In 2018 I accepted three exhibition assignments whose opening windows overlapped. The combined plan needed nine crew teams at the same time, and we had six available. I had looked at the assignments as separate commercial opportunities instead of one operating commitment. We spent ₹42 lakh over four weeks arranging suitable partner capacity and customer-approved changes to work windows. The revised plan was fulfilled, but I do not describe that recovery as proof that the original promise was sound or that every movement happened without delay.
I am Farooq Velmarvi, chief executive and an executive director of Tarneshi Exhibition Logistics in Bhopal. Our 261 colleagues provide exhibition transport, storage and packing services, with ₹112 crore FY 2025–26 revenue. Six executive heads report to me. Leela chairs our board, and Sanjay owns operations. Our work depends on specialist preparation and people who are available at the dates a customer actually needs them. Commercial growth has to carry those requirements into the commitment rather than leave them to a team asked to recover the promise later.
Since becoming CEO, I have backed a repeat-fit crate programme and a customer proposition that pays for reserved capacity. The selected 120-crate set supported 216 recorded movements over eighteen months, without a claim that every exhibit could use the same packing or that the programme delivered a measured carbon saving. Four of six pilot customers chose a capacity-reservation arrangement; two preferred ad-hoc service. In one agreement, the ₹1.8 crore annual service amount included reserved availability, with ₹1.3 crore direct cost and ₹0.5 crore before central overhead, not net profit. My 0.06% interest sits inside the employee vehicle’s 40%. An outside role would require further preparation and a specific conflicts and capacity review alongside my existing executive directorship.
Three assignments exposed one shared capacity constraint
Nine simultaneous crew teams were needed against six available; ₹42 lakh funded partner capacity and agreed work-window revisions.
A crate programme supported repeated movements
The selected 120-crate set completed 216 recorded movements in eighteen months, including 96 uses beyond each crate’s first movement.
Availability became part of a customer agreement
Four of six pilot customers chose reserved capacity; the selected ₹1.8 crore annual agreement included availability within the service amount.
Operating and capital responsibilities kept distinct
Six executive heads support ₹87 crore annual operating responsibility and a separate ₹9 crore capital programme.
Current focus
Exhibition logistics with capacity and preparation inside the promise
Conversations I welcome
Specialist-service leadership and a carefully assessed outside-board contribution
