I lead industrial marketing by asking what influenced a buying decision, what the evidence cannot tell us and what a customer actually understood.
01 / Chief Marketing Officer
Company employees
235
March 2026; twelve marketing colleagues through three leads
Company revenue
₹88 crore
FY 2025–26; ₹6.8 crore operating profit
Business marketing experience
28 years
Communications coordination through industrial CMO responsibility
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Designed for consequence.
A customer touching a campaign does not tell me that the campaign caused the purchase. A lost bid marked price does not explain the whole buying decision. I want marketing to make those uncertainties useful: ask the next question, change the investment where evidence supports it and admit when our own presentation created the misunderstanding.
The strongest marketing account can explain what it does not prove.
I once presented twenty-four orders from accounts associated with an exhibition as evidence that the event had generated the business. A subsequent review showed that eleven had active quotations before the exhibition. The other thirteen followed it, but timing alone did not show that they would otherwise have been lost. I had confused association with an explanation of the customer's decision. We withdrew the causal claim and reconsidered the proposed increase in event spending.
I am CMO of Narqethi Industrial Brushes in Vadodara. The fictional company manufactures strip and roller brushes for industrial applications, employs 235 people and recorded ₹88 crore revenue and ₹6.8 crore operating profit in FY 2025–26. I lead twelve marketing colleagues through three leads with ₹3.7 crore annual marketing expense. CEO Devendra Qerlnashi holds enterprise authority, and commercial head Rupa Nerqathi owns sales and pricing. Engineers and customer specialists retain responsibility for application suitability and operating conditions.
The cases on this site concern the quality of a commercial explanation. We interviewed buyers rather than treating a sales-system loss code as their complete reason. We tested whether customers could distinguish a standard brush body from the application-specific choices still needed. These programmes did not produce a universal formula for winning an industrial order. They gave us a better basis for deciding what to fund, what to explain and what to stop claiming before colleagues built the next commitment on it.
Twenty-four associated orders were not twenty-four caused orders
Eleven had active quotations before the exhibition. A six-week, ₹12 lakh review separated prior activity from later orders without claiming that the remaining thirteen were incremental.
A single loss code concealed overlapping buyer concerns
Of forty lost bids coded as price, twenty-six buyers participated in interviews. Fourteen mentioned price and seventeen application support, with nine in both groups; four described other reasons.
A familiar product term still needed a comprehension check
In a twenty-four-person review, fifteen interpreted a catalogue phrase more broadly than intended. After a ₹26 lakh, eight-week revision, nineteen of a separate twenty-four-person group understood the intended distinction and five still needed explanation.
Current focus
I am building a marketing practice that connects an observation to an appropriate decision. Event reporting should distinguish contact history from causation. Buyer interviews should preserve overlapping reasons and nonresponse. Product communication should be examined through customer understanding rather than internal agreement on the wording. That requires a close working relationship with sales and engineering, while keeping each function's authority clear.
Conversations I welcome
I would consider an industrial CMO mandate or one suitable first outside board contribution on commercial evidence and market understanding. I hold no shares or statutory seat. Twenty-two proposed annual days would need employer consent, preparation and a review of relationships before any appointment.
The leadership record
Trusted with consequential decisions.
Formation
Bachelor of CommerceSelqani Commerce College · 1998
Meenakshi corrected the exhibition account in the same forum where she had supported it, then gave us a decision we could still make.
Devendra QerlnashiChief Executive Officer, Narqethi Industrial BrushesThe full record ↗
Contact
I would consider an industrial CMO mandate or one suitable first outside board contribution on commercial evidence and market understanding. I hold no shares or statutory seat. Twenty-two proposed annual days would need employer consent, preparation and a review of relationships before any appointment.
