Service applications to enterprise information leadership
A broader perspective.
Separating visit administration from engineering acceptance / Preserving equipment identity across service applications / Resolving conflicting field edits without erasing history / Giving directors a precise account of information-system limits
Information should preserve the differences on which a service decision depends.
I lead information systems at Qerthuni Biomedical Services in Jammu. We support biomedical equipment under defined servicing contracts with twenty-three institutional customers. The business employed 310 people in March 2026 and recorded ₹94 crore revenue in FY 2025–26. My function has twenty-two colleagues through three managers, with ₹6.4 crore annual operating expense and a separate ₹1.6 crore approved capital allocation. Technical director Joseph Melqashi and qualified customer representatives retain engineering acceptance and return-to-service authority. We do not provide clinical care, and my computing qualification does not make me a biomedical engineer.
My career began in 1999 with service-software analysis. I learned to ask what a field meant to the person using it before making it mandatory or combining it with another record. Application delivery added responsibility for change and support. At Qerthuni, the work became more consequential because equipment identity, service activity and technical acceptance must remain connected without becoming interchangeable. I became CIO in 2021. I report to CEO Diksha Varqeshi and present information-system decisions to directors, but I have never held a statutory board appointment.
The examples on this site concern a mistaken closure mapping, serial identifiers that collided across manufacturers and conflicting edits from an offline field application. Each case exposed an assumption I had allowed into the system. We changed the design and paid for correction rather than describe the existing screen as adequate. The cases do not claim that an IT change improved a clinical outcome or certified any equipment as safe. Their purpose is to show how I protect meaning and responsibility when service information moves between people, applications and institutions.
Administrative closure had concealed nineteen outstanding technical decisions
Of sixty-four completed visit records reviewed in 2022, nineteen lacked the separate engineering acceptance required by the relevant workflow. We removed the automatic mapping and spent ₹24 lakh on an eight-week correction.
Seven repeated serial values belonged to fourteen different assets
Two manufacturers had used the same seven serial strings. The migration had collapsed fourteen equipment records into seven. A nine-week, ₹27 lakh repair restored separate identities and their histories.
A later upload was not necessarily a later decision
Twelve of forty-eight offline synchronisation exercises overwrote a newer server entry with an older local edit. We introduced visible conflict resolution through a six-week programme costing ₹19 lakh.
Current focus
I am making identity, approval and correction history explicit across the equipment-service record, including the work completed away from a reliable connection.
Conversations I welcome
I welcome information-leadership discussions in technical service businesses and prospective board roles concerned with the quality of information behind an operating decision.
The leadership record
Trusted with consequential decisions.
Formation
BSc in ComputingNavquli College of Computing · 1999
Aamir made the cost of correcting the record explicit, including the work outside IT. That helped us judge the proposal without assuming a software release settled every outstanding question.
Diksha VarqeshiChief Executive Officer, Qerthuni Biomedical ServicesThe full record ↗
Contact
I welcome information-leadership discussions in technical service businesses and prospective board roles concerned with the quality of information behind an operating decision.
