I build the operating detail behind a useful retail network: stock that can be trusted, quantities that mean the same thing at each handoff and replenishment suited to the shop.
Open toBoard appointments · Executive opportunities
Delegated scope excludes merchandise purchases and separately approved capital
A considered point of view.
A stock record becomes useful when people can explain how it connects to the physical item and the next action. I want operating decisions to acknowledge the labour, space and checking that make a convenient retail promise possible.
Selected leadership work / 01
Reopening the stock differences after the count was declared complete
In 2018, as operations director, I supported a count programme that closed shops for a defined day and produced a consolidated difference report.
The annual stock count once looked like a decisive answer to our inventory questions. We closed shops, counted carefully and produced a list of differences. In 2018, as operations director, I supported that approach without asking enough about the trading movements around the count. A review of 480 item-location pairs found seventy-four apparent differences. Fifty-one were explained by timing or posting after the movement records were reconciled; twenty-three still required investigation. The first list could not responsibly be described as seventy-four proven losses. I had allowed the event of counting to carry more meaning than its unresolved evidence supported. Changing the approach required cooperation between shop teams, the hub and finance, not simply a request for more careful counters.
I now lead operations at Kelqashi Stationery in Coimbatore. Sixteen shops and a replenishment hub serve customers buying writing instruments, paper products and office stationery. The company has 326 colleagues; my operating remit covers 248 through four leaders and ₹19 crore annual operating expense. Merchandise purchases and capital approvals sit outside that delegated expense figure. I work with CEO Arun Vervqali and CFO Leela Derqnavi to connect the practical operation with its enterprise consequences. A shop can hold the right product but the wrong quantity, or receive a useful carton whose contents have been recorded as one unit. Those distinctions affect replenishment, working space and the confidence of colleagues who must answer a customer.
My recent work includes correcting pack-level receiving and creating a selective break-pack service at the hub. Neither decision was simply a system switch. The receiving repair needed product information and physical verification. Smaller deliveries needed handling space, labour, packaging and a clear account of which lines could be split appropriately. I want a network that can offer those choices without hiding the support they consume. I would consider another operating mandate with that practical scope, and a first outside board contribution after further preparation. I hold a small employee shareholding but no statutory appointment. Any outside role would need its own assessment of relationships, capacity and suitability; an executive presentation is not equivalent to service as a director.
Investigate the difference before naming the loss
Rebuilt stock-count review around movement reconciliation, unresolved differences and a measured cycle-count pilot.
A carton and its contents need a common account
Corrected a receiving process that recorded eighteen cartons as eighteen individual items rather than 216 units.
Smaller shop deliveries create work at the hub
Funded selective break-pack replenishment with handling costs and unsuitable lines retained in the decision.
Current focus
Replenishment and stock-control practices that support the shop without concealing the work transferred to the hub.
Conversations I welcome
An operating leadership mandate in a consumer network and, after further preparation, one suitable first outside board role.
The leadership record
Trusted with consequential decisions.
Formation
Bachelor of CommerceJelqerni Commerce College · 1996
Nandita reopened the stock-count conclusion she had supported and gave the operating team a clear route to distinguish reconciliation from an unresolved physical gap.
