I design portable-power hire products around the work customers can actually complete, the conditions engineering can support and the point at which our responsibility ends.
Open toBoard appointments · Executive opportunities
The customer buys a defined period of useful service, not our internal sequence of handovers. A product promise must survive that difference.
Priscilla Qevzralni
Product employees
31
Three heads; company headcount totals 260
Annual product function expense
₹4.9 crore
Fleet investment and technical approvals separately controlled
Career since June 1998
28 years
Service research through portable-power product leadership
Leadership, seen by others.
Priscilla changed the hire endpoint she had approved when our collection delay reached the customer’s bill. She made the consequence visible rather than defending the easier internal rule.
Nilesh QavzelthiFictional CEO, Dervqalni Portable Power
She keeps a quick acknowledgement separate from restoration and lets the service evidence change the product promise. Our qualified operating decisions remain our responsibility.
Farah VezqlarniFictional Service Head, Dervqalni Portable Power
Selected leadership work
2019: our collection delay had become the customer’s rental charge
The short-hire product I approved in 2019 described a straightforward period of use followed by an agreed collection arrangement.
In 2019 I approved a short-hire proposition that sounded as though the customer’s charge ended when the equipment was ready for our agreed collection. Our process actually stopped the rental clock when the depot scanned the returned unit. In a review of thirty bookings, eight customers had met their collection arrangements but supplier-side delays extended the charged period. I had designed the beginning of the hire carefully and left the ending to an internal process the customer could not control. Correcting that boundary changed my understanding of the product.
I now lead product at Dervqalni Portable Power in Panaji, where thirty-one employees work through three heads within ₹4.9 crore annual function expense. The company rents portable battery-power equipment for exhibitions and light commercial productions. Its 260 employees support a business with ₹126 crore revenue for the year ending March 2026. I report to CEO Nilesh Qavzelthi and work with service head Farah Vezqlarni. Product defines the proposition and the customer decisions it supports; engineering, electrical safety, equipment release and contract acceptance remain with their qualified owners.
Our later work questioned two other attractive promises. A single advertised duration concealed different customer loads and unresolved suitability assessments. A fast-support claim confused acknowledging a call with restoring the customer’s service. In each case we changed what the customer was being invited to rely on, even when a simpler claim would have been easier to sell. I would consider a product mandate that treats those boundaries as part of commercial quality. A first outside-board contribution would require learning, relationship review and a tested calendar, with twenty-three annual days as a proposal rather than an established entitlement. I could help a board examine where a clear-looking offer transfers an unrecognised burden to the customer, while leaving operating decisions with management.
The ending of the hire became a product decision
Eight supplier-delayed collections exposed a difference between the agreed customer action and the event that stopped the rental charge.
A duration promise gave way to qualified suitability
Twenty enquiries were separated into supported applications, alternatives and cases still needing assessment.
Support acknowledgement remained distinct from restoration
Forty-eight service records showed why answering quickly did not establish that a customer could resume work.
Commercial product ownership with defined boundaries
Engineering, service release and contractual decisions keep their accountable owners throughout the customer proposition.
Current focus
Examining the return and interruption as carefully as the initial hire proposition.
Conversations I welcome
Product leadership and a prepared first non-executive contribution, subject to appointment-specific assessment.
