Make one company promise that the whole business understands
I lead a workshop-equipment manufacturer by making delivery authority, regional support and cash commitments part of the same enterprise decision.
The company cannot make one promise through the founder, another through sales and a third through the factory, then ask the customer to reconcile them.
Open toBoard appointments · Executive opportunities
Production planning to CEO and executive statutory director
A broader perspective.
Aligning owner involvement with delivery authority / Funding service obligations alongside regional expansion / Connecting distributions with committed cash needs / Leading a manufacturing enterprise across competing interests
Enterprise responsibility begins where separate promises compete for the same resources.
Nine orders in a thirty-eight-order review carried conflicting delivery expectations. Customers had heard one date from a senior relationship holder while the factory worked to another. I had tolerated that informal route because it appeared to protect important relationships. As CEO, I could no longer treat the conflict as a scheduling problem for operations. We needed one accountable way to make a delivery commitment, including requests coming from owners. That change forms the first case in this leadership account.
I lead Dalqethi Workshop Systems in Nagpur, a manufacturer of modular industrial workbenches, storage cabinets and workshop furniture. The company employed 270 people in March 2026 and recorded ₹116 crore revenue and ₹8.9 crore operating profit in FY 2025–26. I have six executive direct reports, enterprise profit responsibility and a ₹9.6 crore board-approved annual capital envelope. The founder family owns 55%, an industrial investor 35% and employee shareholders 10%. I hold no equity and serve as an executive statutory director, reporting to non-executive chair Uma Selvqani.
My other cases concern entering new regions with a service obligation and responding to a proposed distribution of cash. A three-region sales forecast did not include the support resources needed after shipment. A bank balance did not represent money free of supplier, payroll and tax commitments. In each discussion I had to connect a locally attractive proposal with the enterprise that would carry it. CFO Rohan Pelqathi retained financial authority, and technical teams retained suitability and release decisions. I want the record to show the commitments we reduced or changed, including the costs and disagreement, rather than present every decision as growth without a consequence.
One order needed one authorised delivery commitment
A review found conflicting dates on nine of thirty-eight orders. A ten-week, ₹66 lakh correction reconciled the cohort, retained thirty original dates and agreed revised dates with customers on eight orders.
A region needed support before it entered the growth story
A three-region proposal carried a ₹12 crore annual sales forecast but required ₹1.7 crore initial service-parts stock and ₹32 lakh recurring annual support expense. We chose a one-region launch with ₹68 lakh stock and ₹14 lakh annual support expense.
A bank balance was already carrying near-term obligations
The reviewed ₹8.1 crore cash balance faced ₹3.2 crore supplier payments, ₹1.9 crore payroll and ₹0.8 crore tax payments. That left ₹2.2 crore before any distribution in the defined period; the proposed ₹5 crore dividend was revised to ₹1 crore after formal review.
Current focus
I am strengthening the connection between commercial authority, service coverage and the cash commitments that directors must see before supporting the next proposal.
Conversations I welcome
I am open to a manufacturing chief-executive mandate with clear delegated authority and a compatible outside board role focused on enterprise commitments.
The leadership record
Trusted with consequential decisions.
Formation
Diploma in Production EngineeringSelqethi Production College · 1994
Farid asked us to apply the same delivery authority to requests from owners. He brought the cost and the revised customer dates with the recommendation, rather than promising a painless change.
Uma SelvqaniNon-executive Chair, Dalqethi Workshop SystemsThe full record ↗
Contact
I am open to a manufacturing chief-executive mandate with clear delegated authority and a compatible outside board role focused on enterprise commitments.
