Chief Executive Officer / India
The enterprise carried the cost of the editorial choice
- Company employees
- 220
- Six executive reports under a separately chaired board
- FY2025–26 enterprise revenue
- ₹76 crore
- ₹32 crore subscriptions, ₹28 crore sponsored content, ₹16 crore events
- Board-approved operating plan
- ₹63 crore
- FY2026–27; separate ₹5.5 crore capital programme
Decisions & consequences
01Correcting the sponsorship disclosure in a package I had approved
In 2018, as COO, I approved a commercial interview package intended to give clients a repeatable publication format. The commercial and production account looked settled, but the reader-facing distinction was not consistent. Roshni Zaqverli’s review examined ten interviews. Six carried clear sponsorship disclosure; four did not. The issue concerned those four items, not a claim that every interview in the package was undisclosed or that every reader had misunderstood it.
Some commercial colleagues wanted to make the next edition clearer while leaving the existing material alone. Their concern was that reopening delivered work could unsettle clients and create an impression of wider failure. Roshni argued that the relationship needed to be understandable in the material readers could already encounter. I accepted that challenge and treated the correction as an enterprise responsibility, because I had approved the package rather than merely inherited an editorial production mistake.
We committed ₹23 lakh and seven weeks to correcting the four items and revising the package’s commercial and production account. The work made the sponsorship relationship explicit and clarified the approval route before another sale. Qualified editorial and contractual colleagues retained their respective decisions. We did not claim that the correction increased trust, readership or renewal rates; no such outcome was measured in this example. The six already clear items remained distinct from the four requiring work.
The trade-off was spending time and money on a delivered package and explaining the correction to clients instead of allowing the next cycle to conceal the earlier ambiguity. The bounded result was corrected disclosure and a changed offer. The lesson for me was that a repeatable format can standardise an unresolved relationship just as easily as it standardises production. A CEO needs to make the reader’s understanding part of the commercial design, with enough enterprise support that an editor can challenge a saleable proposition before the ambiguity becomes someone else’s problem after publication.
Retaining one print cycle after rebuilding the reader and cost account
In 2023 we considered withdrawing the print option for a selected quarterly title. Printing and postage appeared as a visible recurring expense, while the discussion initially treated digital distribution as the obvious destination for all subscribers. The title had eight thousand subscribers: six thousand digital-only and two thousand receiving print through a ₹1,200 annual supplement. I asked the team to examine that group’s account before making the format decision.
The supplements produced ₹24 lakh incremental annual receipts. Printing and postage cost ₹18 lakh, leaving ₹6 lakh before editorial and central costs and a separate one-off ₹9 lakh review. This was a bounded comparison, not the profit of the title or the company. The finance sponsor was right that the positive subtotal could not justify every future cycle. Roshni also wanted the reader’s use of the print format considered before the enterprise removed an option people had explicitly chosen and paid for.
We used the ₹9 lakh, six-week review to examine the account and reader requirements, then retained the print option for one further cycle. I did not describe the review spending as a saving or claim that the title became more profitable. The decision funded a defined continuation while keeping the larger format question open. The digital-only group remained separate, and we did not count every subscriber as a print user or force a claim that every print subscriber would reject a digital alternative.
We gave up an immediate simplification of the production operation. The bounded outcome was one retained cycle with a clearer account of receipts, costs and the reader group being served. I wanted the company to avoid two equally incomplete conclusions: that print was only an expense, and that a positive incremental subtotal made its continuation self-evident. Enterprise judgement required the commercial basis and the service choice together, with a future decision still needed rather than a permanent policy inferred from one selected title.
Reducing a forum after declining a sponsor’s editorial-control condition
In 2025 a prospective forum sponsor offered ₹1.8 crore on terms that included control over the speaker list and advance review of questions. The proposal would have made the original event plan easier to fund. The commercial sponsor argued that the company could negotiate the practical details later and preserve a valuable relationship in the meantime. Roshni wanted the condition settled before the programme became financially dependent on the receipt.
I declined the control condition and asked the team to rebuild the plan without that money. Other planned funding was ₹1.2 crore, with ₹80 lakh attendee receipts, giving ₹2 crore against the original ₹2.6 crore cost plan. The resulting ₹60 lakh gap was a planning consequence of the choice, not an unexpected loss to be hidden elsewhere. I recommended reducing the format from twelve sessions to eight and bringing planned cost to ₹2 crore, with the board aware of the smaller programme.
The revised plan did not establish achieved revenue, attendance or profit. Event delivery, financial reporting and qualified contractual decisions retained their accountable owners. Nor did declining one proposal mean that every sponsor relationship was inappropriate. The company could accept commercial support on terms consistent with the programme’s editorial authority. The specific condition here crossed the boundary the enterprise was prepared to defend, and that boundary required a changed operating account.
We gave up a larger event and a substantial prospective receipt. I regarded that as preferable to asking editorial colleagues to preserve their judgement while the business had already accepted a contrary commercial obligation. The bounded result was the rejected condition and the revised eight-session plan. The case made the CEO’s role concrete: publishing principles have costs, and the enterprise needs to decide how to carry those costs before presenting the principle as part of the promise made to readers and participants.