Zohair Hemani is the Director of Hemani Group of Companies and a third-generation business leader steering the global growth of one of the most recognized names in herbal and natural wellness. Since formally joining the business in 2008, he has been instrumental in modernizing and scaling Hemani’s operations, brand presence, and international footprint.
Tell us about the Hemani Group of Companies
Hemani is a third-generation family business built on a deep-rooted belief in the power of natural wellness. Founded in 1949, the Group has grown from a regional trading company into a multinational brand offering over 2,000 SKUs across categories such as herbal oils, teas, fragrances, personal care, and health supplements. Today, Hemani operates in more than 85 countries, with state-of-the-art manufacturing facilities, global distribution networks, and a strong presence in both B2B and D2C channels.
What sets Hemani apart is our commitment to authenticity and quality. Every product is sourced, formulated, and tested with the utmost care—often within my own household—before reaching customers. We see ourselves not just as a brand, but as custodians of herbal heritage for the modern world.
What has been your biggest success?
One of my proudest achievements has been transforming Hemani from a traditional family-run company into a globally recognized consumer brand. When I formally joined in 2008, the business was heavily wholesale-driven. Over the years, I spearheaded initiatives that shifted us toward building brand equity—introducing modern retail concepts, strengthening our international presence, and most importantly, embracing digital and D2C strategies.
A milestone I hold close to my heart was partnering with legendary cricketer Wasim Akram as our brand ambassador. Beyond celebrity marketing, this collaboration signaled a new phase for Hemani—where heritage met modern storytelling. It gave our brand mass visibility, especially in South Asia and the Middle East, and opened the doors to collaborations with influencers and communities globally.
As a company, what are your core values?
At Hemani, our values are centered on three pillars: authenticity, quality, and accessibility. We believe nature’s remedies should be trusted, effective, and available to everyone.
- Authenticity – Our ingredients and formulations are rooted in traditional herbal wisdom while being backed by modern science.
- Quality – Every product undergoes stringent testing, including personal use within my family, before being launched.
- Accessibility – Wellness should not be a luxury. We work hard to ensure our products are priced fairly and available across diverse markets.
These values guide every decision, from sourcing raw materials to designing customer experiences.
How have you grown the brand?
Our growth has been fueled by strategic diversification, distribution strength, and digital transformation.
In Pakistan, Hemani has built a strong local presence through distribution across virtually every retail store nationwide, supported by over 50 of our own branded outlets. Internationally, we have established a robust network of 85 sole distributors worldwide, who act as our long-term partners and brand ambassadors in their markets. This hybrid of owned retail and exclusive partnerships has given us reach, consistency, and trust across diverse geographies.
At the same time, we embraced e-commerce early, developing a strong D2C presence through regional websites, Amazon, and marketplace collaborations. Today, we fulfill orders globally with 15 fulfillment partners, ensuring quick and seamless delivery to customers’ doorsteps.
Influencer collaborations have also been a growth driver. By working with personalities who genuinely use our products, we’ve built authentic storytelling around wellness and lifestyle. Additionally, Hemani’s retail footprint continues to expand through flagship stores and shop-in-shop concepts, creating immersive experiences for customers.
Behind the scenes, we’ve invested heavily in modern ERP systems, AI-driven insights, and data-led decision-making. This blend of heritage, strong distribution, and technology has allowed us to scale rapidly while staying true to our essence.
What has been your biggest challenge since taking over as Director in 2008?
One of the biggest challenges was navigating generational transformation. When I joined, the company was led primarily by senior executives with a traditional approach to business.
Modernizing operations, introducing innovation, and pushing digital-first strategies initially met resistance.
The turning point came when I focused on building trust and inclusion—listening to senior voices while gradually integrating younger talent, fresh perspectives, and global practices. Over time, we shifted from a conservative setup to a dynamic, future-ready organization.
Another challenge was the COVID-19 pandemic. While supply chains worldwide were disrupted, we pivoted quickly by boosting e-commerce, launching immunity-focused products, and deepening relationships with distributors. It proved to be a moment where resilience and adaptability defined us.
What is your current focus?
At present, my focus is on three fronts:
- Dr. Herbalist (U.S. brand) – A premium natural health and wellness line tailored for the U.S. market, with innovative formats like gummies, supplements, and essential oils.
- HFF (fragrance brand) – A niche brand built around fine essential oils and perfumes, blending Eastern heritage with modern luxury.
- Factory expansion – We’re setting up new facilities in Pakistan and the UAE to enhance capacity, technology, and compliance, ensuring Hemani can meet global demand at scale.
These projects reflect our strategy of both deepening our heritage markets and expanding into high-growth international segments.
What is your leadership philosophy?
My leadership philosophy is rooted in empowerment, adaptability, and leading by example. I believe in giving people the tools, trust, and freedom to perform, while also holding them accountable for outcomes.
I also place strong emphasis on lifelong learning—from Oxford executive programs to leadership coaching, I constantly invest in personal growth so I can cascade new knowledge into the organization. For me, leadership is less about titles and more about creating an environment where people can thrive.
How have you transformed your team culture from a senior-run team to a dynamic, youthful workforce? And why was this so important?
The transformation has been deliberate and people-first. From a senior-led, hierarchical team, we’ve moved toward a youthful, collaborative, and innovation-driven workforce. This shift was crucial because the future of business depends on agility, digital fluency, and fresh perspectives.
We introduced training programs, mentorship, and cross-functional collaboration, allowing younger team members to take ownership while still learning from senior experience. Alongside this, we embedded an accountability-driven culture, where responsibilities are clear, and performance is measured through well-defined KPIs. Incentives are directly tied to results, ensuring that growth is both recognized and rewarded.
The result is a culture that’s energetic, fast-moving, and future-oriented—while still grounded in our values of integrity and excellence.
As you have grown the business, how have you fostered a great workplace culture?
Culture is built through trust, recognition, and purpose. At Hemani, we prioritize open communication, celebrate wins big and small, and encourage creativity. We also ensure our teams feel connected to our mission: bringing natural wellness to households worldwide.
I’ve also worked to create balance—where performance is rewarded, but well-being is not compromised. This human approach has helped us retain talent and build loyalty across regions.
Giving back and supporting others in their business journey is a passion of yours. Tell us more about this.
Entrepreneurship has shaped my life, and I strongly believe in giving back to the ecosystem. Through my involvement with EO (Entrepreneurs’ Organization) and its Accelerator program, I mentor early-stage founders on scaling from $250K to $1M in revenue.
I also engage with BNI, trade shows, and community platforms to share insights and create opportunities for others. For me, helping fellow young entrepreneurs is not just about business—it’s about building stronger societies where innovation thrives.
What is your vision for the next decade?
My vision is to make Hemani a top-of-mind global herbal and natural wellness brand—trusted by households across continents. This includes scaling our U.S. operations, strengthening our presence in Africa and Europe, and doubling down on e-commerce.
I also see Hemani leading in sustainable and ethical wellness—from eco-friendly packaging to responsible sourcing. In parallel, I aim to grow our niche brands like Dr. Herbalist and HFF into leaders in their categories.
As a third-generation business leader, what legacy do you hope to leave?
I want my legacy to be about balance—between heritage and innovation. My grandfather built Hemani on trust, my father expanded its reach, and my role is to ensure it thrives in the modern world.
Beyond business, I want to inspire the next generation of entrepreneurs—especially in emerging markets—to believe that with vision, discipline, and authenticity, they too can create global impact.
Where can readers connect with you?
I’m most active on LinkedIn, where I regularly share insights on entrepreneurship, leadership, and wellness. I also welcome connections through Hemani Group’s official website and our social media channels.
