My marketing starts with the purchasing decision a venue actually has to make.
I learned to describe software while remembering the work that happens around it. Before joining a product company, I coordinated accounts for an event-services business in Jaipur. A plan on a screen was only one part of opening a venue: people still had to arrange equipment, prepare rooms and make operating decisions. I now lead marketing at Dorvuli Venue Software, where twenty-one colleagues through three managers explain planning tools to exhibition centres and professional event operators. My annual expense remit is ₹6.7 crore within a 340-person company whose FY 2025–26 revenue was ₹132 crore.
Our product helps venue teams organise diaries, space plans and event enquiries. It does not become the event producer because our campaign shows a successful exhibition. Nor does a software licence remove the work of preparing an existing venue's records and training its team. I work with sales, product and implementation colleagues to make those boundaries part of the proposition. The cases in this profile show changes to a first-year cost example, the timing of a venue campaign and partner presentations that blurred software with physical delivery.
I became CMO in April 2021 after moving through software marketing and customer-segment leadership. I have made campaigns more difficult to summarise when the simpler explanation left out a material condition. That has sometimes meant lower enquiry volume, additional work or an abandoned promotion. Those consequences stay in the account. I do not claim that every correction produced more revenue or that marketing can decide the customer's operational readiness. I want our team to know which expectation it created and whether the receiving colleagues can fulfil it.
The licence was only part of the opening-year cost
An example showed ₹1.2 lakh annual licence while omitting ₹0.8 lakh setup and ₹0.6 lakh required training. We replaced it with the ₹2.6 lakh first-year example, with taxes and subsequent-year scope separately explained.
An enquiry could arrive after the useful buying window
Of 120 venue conversations, 73 concerned events already committed, 18 had a later planning window and 29 needed clarification. I stopped the immediate campaign and funded a ₹22 lakh timing-led pilot.
A partner could sell an event we did not deliver
Twelve of 30 partner presentations implied physical event production. Nine were corrected and three withdrawn; ₹17 lakh of reworking retained the distinction between our software and the partner's services.
Current focus
I am making the buying journey clearer from first explanation to implementation, including the timing, scope and people a venue needs alongside the software.
Conversations I welcome
I welcome senior marketing conversations about specialist business software and a first board discussion where commercial promises need to stay connected to delivery.
The leadership record
Trusted with consequential decisions.
Formation
Master of Business AdministrationVelqari Commerce College · 2000
Bachelor of CommerceVelqari Commerce College · 1998
Rhea kept the stopped campaign's cost in the discussion while asking for a differently timed pilot. That made the next investment request easier to examine on its actual basis.
I welcome senior marketing conversations about specialist business software and a first board discussion where commercial promises need to stay connected to delivery.
