The same number described two different pieces of equipment
Chief Information Officer / India
I want a cargo operation to recognise its equipment, reconcile interrupted work and leave a technology supplier without losing the system it thought it owned.
Open toBoard appointments · Executive opportunities
Preserve operating meaning through disconnection, integration and supplier transition
2016-04 — 2021-0302
Head of IT
Derlashi Urban Cargo
Scope & contribution
Combine systems without discarding the operating distinctions they carry
2010-04 — 2016-0303
Enterprise Systems Manager
Derlashi Urban Cargo
Scope & contribution
Follow application decisions into the continuing operating account
2002-04 — 2010-0304
Applications Lead
Varnelshi Systems Services
Scope & contribution
Understand the receiving context before combining client records
1994-06 — 2002-0305
Applications Support Practitioner
Varnelshi Systems Services
Scope & contribution
Help users explain the mismatch between a system field and their intended work
Information function
23 colleagues
Three leads across enterprise systems and operating support
Annual IT expense
₹4.9 crore
Separate ₹2.6 crore change programme; operating suitability separately owned
Systems career
32 years
Applications support through enterprise information leadership
At the board table
Derlashi Urban Cargo
Executive technology presenter; no statutory appointment
Board systems-change and operating-continuity discussions
A system earns trust when its meaning survives a handover. The next person should know which physical item the record describes, which event has already happened and which capability still depends on somebody outside the enterprise.
The same number described two different pieces of equipment
A battery and a charger could carry the same local number. In 2018 I approved an import that treated the number alone as an enterprise identity. Our selected review found 24 physical devices represented by 18 records: six numbers had each been used for two different devices. The application had made the register look tidier by collapsing distinctions the workshop still needed. I had accepted the premise behind that result.
I am Shalini Vekrashi, chief information officer of Derlashi Urban Cargo in Surat. Our 184 colleagues provide electric cargo-cycle operations and fleet support, with ₹91 crore FY 2025–26 revenue. Three leads coordinate my 23-person IT function. Ajay retains enterprise authority and Roshan owns operations. My team can repair the way a system identifies equipment; it cannot infer technical suitability or authorise use merely because a record has become unique.
Later work tested whether the account survived other kinds of handover. A selected exercise contained 32 operating handover events: 24 recorded online and eight recorded during disconnection, then reconciled without presenting their later upload as new physical activity. A supplier-exit rehearsal found that ten of twelve agreed business functions ran in the replacement environment while two still depended on supplier components. I kept those dependencies visible rather than describe an export as completed independence. These are bounded fictional examples, not universal performance claims. My career began in applications support, and I remain interested in the moment a technically convenient representation acquires an operating meaning it cannot justify. A first outside-board contribution would require further preparation, employer consent and a specific assessment, with 23 proposed annual days. I would bring a willingness to ask what the enterprise can actually identify, reconcile and operate when the familiar context is no longer available.
Six shared local numbers had collapsed twelve physical devices into six records within an eighteen-record import; the selected register was rebuilt without treating identity as technical approval.
An upload was not another physical handover
Eight disconnected events were reconciled with 24 online events in a selected 32-event exercise; the connection returning did not create new operating work.
Two supplier dependencies remained after export
Ten of twelve agreed business functions ran in the replacement environment at the first rehearsal; two required further work before the tested scope could be accepted.
A defined information-function remit
Three leads coordinate 23 colleagues within ₹4.9 crore annual expense and a separate ₹2.6 crore change programme; operating suitability remains with qualified owners.
Current focus
Enterprise systems that preserve identity, unfinished events and supplier dependencies
Conversations I welcome
A continuing CIO mandate and preparation for one suitable outside appointment
The leadership record
Trusted with consequential decisions.
Formation
Bachelor of Science in ComputingKelnavri Computing College · 1994
Shalini made the supplier rehearsal useful by naming the two functions we still could not run, rather than allowing a successful export to settle the business question.
Ajay DervalkiFictional Chief Executive, Derlashi Urban CargoThe full record ↗
Contact
A continuing CIO mandate and preparation for one suitable outside appointment