Learning what the word complete leaves unresolved

I graduated from Navquli College of Computing in May 1999 and joined Telqumi Service Systems in Jammu the next month. I was an application analyst working on software used by field-service teams. The first lesson was about language. A word such as complete could mean that a technician had finished a visit, that a supervisor had checked the record or that a customer had accepted the work. A screen with one status could hide those differences. I learned to ask who was making each statement before turning it into a field or a report.

In April 2004 I became an application delivery lead. I managed seven colleagues and coordinated releases with service supervisors. I could propose a change and organise its implementation, but business owners still had to approve the meaning of their process. This was an important limit. A software team could make a workflow consistent and easy to use while consistently representing the wrong decision. I started bringing examples of incomplete and disputed work into design reviews so that agreement on a process did not depend entirely on its easiest case.

I joined Qerthuni Biomedical Services as enterprise applications manager in April 2010. The company supported biomedical equipment under servicing contracts. That move required a clearer separation between information expertise and engineering competence. My team maintained applications, interfaces and access controls. Qualified technical colleagues determined the service requirements, evidence and acceptance appropriate to the equipment and contract. I could ask whether a record preserved their decision, but I could not substitute an application status for their professional assessment. The company did not become a device designer or a clinical provider because its systems contained equipment information.

I also spent time with service coordinators who had to explain a disputed record to a customer. They needed more than a corrected field. They needed to understand the earlier entry, the reason it changed and the person authorised to settle the difference. That experience made me cautious about repairs that removed the visible problem by deleting the history. A usable record has to support a later question as well as the immediate task.

In April 2016 I became head of information systems. I led fifteen colleagues through two managers by departure, with ₹4.1 crore annual operating expense. The wider remit joined application delivery with infrastructure, support and vendor management. Field work made intermittent connectivity a normal operating condition rather than an exceptional technical incident. A record could be edited locally while someone else corrected it at the office. I wanted our support arrangements to explain those conflicts instead of relying on the assumption that the last message to arrive must contain the most authoritative information.

I became CIO in April 2021. Today I lead twenty-two colleagues through three managers, within ₹6.4 crore operating expense and a separate ₹1.6 crore approved capital allocation. Qerthuni employed 310 people in March 2026 and reported ₹94 crore FY 2025–26 revenue from work with twenty-three institutional customers. Founding shareholders hold 72% and a domestic investment partnership 28%; I have no equity. Diksha Varqeshi is CEO and Joseph Melqashi leads technical work. I attend board discussions as an executive presenter, with no statutory appointment or implied authority to approve technical release.

In 2022 we found that an administrative visit closure had been mapped into a technical acceptance field. Nineteen of sixty-four reviewed visit records lacked the separate decision the workflow required. I had accepted a design that used familiar words too loosely. We removed the automatic mapping, preserved the affected records for technical review and paid for a correction that made the two decisions distinct. Our record correction did not itself resolve the outstanding engineering questions or establish what had happened to any equipment outside the reviewed workflow.

The serial-number case exposed a different shortcut. Seven repeated strings from two manufacturers had collapsed fourteen assets into seven records during migration. We restored separate identities with technical and customer verification rather than invent missing histories. The offline-edit case then showed why a later upload could not automatically replace a more recent approved record. We made conflicts visible and gave resolution to the appropriate owner. I speak Dogri, Hindi and English. My next chapter should continue this work of preserving the distinctions that let specialists and directors exercise their own judgement, while I complete the preparation required for a first outside board role.

Open to Board appointments · Executive opportunities

Languages / Dogri · Hindi · English