I lead a cooling-services company by asking whether the whole operating system can support the promise, including the energy, duration and dependencies that a single equipment figure leaves out.
01 / Chief Executive Officer
Company employees
312
Seven functional heads report to the CEO
Installed cooling capacity
30,000 TR
Three plants; capacity is distinct from delivered energy
FY 2025–26 cooling delivered
76 million TRh
₹246 crore company revenue in the same financial year
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Designed for consequence.
A service promise belongs to the whole system that must deliver it, not the component whose performance is easiest to present.
In 2017 I supported a cooling-plant change because the chiller electricity account improved. The wider comparison told a different story. Chiller use fell from 2.40 to 2.16 GWh across the defined operating periods, but pumps and other auxiliaries rose from 0.72 to 1.03 GWh. Total electricity therefore increased from 3.12 to 3.19 GWh for the same reported cooling quantity. The comparison still needed examination of weather and operating conditions, but it could not support the saving I had encouraged the team to present. I withdrew the wider rollout recommendation and asked for the system account to be rebuilt.
I now lead Delzqerthi Thermal Services in Hyderabad, with three district-cooling plants and 312 employees. Seven functional heads report to me. Our 30,000 refrigeration tons describe installed cooling capacity; the 76 million refrigeration ton-hours delivered in FY 2025–26 describe energy supplied over time. Revenue was ₹246 crore. The board approved a ₹164 crore annual operating envelope and a separate ₹72 crore capital programme. As CEO and an executive director, I am accountable to a separately chaired board, while qualified technical and safety owners retain their decisions. I have a 0.3 percent beneficial interest through the employee vehicle.
Later investment work distinguished the discharge rate of thermal storage from the duration it could support. A continuity review then examined shared electrical dependencies behind apparently separate cooling equipment. Both decisions required the business promise to include conditions that an attractive headline omitted. I would consider another thermal-services mandate where the board expects that whole-system account before approving growth. For an additional non-executive role, I would disclose my existing executive seat, interests and commercial relationships and test the proposed twenty-four annual days against the real calendar. I would bring experience of correcting my own narrow operating claim and funding the less convenient work needed to make a service commitment credible.
Whole-plant energy before component savings
The rollout recommendation changed when auxiliary demand reversed the chiller-only improvement.
Storage duration beside discharge rate
An investment case distinguished cooling capacity from the usable energy needed over six hours.
Continuity through shared dependencies
Separate machines were not assumed to have independent supporting supplies.
Executive accountability stated clearly
One current executive directorship sits beside professional and board approval boundaries.
Current focus
District-cooling commitments supported by whole-system energy, usable duration and examined dependencies.
Conversations I welcome
Thermal-services company leadership and one assessed additional non-executive contribution.
The leadership record
Trusted with consequential decisions.
Formation
Bachelor of Engineering in Mechanical EngineeringVaqzerthi Engineering College · 1990
Rohit withdrew his rollout recommendation when the full plant account contradicted the chiller-only saving. The board received the correction with its investment consequence.
Lata QevzraliFictional Chair, Delzqerthi Thermal ServicesThe full record ↗
Contact
Thermal-services company leadership and one assessed additional non-executive contribution.
