I do not regard a customer's overdue balance as a complete account of their behaviour. A payment can be missing, misapplied or withheld for a reason our own client has not resolved. My responsibility is to make those distinctions commercially useful without allowing investigation to become an excuse for inaction.
Selected works
Decisions in context.
I
Replacing an undifferentiated dispute queue
In 2021, a client programme had 620 accounts described simply as disputed.
I build receivables services around the unresolved commercial question behind each balance.
I lead Vazrenki Receivables Services from Vadodara, with 186 colleagues and ₹34 crore of revenue for the year ended March 2026. We reconcile receipts, investigate deductions and prepare account explanations for business sellers. Our clients retain their bank accounts, their credit decisions and their customer relationships. We neither lend against invoices nor receive customer payments into our own accounts. That boundary matters when a busy sales team asks us to make a difficult balance disappear.
My career began in 1996 with payment references typed from remittance slips. I learnt that a well-balanced ledger could conceal a badly understood transaction. Over thirty years, I have moved from cash application into account investigation, service design and enterprise leadership. The question that follows me is practical: which person has the evidence needed to move this account forward, and what prevents that person from supplying it? An unanswered question about a delivery can survive several perfectly polite collection calls.
At our present scale, my work is less about solving a particular deduction than about deciding which kinds of work the company should accept. I have changed our pricing for complex disputes, restricted a proposed success-fee contract and funded a small account-explanation team that does not carry collection quotas. These choices reduced some short-term sales opportunities. They also gave clients a clearer description of what they were buying and colleagues a defensible basis for stopping an unsupported claim.
₹34 crore service revenue
Our FY2025–26 revenue comes from contracted financial-operations work. It is separate from the face value of invoices reviewed and from money customers pay directly to our clients.
Nine deduction families
We replaced one disputed-balance queue with nine commercial categories, each with an evidence owner. A 620-account pilot reduced unresolved classification from 211 accounts to 78 over twelve weeks.
Four contracts repriced
I renegotiated four labour-intensive accounts using investigation hours and agreed decision boundaries. Three clients renewed; one left. That loss is part of the result, not an exception hidden from the board.
Current focus
I am separating repetitive matching work from judgement-heavy account investigations so that automation savings do not erase the people who understand exceptions.
Conversations I welcome
I welcome a future chief executive remit in a financial-operations services enterprise and a carefully screened first external board role after employer consent and capacity review.
The leadership record
Trusted with consequential decisions.
Formation
Bachelor of CommerceSairun Commerce College · 1996
Meher brought the client departure into the same paper as the contribution improvement. That made the repricing decision possible to assess without a second explanation from finance.
Arun QelzomiFictional non-executive chair, Vazrenki Receivables ServicesThe full record ↗
Contact
I welcome a future chief executive remit in a financial-operations services enterprise and a carefully screened first external board role after employer consent and capacity review.
