An internal system has not helped a colleague simply because it returned an answer or closed a request.
01 / Chief Information Officer
Internal-technology colleagues
33
Four managers; ₹14.6 crore annual operating expenditure
Company employees
520
March 2026; ₹178 crore FY2025–26 revenue
Internal-systems experience
25 years
Learning-centre applications to CIO responsibility
＋
Designed for consequence.
I listen carefully when somebody says the system is working but the task is not. A search result may be obsolete, a closed ticket may describe an unanswered message and a familiar name may point to the wrong historical account. Those are not minor inconveniences after the technology has succeeded. They are evidence about what we have actually built.
My responsibility is to make internal technology answer to the work people need to complete, including the moments our own reports describe too generously.
A colleague looking for a current policy should not have to know the history of the search index. A person whose support request has closed should not need to open another just to tell us the first problem remains. I am CIO of Qalvuri Software Assurance in Dimapur, and those ordinary situations shape how I judge our internal systems. We provide software-quality services through 520 employees in Dimapur, Guwahati and distributed locations. I lead thirty-three technology colleagues through four managers, with ₹14.6 crore annual operating expenditure. Client delivery teams own their testing work; my remit is the technology our own organisation uses.
I began in a learning centre in 2001, helping maintain the applications used for classes and attendance. The most useful explanation of a problem often came from the person trying to complete a task, although it did not arrive in technical language. Internal systems analysis taught me to follow that explanation across records and departments. As an applications lead and later head of IT, I became responsible for what happened after a change was released. I became CIO in 2022, with a wider obligation to explain the value and limits of the service to the chief executive and directors.
The stories here concern a search service that surfaced superseded guidance, a support process that treated silence as recovery, and an office integration that needed to preserve who had made historical decisions. We corrected each without claiming that one release solved every information or service problem. The work involved owners outside IT, visible expenditure and unresolved items that remained in the report. I want our managers to be able to challenge a reassuring status before it reaches the monthly summary, and to explain the task-level evidence behind any improvement we claim.
The first answer was not always the current answer
Seventeen of 120 reviewed internal searches led first to superseded guidance. Owners replaced thirteen results and withdrew four pending decisions; the eight-week correction cost ₹24 lakh.
Silence had been mistaken for restored service
Of 210 requests closed after a no-response interval, 44 still involved an unresolved employee task. Thirty-eight were resolved within ten working days and six remained open with named owners.
A name change did not rewrite an earlier decision
An office integration exposed 31 ambiguous identity matches across 120 employee records. We resolved 27 with evidence and held four for further review, preserving historical approval identities.
Current focus
I am improving the connection between system status and the employee's actual task, especially where search, support and identity records cross departmental ownership.
Conversations I welcome
I am interested in internal-technology leadership and an initial board contribution where a growing services company wants a more honest account of its digital dependence.
The leadership record
Trusted with consequential decisions.
Formation
Bachelor of Science in Computer ScienceVaqneli Science College · 2001
Arenla was prepared to show four unanswered policy questions where the system had previously returned a confident result. That made the business ownership harder to avoid.
Naveen PelqariChief Executive Officer, Qalvuri Software AssuranceThe full record ↗
Contact
I am interested in internal-technology leadership and an initial board contribution where a growing services company wants a more honest account of its digital dependence.
