March 2026; eighteen IT colleagues through three heads
Company revenue
₹124 crore
FY 2025–26; ₹9.7 crore operating profit
Enterprise technology experience
27 years
Applications analysis through manufacturing CIO responsibility
A considered point of view.
A delivered system is also a future maintenance obligation. I want to know which custom behaviour still serves the business, whether another team can rebuild what has been deposited and what our test material reveals about people who never agreed to be part of a demonstration. The answer must survive beyond the original project team.
Selected leadership work / 01
Requiring a current business reason for thirty-one inherited modifications
Before a 2022 enterprise-software upgrade, the applications team listed eighty-six customisations.
The system needs a credible life after its first delivery.
Before an enterprise-software upgrade, we reviewed eighty-six customisations and found thirty-one without a current justification that business owners could explain. Some reflected an old process; others duplicated behaviour now available in the standard product. I had previously accepted requests to preserve familiar screens because changing them would delay approval. The accumulated result was a maintenance burden whose purpose had become difficult to defend. We chose to retire nineteen and rewrite twelve, after the relevant owners examined the business consequences.
I am CIO of Pervqathi Abrasive Products, a fictional manufacturer of coated abrasive belts and discs with a Chandigarh office and production near Baddi. The company employed 310 people in March 2026 and recorded ₹124 crore revenue and ₹9.7 crore operating profit for FY 2025–26. I lead eighteen IT colleagues through three heads, with ₹5.1 crore annual operating expense and a separate ₹2.4 crore approved capital allocation. I report to CEO Amrit Qeltheni and work with IT operations head Sanjay Orqathi. Technical product acceptance and operating safety remain with qualified specialists.
My other cases concern the evidence behind continued support and testing. Source archives existed for five business applications, but an initially authorised build exercise reproduced only two. A review also found real customer-contact details in nine of sixteen test datasets copied from business systems. We funded work to improve rebuildability and replace those test materials, while keeping unresolved applications and test scenarios visible. Possession of an archive did not prove maintenance capability, and calling a copy a test database did not remove the confidential details inside it.
Thirty-one customisations needed a fresh business decision
A fourteen-week, ₹74 lakh programme retired nineteen and rewrote twelve of the thirty-one reviewed customisations. The remaining fifty-five stayed outside that change scope with their existing responsibilities.
Deposited source did not initially reproduce three applications
Two of five authorised builds initially succeeded. After ten weeks and ₹62 lakh of dependency and build-documentation work, four could be reproduced and one remained unresolved.
Test usefulness had to survive removal of real contact details
Nine of sixteen datasets contained copied customer contacts. Fabricated replacements reproduced fifty-eight of sixty-five defined test scenarios; seven needed a separate controlled approach rather than a false claim of complete coverage.
Current focus
I am making the continuing obligations of software visible in investment and supplier discussions. Business owners must explain retained custom behaviour, a receiving team must demonstrate what it can rebuild and test owners must know the origin and limits of their data. That work often produces a narrower claim than the project headline, but it gives management a more useful basis for the next decision.
Conversations I welcome
I would consider a manufacturing CIO mandate or one compatible outside board contribution on technology dependence and maintainability. I have no equity or statutory seat, and further governance preparation remains necessary. Twenty-three proposed annual days would require employer agreement and review against the actual responsibilities.
The leadership record
Trusted with consequential decisions.
Formation
Bachelor of Engineering in Computer EngineeringDalqeshi Computing College · 1999
Ritika explained why four reproducible applications did not mean we could immediately end supplier support. The remaining dependency and the limits of the exercise stayed visible in her recommendation.
Amrit QeltheniChief Executive Officer, Pervqathi Abrasive ProductsThe full record ↗
Contact
I would consider a manufacturing CIO mandate or one compatible outside board contribution on technology dependence and maintainability. I have no equity or statutory seat, and further governance preparation remains necessary. Twenty-three proposed annual days would require employer agreement and review against the actual responsibilities.
