Explain what sits inside the growth number

I am CFO of Qerulvi Spatial Software in Kochi. We develop geospatial workflow products and provide implementation support for infrastructure owners and engineering businesses in India. Our FY2025–26 revenue was ₹126 crore, with ₹18 crore operating profit and 370 employees. I lead twenty-seven finance colleagues through four managers and manage ₹4.8 crore of annual function expenditure. I report to Joel Velmari and bring financial judgements to directors through our scheduled reporting process. I am not a director, and technical product acceptance, legal interpretation and statutory assurance retain their own qualified owners.

I began in engineering-services accounts in 1996, where the first task was to understand what a cost belonged to before deciding how to describe it. Software added questions that were less visible than a supplier invoice: whether expenditure related to research, maintenance or qualifying development; whether growth came from customers staying or new customers arriving; and whether an acquisition payment was certain or conditional. I have worked through project finance, control and planning roles before taking the CFO appointment in 2021. Those roles taught me to explain a financial judgement without allowing the explanation to become more confident than its evidence.

The cases here concern ₹3.6 crore of product work, an ₹84 crore opening subscription cohort and an acquisition proposal with both upfront and conditional payments. We reduced the development amount proposed for capitalisation, corrected a retention presentation that included new customers and separated the acquisition's price from integration expenditure. None of those changes created cash merely by improving the description. They changed the evidence available to directors and operating leaders, including information that made the preferred story less flattering. I want finance to be useful precisely when a clearer account makes the decision more difficult.

Current focus

I am improving how product investment and subscription performance reach the board, with assumptions that can be checked across successive reporting periods.

Conversations I welcome

I am interested in finance and board conversations where a software business needs a more precise account of growth, product expenditure and acquisition responsibility.