In 2019 I recommended buying two field-service depots for a proposed ₹8.4 crore. The paper treated nearby customer work as though it would move with the assets. Three anchor customers had not agreed to transfer their assignments. My analysis had described where the work happened without establishing who could decide where it went. After ₹36 lakh of diligence over ten weeks, I withdrew the recommendation before a purchase commitment. I cannot turn that withdrawal into proof of an avoided loss.
I am Amina Darvezkar, chief strategy officer of Dharvani Network Services in Lucknow. Our 268 colleagues provide telecom maintenance, engineering and planning services, with ₹118 crore FY 2025–26 revenue. I lead twenty-seven strategy colleagues through four heads. Satish is our chief executive and Gurleen owns field delivery. We serve customer networks without owning a consumer subscription business. Strategy has to respect the customer’s choice and the practical availability our service offer asks colleagues to maintain.
The subsequent decisions have tested different parts of that obligation. A twelve-month expansion trial across five districts led us to renew two arrangements and decline three proposed renewals whose terms did not cover the standby and travel commitment we would need. A larger equipment-partner opportunity carried exclusivity that would constrain service to mixed fleets, so I recommended a smaller non-exclusive proposition. Neither decision means the rejected option could never work. It means the version presented required responsibilities or restrictions we were not prepared to accept. My 0.12% personal holding sits inside the employee vehicle, not outside the stated ownership total. I have presented these matters to directors, but hold no statutory seat. A possible first outside role would require unfinished governance learning, specific assessment and a workable twenty-four-day annual commitment.
Customer work was not an asset we could assume transferred
The ₹8.4 crore depot proposal was withdrawn after ₹36 lakh of diligence; three anchor customers had not agreed to transfer assignments.
Five trial districts led to two renewed arrangements
The ₹73 lakh, twelve-month trial made the standby and travel obligations visible before three proposed renewals were declined.
A smaller partner proposition preserved service choice
A ₹3.1 crore non-exclusive annual prospect was preferred to a ₹4.8 crore exclusive offer; both remained proposals, not booked income.
Research inside the strategy expense
Four heads lead twenty-seven colleagues within ₹7.1 crore annual function expense, including ₹1.3 crore research.
Current focus
Regional expansion with customer continuity and service freedom
Conversations I welcome
Service-enterprise strategy and a considered first non-executive contribution
The leadership record
Trusted with consequential decisions.
In the boardroom
Dharvani Network ServicesExecutive strategy presenter; no statutory appointment · April 2021–present
Formation
Bachelor of Arts in EconomicsNavrendu College of Economics · 1995
Amina withdrew the depot recommendation she had sponsored when the customer-continuity assumption could not be supported. Her revised paper made clear what the proposed assets could and could not bring with them.
Satish PendurikarChief Executive, Dharvani Network Services; fictional colleagueThe full record ↗
Contact
Service-enterprise strategy and a considered first non-executive contribution
