Nauman Ali made a spectacular debut with five wickets and fellow spinner Yasir Shah grabbed four to give Pakistan a seven-wicket victory in the first Test against South Africa in Karachi on Friday.
Nauman, making his Test bow at the age of 34, finished with 5-35 and Yasir took 4-79 as South Africa slumped to 245 all out in their second innings on the fourth day on a wearing National Stadium pitch that favoured spin bowlers.
Pakistan, needing 88 for victory, lost openers Abid Ali, Imran Butt and Babar Azam for a total of 52 runs before achieving the target in 22.5 overs to take a 1-0 lead in the two-match series.
The second Test starts on February 4 in Rawalpindi.
Azhar Ali was 31 not out while Fawad Alam -- who hit a fighting hundred in the first innings -- hit the winning boundary.
It was only Pakistan's fifth victory against South Africa in 27 Tests.
Anrich Nortje bowled Abid in the first over after lunch and then had Butt caught behind to finish with figures of 2-24.
Azam, on his Test captaincy debut, was dismissed leg before by Keshav Maharaj.
"The credit goes to the players," said Azam. "Our bowling was outstanding on a slow pitch and the way Yasir and Nauman bowled, it helped us get wickets.
"When we lost four early wickets Fawad and Azhar put on a good partnership as they showed their experience. It gave us a boost and a very crucial lead."
Azam's counterpart Quinton de Kock, who endured a miserable 50th Test of his career, rued South Africa's first innings collapse.
"I think our first innings cost us the game," said de Kock. "That was a big reason for our loss."
It is South Africa's first tour of Pakistan in 14 years, after a deadly attack on Sri Lanka's team in 2009 halted visits by foreign sides.
De Kock dismissed suggestions that South Africa took too long to adjust to the conditions.
"We practised enough here but I think we were a bit soft in the first innings," he said.
- Rapid conclusion -
In a spinners' battle on a brownish wicket, Nauman recorded figures of 7-73 and Yasir 7-133. In contrast, South Africa's spin bowlers managed just four wickets.
Pakistan had taken a crucial 158-run first innings lead thanks to a fighting century from Fawad and half centuries from Faheem Ashraf and Azhar.
The writing was on the wall as South Africa lost nightwatchman Maharaj on the first ball of the day, bowled for two by pacer Hasan Ali.
De Kock followed his 15 in the first innings with just two runs as he was caught off a lazy push off Yasir.
Temba Bavuma, who scored 40, added 42 for the seventh wicket with George Linde before being the last man out as Nauman took the last four wickets in a rapid 22 balls.
Having earlier removed Aiden Markram, who was caught by Abid Ali, Nauman dismissed Linde for 11, Kagiso Rabada for a single run, and Anrich Nortje for a duck, before trapping Bavuma lbw.
His impressive performance made him just the 12th Pakistani bowler to take five wickets in an innings on his debut.
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Anurag Bajpayee's Gradiant: The water company tackling a global crisis
In a world increasingly defined by scarcity, one resource is emerging as the most quietly decisive factor in the future of industry, sustainability, and even geopolitics: water. Yet, while the headlines are dominated by energy transition and climate pledges, few companies working behind the scenes on water issues have attracted much public attention. One of them is Gradiant, a Boston-based firm that has, over the past decade, grown into a key player in the underappreciated but critical sector of industrial water treatment.
A Company Born from MIT, and from Urgency
Founded in 2013 by Anurag Bajpayee and Prakash Govindan, two researchers with strong ties to the Massachusetts Institute of Technology (MIT), Gradiant began as a scrappy start-up with a deceptively simple premise: make water work harder. At a time when discussions about climate change were centred almost exclusively on carbon emissions and renewable energy, the trio saw water scarcity looming in the background.
Their insight was that some of the world’s largest industries—semiconductors, pharmaceuticals, chemicals, food and beverage—were facing acute water-related challenges long before the general public grasped the issue. “Without water, these industries don’t just slow down; they stop,” Bajpayee has often remarked. What Gradiant offered was not just a way to save water, but a way to rethink how it is used, recycled, and valued.
The Engineers Behind the Mission
Anurag Bajpayee, the company’s CEO, whose academic path took him to MIT, where he completed a PhD in Mechanical Engineering focused on water treatment technologies. It was there that he met Govindan, a fellow engineer and now Gradiant's co-founder and COO, whose expertise complemented his in fluid mechanics and process engineering.
Unlike many founders who drift towards the language of venture capital and corporate strategy, Anurag Bajpayee and his team remained grounded in the technical problem: how to make industrial water treatment more efficient, more affordable, and more sustainable. The company still bears the imprint of its founders’ engineering roots. Gradiant is less Silicon Valley startup and more MIT lab, albeit one that has quietly expanded across Asia, the Middle East, Europe and North America.
What Gradiant Actually Does
The company specializes in designing and building bespoke water treatment and reuse systems for industrial clients. Its technologies are aimed at enabling factories and plants to reclaim water that would otherwise be discarded as waste, reducing both the amount of water withdrawn from natural sources and the volume of contaminated water discharged.
At the heart of Gradiant’s portfolio are proprietary technologies such as Counter Flow Reverse Osmosis (CFRO), Carrier Gas Extraction (CGE) and Selective Ion Recovery (SIR), developed from the Gradiant founders’ early research at MIT. Unlike traditional methods like reverse osmosis, these systems are designed to handle highly contaminated or complex wastewater streams, enabling clients to extract clean water even from previously unusable sources.
But Gradiant does not sell “one-size-fits-all” machines. Each project is tailored to the customer’s unique needs. For a semiconductor plant in Singapore, this might mean achieving ultrapure water reuse levels of 98%; for a food and beverage factory in Texas, it might be about safely treating wastewater for discharge while minimising energy consumption. The company's approach—sometimes called "solutioneering" internally—is both its competitive advantage and its raison d'être.
Expansion Without the Usual Hype
Gradiant’s growth has been quietly impressive. From its first commercial project in the oil and gas sector, it has gone on to complete over 500 installations worldwide. The company has raised more than $400 million in funding from a mix of institutional investors and private equity firms, achieving so-called “unicorn” status, with a valuation reportedly over $1 billion.
Unlike many green tech firms, Gradiant’s expansion has not been accompanied by flashy marketing campaigns or grandiose statements. Instead, the company has preferred to build credibility client by client, particularly in Asia, where water-intensive industries and growing environmental pressures make its services indispensable. Anurag Bajpayee, never one to speak in superlatives, frames the company’s expansion as a “response to urgent need” rather than a triumph of business.
Inside Gradiant’s Operations
At its core, Gradiant is still an engineering-first company. Anurag Bajpayee and Govindan, both technically trained and heavily involved in the company’s operations, have instilled a culture where R&D is not just a department but the lifeblood of the business. The firm currently holds more than 250 patents globally, a testament to its ongoing commitment to innovation.
But Gradiant’s success is not just about technology. The company has differentiated itself by offering not just equipment but full-service solutions, including project design, construction, operations, and maintenance. This full-stack approach has been particularly attractive to clients in highly regulated industries, who need water management solutions that work seamlessly and reliably without requiring deep in-house expertise.
Gradiant’s clients include some of the world’s largest manufacturers, including Fortune 500 companies in sectors like microelectronics, pharmaceuticals, and energy. Some, like semiconductor producers, rely on Gradiant to help them meet stringent water reuse targets while maintaining ultra-clean production environments.
Navigating a Changing World
Gradiant operates at the intersection of several converging trends: climate change, regulatory pressure, and industrial decarbonisation. In many regions, water scarcity has become the limiting factor for industrial growth, sometimes more than energy availability or supply chain constraints.
While public attention often focuses on domestic water use, it is industries that consume the lion’s share of freshwater. Gradiant's pitch is straightforward: industries will have to do more with less, and Gradiant offers the tools to make that possible.
Anurag Bajpayee is keenly aware of the paradox that water, despite being vital, is often underpriced and undervalued, especially when compared to energy. “We don’t pay what it’s worth, only what it costs,” he told an audience at a recent conference. Yet, the landscape is shifting. Regulators, investors, and companies themselves are increasingly acknowledging water as both a business risk and a social responsibility.
What's Next for Gradiant?
Looking ahead, Gradiant appears poised to play a central role as industries adapt to water scarcity. Yet, Anurag Bajpayee remains cautious about the hype cycle. "The problem we’re working on isn’t going anywhere," he says. "It’s not a question of innovation alone, but of execution—of making sure these solutions actually reach the places that need them most."
In an era where water risk is increasingly material to business, Gradiant’s quiet, technically grounded approach may prove to be exactly what is needed.
(The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of Eastern Eye. The publication does not endorse or take responsibility for the accuracy of any statements made by the author.)