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Rohit QezlraniChief Executive Officer

Executive summary / Personal profile

Make the whole system answer for the promise

Portrait of Rohit Qezlrani

Chief Executive Officer India

I lead a cooling-services company by asking whether the whole operating system can support the promise, including the energy, duration and dependencies that a single equipment figure leaves out.

Open to Board appointments · Executive opportunities

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01 / Leadership approach

A service promise belongs to the whole system that must deliver it, not the component whose performance is easiest to present.

02 / Areas of responsibility

  • Whole-system cooling economics
  • Usable thermal-storage duration
  • Continuity dependencies
  • Capital and professional accountability
Company employees
312
Seven functional heads report to the CEO
Installed cooling capacity
30,000 TR
Three plants; capacity is distinct from delivered energy
FY 2025–26 cooling delivered
76 million TRh
₹246 crore company revenue in the same financial year

Evidence from practice

2017: lower chiller electricity did not mean lower plant electricity
As COO, I supported a proposed operating change because a defined comparison showed chiller electricity falling from 2.40 to 2.16 GWh.
2023: the storage proposal needed enough usable energy for six hours
An early thermal-storage proposal carried a ₹28 crore capital estimate and a nominal 24,000 refrigeration ton-hour storage quantity.
2025: separate cooling equipment still shared an upstream dependency
Nine proposed customer-continuity arrangements were reviewed before their service commitments were finalised.
The complete case record ↗

Make the whole system answer for the promise.

In 2017 I supported a cooling-plant change because the chiller electricity account improved. The wider comparison told a different story. Chiller use fell from 2.40 to 2.16 GWh across the defined operating periods, but pumps and other auxiliaries rose from 0.72 to 1.03 GWh. Total electricity therefore increased from 3.12 to 3.19 GWh for the same reported cooling quantity. The comparison still needed examination of weather and operating conditions, but it could not support the saving I had encouraged the team to present. I withdrew the wider rollout recommendation and asked for the system account to be rebuilt.

I now lead Delzqerthi Thermal Services in Hyderabad, with three district-cooling plants and 312 employees. Seven functional heads report to me. Our 30,000 refrigeration tons describe installed cooling capacity; the 76 million refrigeration ton-hours delivered in FY 2025–26 describe energy supplied over time. Revenue was ₹246 crore. The board approved a ₹164 crore annual operating envelope and a separate ₹72 crore capital programme. As CEO and an executive director, I am accountable to a separately chaired board, while qualified technical and safety owners retain their decisions. I have a 0.3 percent beneficial interest through the employee vehicle.

Later investment work distinguished the discharge rate of thermal storage from the duration it could support. A continuity review then examined shared electrical dependencies behind apparently separate cooling equipment. Both decisions required the business promise to include conditions that an attractive headline omitted. I would consider another thermal-services mandate where the board expects that whole-system account before approving growth. For an additional non-executive role, I would disclose my existing executive seat, interests and commercial relationships and test the proposed twenty-four annual days against the real calendar. I would bring experience of correcting my own narrow operating claim and funding the less convenient work needed to make a service commitment credible.

Whole-plant energy before component savings

The rollout recommendation changed when auxiliary demand reversed the chiller-only improvement.

Storage duration beside discharge rate

An investment case distinguished cooling capacity from the usable energy needed over six hours.

Continuity through shared dependencies

Separate machines were not assumed to have independent supporting supplies.

Executive accountability stated clearly

One current executive directorship sits beside professional and board approval boundaries.

Current focus

District-cooling commitments supported by whole-system energy, usable duration and examined dependencies.

Conversations I welcome

Thermal-services company leadership and one assessed additional non-executive contribution.

The leadership record

Trusted with consequential decisions.

Formation

  • Bachelor of Engineering in Mechanical EngineeringVaqzerthi Engineering College · 1990
Rohit withdrew his rollout recommendation when the full plant account contradicted the chiller-only saving. The board received the correction with its investment consequence.
Lata QevzraliFictional Chair, Delzqerthi Thermal Services
The full record ↗

Contact

Thermal-services company leadership and one assessed additional non-executive contribution.

  • Board appointments
  • Executive opportunities
Write to Rohit Contact page