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Lionel PerqashiChief Marketing Officer

Executive summary / Personal profile

Make the offer clear before the buying conversation

Portrait of Lionel Perqashi

Chief Marketing Officer India

A hospital call-system offer should explain the signal it carries, the installation it includes and the buying decision it is actually ready to support.

Open to Board appointments · Executive opportunities

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01 / Leadership approach

I want the buyer to understand what we provide before deciding whether to continue the conversation. A signal is not a staffed response, a bedside component is not an installed system and an enquiry is not an approved project. Marketing should make those distinctions useful to a buying team rather than hide them until the sale becomes difficult.

02 / Areas of responsibility

  • Distinguishing a signal capability from a staffed response
  • Presenting a complete and comparable installation example
  • Qualifying demand by the buyer's actual purpose
  • Connecting technical claims with commercial accountability
Marketing colleagues
15
Three leads; ₹4.9 crore annual function expense
Commercial communication experience
31 years
Industrial products to hospital call-signalling markets
Company revenue
₹58 crore
FY 2025–26; distinct from the marketing budget

Evidence from practice

Withdrawing a response promise that a signal test could not support
In 2022 we prepared a campaign around instant assistance from the patient's call point.
Replacing a bedside-point price with a scoped installation illustration
A 2024 sales illustration showed a bedside call point at ₹6,000 and suggested forty points would cost ₹2.4 lakh.
Reducing the reported pipeline while retaining every useful enquiry
In 2025 our campaign report described 120 enquiries as an active project pipeline.
The complete case record ↗

A useful commercial promise tells the buyer what is included and what still depends on others.

I am CMO of Zervaqi Care Signalling in Panaji. We supply hospital call-signalling equipment and installation support. The company employed 162 people in March 2026 and recorded ₹58 crore revenue in FY 2025–26. I lead fifteen marketing colleagues through three leads with ₹4.9 crore annual marketing-function expense. A privately held engineering parent owns the business; I hold no equity or statutory seat. CEO Mira Belqeshi leads the enterprise, and technical head Dinesh Mervqashi owns specifications and technical acceptance. Hospitals retain staffing, clinical judgement and their response arrangements.

I began in industrial-communications marketing in 1995. Product literature taught me how a short headline could lose the conditions that made a technical statement useful. Regional marketing then showed me how different people entered the buying conversation: an estates manager planning infrastructure, a nursing leader describing workflow or a maintenance colleague replacing a component. I became CMO in 2021. My work now connects the promise, the quotation and the account of demand, so we do not create expectations that the system or the customer's buying process cannot support.

The cases here concern an instant-assistance campaign, an incomplete per-point price example and a pipeline that treated all enquiries as active projects. I had approved the first two communications and had accepted the earlier demand report. We withdrew material, spent money on correction and made the commercial picture less flattering. The work did not establish faster clinical care or a measured patient outcome. It made the buyer's decision more informed and gave management a clearer account of what our marketing activity had actually produced.

Signal delivery could not substantiate instant assistance

We withdrew a campaign after recognising that a 19-second simulated signal-delivery result did not establish when a staff member would respond. The correction wrote off ₹8 lakh of material and required ₹6 lakh of replacement work over four weeks.

Forty call points did not make a complete installation

A ₹6,000-per-point example implied ₹2.4 lakh for forty points. The defined installation also needed ₹1.8 lakh central equipment, ₹1.1 lakh wiring and ₹0.7 lakh commissioning, making ₹6 lakh before tax on the same scope.

Only forty-five of 120 enquiries described an approved project

The review separated forty-five approved projects with a stated timetable, forty-two early research enquiries and thirty-three replacement-component requests. We retained all contacts while stopping the report from calling all 120 an active project pipeline.

Current focus

I am improving the handover from first enquiry to a scoped conversation, with the buyer's purpose, installation assumptions and unresolved responsibilities kept visible.

Conversations I welcome

I am open to marketing-leadership roles in technical service businesses and a first outside board contribution concerned with commercial claims, demand quality and customer understanding.

The leadership record

Trusted with consequential decisions.

Formation

  • Bachelor of CommerceOrqaveli Commerce College · 1995
Lionel brought us the smaller project count with the categories behind it. That made the report more useful for planning, even though it was less flattering to the campaign.
Mira BelqeshiChief Executive Officer, Zervaqi Care Signalling
The full record ↗

Contact

I am open to marketing-leadership roles in technical service businesses and a first outside board contribution concerned with commercial claims, demand quality and customer understanding.

  • Board appointments
  • Executive opportunities
Write to Lionel Contact page