I make the meaning behind a footwear retailer’s numbers visible: the orders behind an average, the clock behind a trading day and the missing reasons behind a returns chart.
A correct calculation can still answer a different question from the one its reader assumes.
Open toBoard appointments · Executive opportunities
Weighted measures that preserve their population / Event time and local trading-day definitions / Missing service reasons and bounded interpretation / Data responsibility across executive and board roles
In 2020 I approved a trading summary that averaged daily basket averages as though each day carried the same number of orders. A synthetic two-day check made the error clear. One day had ten orders averaging ₹2,000; the other had ninety averaging ₹1,000. Averaging those two daily figures gave ₹1,500, but the hundred orders totalled ₹1.1 lakh and their combined average was ₹1,100. The first calculation answered a question about equally weighted days. Our heading invited readers to treat it as the average order. I had approved the mismatch, and I corrected the report before using it to support another trading recommendation.
I now lead data at Zarqelvi Footwear in Srinagar. Eighteen colleagues work through three leads within ₹4.3 crore annual function expense and ₹1.2 crore separately approved programme authority. The retailer has 26 shops and 512 employees, with ₹214 crore revenue for FY 2025–26. CEO Meera Qernlavi owns enterprise direction and CFO Rafiq Zelqeshi retains financial reporting. My team makes data definitions and evidence usable; it does not acquire authority over pricing, buying or returns policy merely because those decisions use our reports. Privacy and technology operations also retain their own professional owners.
Since April 2024 I have also served as an executive director of the retailer. That adds a collective responsibility distinct from presenting my function’s work, and it does not make me independent of the company. My 0.2% holding sits within the employee ownership. I would consider another CDO mandate and, after completing relevant preparation and reviewing conflicts, one suitable outside non-executive contribution. Recent work on trading-day boundaries and missing return reasons has strengthened the questions I bring to both settings. A clean daily chart should not conceal a different clock, and an unanswered reason should not become evidence that no issue existed. Those distinctions matter before the number becomes an apparently settled account of the customer or the business.
The average day was not the average order
Corrected a summary personally approved after an unequal-volume check exposed the weighting mismatch.
The date depended on the reporting clock
Separated stored event time, local trading date and the agreed reporting cutoff.
A blank reason was still an unknown reason
Kept missing return explanations visible instead of distributing them across the observed categories.
Current focus
Data definitions whose population, time basis and missing observations remain visible in executive decisions.
Conversations I welcome
A consumer CDO mandate and one carefully assessed outside non-executive contribution alongside existing duties.
The leadership record
Trusted with consequential decisions.
Formation
Bachelor of Science in StatisticsQerlavni Statistics College · 2002
Armaan explained which question the report actually answered and retained the unresolved part when we needed a decision.
