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Devika QelrnashiChief Product Officer

Executive summary / Personal profile

Design for the whole job behind the promise

Portrait of Devika Qelrnashi

Chief Product Officer India

I shape industrial component trays around the complete task, the people using the arrangement and the development capacity we can responsibly commit.

Open to Board appointments · Executive opportunities

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01 / Leadership approach

A full compartment is not a complete job. A clear layout can become ambiguous when the tray arrives from another direction. A customer's long wish list is not yet a funded product range. I want the product decision to follow the whole task and the obligations created by our promise.

02 / Areas of responsibility

  • Complete-kit product propositions
  • Physical interpretation across product handovers
  • Variant prioritisation and development capacity
  • Product responsibility alongside technical acceptance
Company employees
148
March 2026; sixteen product colleagues through two leads
Company revenue
₹62 crore
FY 2025–26;₹4.9 crore operating profit
Product experience
31 years
Workplace design through industrial portfolio leadership

Evidence from practice

Correcting the six-job refill promise around the limiting component
In 2018 I approved a refill proposition for a tray holding twenty-four clips and six spacers.
Giving a turned tray a physical reference that matched its layout card
A 2023 prototype study examined thirty-two defined handover tasks using a component tray and its layout card.
Offering four feasibility variants before committing nine colleagues to fourteen
In 2025 a prospective customer requested fourteen component-tray variants for a broader assembly programme.
The complete case record ↗

The product must support the complete job we describe.

I approved a six-job refill proposition for a tray holding twenty-four clips and six spacers. The defined task required four clips and two spacers. The clips could support six nominal kits, but the spacers only three. We had designed and described the capacity around the more visible component. Correcting the proposition meant changing both the compartment arrangement and the promise I had endorsed.

I am CPO of Nalqevri Component Trays in Mysuru. Our fictional business makes reusable trays for ordinary non-hazardous assembly work, employs 148 people and recorded ₹62 crore revenue and ₹4.9 crore operating profit in FY 2025–26. I lead sixteen product colleagues through two leads with ₹3.8 crore annual product expense and ₹1.6 crore separately approved capital. I report to CEO Suresh Velqnari. Engineering head Bina Terqeshi owns technical suitability, safety and release; my responsibility is the product proposition and the priority given to the work.

The other cases show how that responsibility extends beyond the first drawing. A tray could be turned relative to its layout card, leaving the next user to infer the orientation. A prospective customer's request for fourteen variants could consume more than half our product team before the commercial demand was established. In both situations I chose a defined response with unresolved work visible, rather than make a broader promise because it was easier to present.

One missing component limited the whole kit

Twenty-four clips at four per job and six spacers at two per job supported three complete nominal kits. A₹32 lakh, seven-week revision provided twelve spacers alongside the twenty-four clips.

Orientation needed an observable reference

Eleven of thirty-two defined handover tasks were misread relative to the layout card. After a ₹64 lakh, ten-week programme, twenty-seven repeat tasks were interpreted correctly and five still needed assistance.

Four feasibility variants preceded a fourteen-variant commitment

The broad request would occupy nine of sixteen product colleagues for six months. We funded a ₹63 lakh, eight-week four-variant stage; two prototypes met its review criteria and two remained pending.

Current focus

I am connecting compartment design, task interpretation and portfolio decisions. A tray should be described through the complete set of components needed for its intended task, with qualified assessment of the actual use. A new variant should earn its place through a defined customer problem and a realistic development commitment. The team should be able to state a remaining limitation without feeling that it has failed to support the product story.

Conversations I welcome

I would consider an industrial product-leadership mandate or one suitable first outside board contribution on product commitments and development priorities. I have no equity or statutory appointment. Twenty-four proposed annual days require employer agreement, further preparation and a review of the receiving company's relationships and expectations.

The leadership record

Trusted with consequential decisions.

Formation

  • Bachelor of DesignPelqerni Design College · 1995
Devika made the cost of the fourteen-variant request visible before we committed the team, and brought back a smaller decision supported by the feasibility result.
Suresh VelqnariChief Executive Officer, Nalqevri Component Trays
The full record ↗

Contact

I would consider an industrial product-leadership mandate or one suitable first outside board contribution on product commitments and development priorities. I have no equity or statutory appointment. Twenty-four proposed annual days require employer agreement, further preparation and a review of the receiving company's relationships and expectations.

  • Board appointments
  • Executive opportunities
Write to Devika Contact page