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Madhavi QelvashiChief Product Officer

Executive summary / Personal profile

Make the next turn clear to the visitor

Portrait of Madhavi Qelvashi

Chief Product Officer India

I develop hospital visitor-information products by following the person from the entrance to the destination, including the points where the map cannot give a reliable answer.

Open to Board appointments · Executive opportunities

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01 / Leadership approach

A map is a promise about the next decision a visitor can make. I want its orientation, destination names and limits to remain clear at the place where it is used. If a route cannot be confirmed, the product should say so and offer a practical way to seek help. An elegant display that sends somebody confidently in the wrong direction has failed its purpose.

02 / Areas of responsibility

  • Relating map orientation to the visitor's position
  • Making destination names consistent across touchpoints
  • Designing useful responses when route information is uncertain
  • Choosing product scope through observed navigation tasks
Hospital organisations
36
Customers of nonclinical visitor-information products
Product, design and research colleagues
18
Three leads; engineering reports separately
Information-design experience
29 years
Printed service information to hospital wayfinding products

Evidence from practice

Changing a map that was accurate but pointed people the wrong way
In a 2022 kiosk exercise, seventeen of forty participants chose the wrong initial direction after reading a floor plan.
Replacing an internal abbreviation with an agreed destination model
A 2024 research exercise asked thirty participants to find the destination described in a supplied hospital instruction.
Interrupting a route when cached information could no longer support it
In 2025 we rehearsed eighty route-closure tasks using simulated site updates.
The complete case record ↗

The useful product is the one a visitor can act on at the next junction.

Seventeen people turned the wrong way in a forty-person kiosk exercise. The floor plan was geographically correct, but the display faced the opposite direction from the person reading it. I had approved a consistent north-up presentation because it looked orderly across our product range. Watching the exercise changed the question. The visitor did not need every screen to look identical; they needed to connect the map with the corridor in front of them. That decision is one of the cases behind my approach to product leadership.

I am CPO of Dervaqni Visitor Information in Mangaluru. We provide nonclinical wayfinding software, kiosk maps and coordinated printed information to 36 hospital organisations. The company employed 86 people in March 2026 and recorded ₹28 crore FY 2025–26 revenue. I lead eighteen product, design and research colleagues through three leads, with ₹4.3 crore annual function expense and ₹1.2 crore separately approved product investment. My 0.4% shareholding sits within the employees' 25%; founders hold the other 75%. I have no statutory directorship.

My work connects the content model with the visitor's physical task. The cases address a map's orientation, different names for the same destination and a cached route that remained visible after its status could no longer be confirmed. We changed product priorities and deferred a more decorative feature to fund correction. Hospital estate owners still approve routes and destination information, while qualified specialists assess access and safety. Our product does not determine clinical need or provide emergency evacuation guidance. The results describe limited exercises, including people who still needed assistance, rather than a claim that every hospital visitor can navigate independently.

A correct plan could still suggest the wrong turn

Seventeen of forty participants initially chose the wrong direction at a kiosk. After a ₹28 lakh orientation redesign, thirty-five of forty selected the intended first turn in the repeat exercise; five still required help.

The destination needed a name visitors could recognise

Twelve of thirty research participants could not connect the department name in their instruction with the kiosk's internal abbreviation. A ₹21 lakh naming and alias programme aligned the approved public label across the tested outputs.

An unconfirmed route needed an honest interruption

Thirteen of eighty simulated closure tasks continued showing an old route from cached information. A ₹32 lakh revision made those thirteen known stale-state tasks show an unconfirmed route and a staffed-help option instead of continuing to direct the visitor.

Current focus

I am improving the connection between approved site information and the next action a visitor can understand, including uncertainty and requests for assistance.

Conversations I welcome

I am interested in product-leadership mandates where digital information must work in a physical setting, and a first outside board contribution concerned with user understanding and product obligations.

The leadership record

Trusted with consequential decisions.

Formation

  • Bachelor of Design in Visual CommunicationLervqathi Design College · 1997
Madhavi explained why we should postpone the more impressive demonstration feature. She kept the five people who still needed assistance in the result she brought to us.
Gautam PerqeliChief Executive Officer, Dervaqni Visitor Information
The full record ↗

Contact

I am interested in product-leadership mandates where digital information must work in a physical setting, and a first outside board contribution concerned with user understanding and product obligations.

  • Board appointments
  • Executive opportunities
Write to Madhavi Contact page