decisions in writing works well across time zones. One who relies on frequent calls will struggle, and the friction will be blamed on the time difference rather than on the practice.

Also confirm the public holiday calendar in advance. Pakistani holidays include dates that move with the lunar calendar, and a two-week planning surprise is avoidable with one conversation.

Protect yourself structurally

Regardless of how good the supplier is, arrange things so that a bad outcome is survivable:

• The code lives in your repository, in your organisation’s account, from day one. Not handed over at the end. This single arrangement prevents the most damaging failure mode in outsourcing.
• Infrastructure runs in accounts you own. Cloud, domains, certificates, third-party services. The supplier gets access; you hold the account.
• Milestones are short. Fortnightly or monthly, each with a demonstrable, working increment.
• Working software is demonstrated at every milestone — running, not described in a status report.
• Documentation is a deliverable in every milestone, not a final-phase promise. Final-phase documentation is the most commonly dropped item in the industry.
• Start with something small. A well-defined first project of modest size tells you more about a supplier than any amount of evaluation, and caps the cost of being wrong.

Where we stand

Anawaz (SMC-Private) Limited is a registered Pakistani company, and we are happy to provide our registration details, put IP assignment on creation into the contract, work in your repositories and your cloud accounts, and start with a small engagement so you can assess us before committing further.

If a prospective partner — us included — hesitates at any of those, treat the hesitation as the answer.

Our software development, web development and mobile teams work with clients across several time zones, and we will tell you honestly where the overlap will be tight.

Get in touch — and bring the difficult questions.