Know what has changed hands

I am chief operating officer of Talruqen Mortgage Operations in Bhopal. We provide contracted custody, indexing and authorised retrieval services for mortgage records. Our four centres employ 285 people and generated ₹47 crore in service revenue in FY2025–26. I lead 228 operations colleagues through four centre managers and a transition lead, within an approved ₹27 crore annual operating budget. Our clients retain lending, legal and customer decisions. We do not certify property ownership or turn a record-handling contract into authority over a loan.

My career began in a document room in 1999. A box could be in the right place while the record somebody needed was still difficult to establish. I learnt to distinguish locating a container from confirming its contents, and confirming contents from obtaining permission to release them. Those distinctions have stayed with me through supervisory work, client transitions and regional operations. They are particularly important when a customer-facing team has promised a date before our team has seen the state of the records.

My recent decisions have involved a disputed intake, a retrieval service that measured the wrong completion event and a proposed transfer larger than our trained capacity. Each choice had a commercial consequence. Reconciliation delayed acceptance, checking a requested set added work, and staged intake changed the client's preferred timetable. I do not describe every delay as evidence of discipline. A pause should have an owner, a question that can be answered and a date for deciding what happens next.

Current focus

I am making the cost and responsibility for incomplete incoming records visible in contracts and operating plans.

Conversations I welcome

I am open to a COO remit in a records-intensive service business and an initial board discussion where operational evidence is a material concern.