Personal correspondence

Show the obligations inside the growth story

Chief Financial Officer India

I connect a charging network’s expansion plans with the costs, usable cash and future site obligations that its headline financial figures can conceal.

My career began with equipment leases, where ownership, possession and payment often sat in different places. A machine could be working at a customer site while the corresponding cash belonged to a later period or carried a contractual restriction. That early separation of physical activity from financial permission has stayed with me. It became more consequential when I moved into energy services and then a growing charging network, where a busy site or a large bank balance could encourage an investment conclusion before the underlying obligations had been examined.

The financial number is useful when it shows what the business can actually commit, after its costs and obligations have been understood.

Finance colleagues: 21; Three heads; company employment totals 180
Annual finance-function expense: ₹3.2 crore; Separate from company investment and treasury authority
Career since June 1995: 31 years; Leasing accounts through energy-services CFO

Show the obligations inside the growth story.

I once supported a charging-site forecast that left a material electricity cost outside the model. The twenty-eight-site account showed ₹18.6 crore revenue against ₹16.9 crore of identified costs, suggesting ₹1.7 crore contribution before central overhead, finance and tax. Another ₹2.2 crore of contractual demand charges changed that figure to a ₹0.5 crore deficit. In 2019 I withdrew the forecast from the expansion recommendation and accepted an eight-week correction. The lesson was personal: knowing that a cost existed was not enough if my approved decision model excluded it.

Today I lead finance at Vezlqathi Charge Networks in Jaipur. Twenty-one colleagues work through three heads within ₹3.2 crore annual function expense. Our business has 420 connectors across 215 sites and 180 employees. FY2025–26 revenue was ₹60 crore, including ₹52.8 crore charging income and ₹7.2 crore operating services; delivered electricity was 24 GWh. I report to CEO Arman Qerzvami and hold no statutory seat or ownership interest. The company’s revenue, finance-function expense and available treasury resources answer different questions. I want the management account to preserve those differences before an attractive number becomes permission to spend.

Later work separated restricted bank balances from cash available for supplier payments and examined restoration obligations at leased sites. Those cases required us to show the constraint beside the headline, including the leases whose position remained unresolved. I would consider a CFO mandate where expansion decisions must carry their full operating and future obligations. An outside-board contribution would require preparation, company-specific assessment and an agreed calendar; twenty-five days is an initial proposal rather than accepted capacity. I would bring the habit of asking what the financial figure permits the organisation to do, and what it does not, especially when I helped produce the original figure.

Site costs inside the expansion model

Omitted demand charges reversed a contribution estimate and paused the next investment recommendation.

Usable cash beside the bank balance

Restricted reserves and operating headroom were separated before supplier commitments were financed.

Restoration beyond the active lease

Near-term cash planning retained later obligations and two unresolved lease positions.

A clearly bounded finance role

No statutory seat or ownership interest is presented as part of this executive appointment.

Current focus

Charging-network finance that makes cost boundaries, cash restrictions and future site obligations visible before commitment.

Conversations I welcome

Energy-services CFO mandates and a separately assessed first non-executive role.

The leadership record

Trusted with consequential decisions.

Formation

Bachelor of CommerceDeqvrazhi Commerce College · 1995

Nandita showed us why the bank balance could not carry the payment plan by itself. The funding decision followed the restrictions and operating need.

Arman QerzvamiFictional CEO, Vezlqathi Charge Networks

The full record ↗

Contact

Energy-services CFO mandates and a separately assessed first non-executive role.

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