Grow only where the result remains credible

In 2018 I supported a testing-capacity proposal using twenty-four prospective jobs as though each occupied a chamber for forty hours. The resulting 960-hour estimate made the opportunity look easy to fit around existing work. Laboratory review separated sixteen forty-hour jobs from eight four-hundred-hour jobs. The same twenty-four opportunities represented 3,840 chamber-hours before setup and other allowances, compared with 3,000 hours of uncommitted capacity in the reviewed period. I had made the commercial count do the work of an operating model. I withdrew my recommendation before the proposed commitment was approved.

I now lead strategy at Zaqvelri Power Evaluation in Kozhikode. Three heads coordinate sixteen strategy employees within ₹3.8 crore annual function expense. The ₹28 crore portfolio we examine consists of proposals requiring separate decisions; it is not capital I can commit. The company employs 210 people and recorded ₹94 crore fee revenue for the year ending March 2026. I report to CEO Kavita Vezqrali and work with laboratory head Suresh Qezvalthi. Strategy can ask whether an expansion is coherent, but cannot choose test methods, release results or confer accreditation.

Later proposals challenged the business model from different directions. One offered fees linked to favourable test conclusions, putting the commercial reward in tension with the impartial result customers should be buying. Another assumed that a technically sound report would be accepted by every prospective overseas recipient. We changed both propositions before treating their revenue as a dependable growth route. I would consider a strategy mandate where the quality and usability of the service can alter the investment story. A first outside-board contribution would require governance preparation, relationship review and an actual calendar, with twenty-four annual days as an initial proposal. I could bring experience of withdrawing a recommendation I had supported and of keeping technical authority outside the pressure to make an opportunity look complete. The useful question is not simply whether demand exists, but whether the proposed business can fulfil the promise on which that demand depends.

Current focus

Capacity-informed growth, impartial commercial terms and usable testing propositions.

Conversations I welcome

Strategy leadership in technical services and a prepared first non-executive contribution.