It sometimes feels as if exits in Pakistan cricket – whether forced, manufactured or none of the above – only occur so that subsequent returns are possible.
That is one way of looking at the re-appointment of Waqar Younis yesterday as the coach of Pakistan, more than two years after he resigned.
But because it is Waqar, at least a little of the cynicism can be shed. If one ironclad rule of public exits is that one should go when people are asking why, and not why not already, then Waqar was probably too much of a stickler for it last time round.
It really felt, in August 2011, that Waqar and Pakistan were in the middle of something special. They had negotiated a particularly turbulent 18 months. Performances and results with a redrawn team ethic were assuming a kind of valour.
So deep did his imprint feel at the time that it was impossible to ignore it in Pakistan’s series wins against Sri Lanka and, memorably, England even though they came after he left.
If that sounds like a slight to his interim successor Mohsin Khan, well, then maybe it is.
It felt even more an incomplete affair because it was never clear why he left. He plumped for personal reasons, including never clearly explained health issues.
A very public fallout with Shahid Afridi could not be entirely ruled out and later it emerged there were financial compulsions.
Waqar had always privately maintained that employment with the Pakistan Cricket Board (PCB) was a loss-making proposition, given how much he earned as a commentator.
In all, a wide gamut of smallish reasons snowballed into an early, rancour-free but unsatisfactory exit.
Why did Waqar work? There is no secret to coaching: some work better if they micro-manage obsessively, others produce better results when shorn of regimented control. No method works forever.
Waqar flourished because, despite being a big name former player – and they do not come much bigger – he brought a little humility to his role.
He once expanded on his belief that one of the things Pakistan needed in a coach was a big name. “In our place, players are sometimes bigger than the game, that is a reality and a tradition,” he said. “To suppress that, you need a bigger name from on top.”
It is an interesting way to look at it because what he did was to both use and subvert that. Some of his younger players could not but respond to a man they had probably idolised while growing up, especially when he showed that he was willing to sweat it out on the field with them, as well as take a back seat off the field.
There was obviously a problem with Afridi, then the ODI captain, but with Misbah-ul-Haq as the five-day leader, there was cohesion and deep respect. That was and will again be crucial.
But to return now? Pakistan do not progress or regress linearly like most sides. They have done neither definitively since Waqar left but it is also not as if they have been in stasis.
The dynamics to which he returns have changed. The age is no longer what it was. Pakistan do not require rebuilding as they did after the 2010 tour of England. They need to develop.
Off the field there is a different administration in place with a vastly rejigged management set-up. Waqar generally liked to be in control.
He will necessarily have to cede some space to Moin Khan, who, short of captaining the side himself, is in charge of pretty much everything as manager and head selector (through committee, he is also the man who chose Waqar).
That could be fun to watch because the pair have not always got along. Waqar has also said he believes the less people jostling for influence in Pakistan’s dressing rooms, the better the side performs.
There will be benefits. Both Umar Akmal and Ahmed Shehzad had significant spurts of development in Waqar’s time, as members of the set-up if not conclusively as batsmen. He returns with both considerably advanced.
They are in form, confident and established. From here Waqar needs to ensure they become the men around whom Pakistan’s batting revolves.
In need of his utmost attention though, is the fast bowling. Mohammad Akram is an honest, hard-working man who has somehow overseen a rapid decline in fast bowling, encapsulated pointedly by Junaid Khan’s inexplicable recent regression.
Whatever else he may or may not achieve, it is impossible to imagine Waqar not revitalising those resources.
Given how crucial pace is to Pakistan’s fortunes – nobody knows it better than Waqar – that prospect alone may be enough to justify his return.
osamiuddin@thenational.ae
Follow our sports coverage on twitter at @SprtNationalUAE
This article was also republished by ESPNcricinfo here.
The specs
Engine: 2.0-litre 4-cylinder turbo
Power: 258hp from 5,000-6,500rpm
Torque: 400Nm from 1,550-4,000rpm
Transmission: Eight-speed auto
Fuel consumption: 6.1L/100km
Price: from Dh362,500
On sale: now
FIGHT INFO
Men’s 60kg Round 1:
Ahmad Shuja Jamal (AFG) beat Krisada Takhiankliang (THA) - points
Hyan Aljmyah (SYR) beat Akram Alyminee (YEM) - retired Round 1
Ibrahim Bilal (UAE) beat Bhanu Pratap Pandit (IND) - TKO Round 1
Men’s 71kg Round 1:
Seyed Kaveh Soleyman (IRI) beat Abedel Rahman (JOR) - RSC round 3.
Amine Al Moatassime (UAE) walk over Ritiz Puri (NEP)
COMPANY%20PROFILE
%3Cp%3E%3Cstrong%3ECompany%20name%3A%3C%2Fstrong%3E%20Revibe%20%0D%3Cbr%3E%3Cstrong%3EStarted%3A%3C%2Fstrong%3E%202022%0D%3Cbr%3E%3Cstrong%3EFounders%3A%3C%2Fstrong%3E%20Hamza%20Iraqui%20and%20Abdessamad%20Ben%20Zakour%20%0D%3Cbr%3E%3Cstrong%3EBased%3A%3C%2Fstrong%3E%20UAE%20%0D%3Cbr%3E%3Cstrong%3EIndustry%3A%3C%2Fstrong%3E%20Refurbished%20electronics%20%0D%3Cbr%3E%3Cstrong%3EFunds%20raised%20so%20far%3A%3C%2Fstrong%3E%20%2410m%20%0D%3Cbr%3E%3Cstrong%3EInvestors%3A%20%3C%2Fstrong%3EFlat6Labs%2C%20Resonance%20and%20various%20others%0D%3C%2Fp%3E%0A
A State of Passion
Directors: Carol Mansour and Muna Khalidi
Stars: Dr Ghassan Abu-Sittah
Rating: 4/5
MADAME%20WEB
%3Cp%3EDirector%3A%20S.J.%20Clarkson%3C%2Fp%3E%0A%3Cp%3EStarring%3A%20Dakota%20Johnson%2C%20Tahar%20Rahim%2C%20Sydney%20Sweeney%3C%2Fp%3E%0A%3Cp%3ERating%3A%203.5%2F5%3C%2Fp%3E%0A
Afghanistan squad
Gulbadin Naib (captain), Mohammad Shahzad (wicketkeeper), Noor Ali Zadran, Hazratullah Zazai, Rahmat Shah, Asghar Afghan, Hashmatullah Shahidi, Najibullah Zadran, Samiullah Shinwari, Mohammad Nabi, Rashid Khan, Dawlat Zadran, Aftab Alam, Hamid Hassan, Mujeeb Ur Rahman.
KINGDOM%20OF%20THE%20PLANET%20OF%20THE%20APES
%3Cp%3E%3Cstrong%3EDirector%3A%3C%2Fstrong%3E%20Wes%20Ball%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3EStarring%3A%3C%2Fstrong%3E%20Owen%20Teague%2C%20Freya%20Allen%2C%20Kevin%20Durand%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3ERating%3A%20%3C%2Fstrong%3E3.5%2F5%3C%2Fp%3E%0A
UPI facts
More than 2.2 million Indian tourists arrived in UAE in 2023
More than 3.5 million Indians reside in UAE
Indian tourists can make purchases in UAE using rupee accounts in India through QR-code-based UPI real-time payment systems
Indian residents in UAE can use their non-resident NRO and NRE accounts held in Indian banks linked to a UAE mobile number for UPI transactions
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”