Devansh OrvethiChief Marketing Officer · Essays & perspective
Art-material retail estate
29 shops
Includes six Prinzori Paper Rooms acquired in 2023
Marketing team
24 employees
Four reporting heads; eleven agency personnel are additional
FY2026–27 marketing authority
₹14.6 crore
Includes ₹8.4 crore media expense; company revenue is separate

Earn a useful place in the creative community

I am Devansh Orvethi, CMO of the fictional Zelquari Art Stores in Bhopal. We sell artist materials and specialist papers through twenty-nine shops, including the six Prinzori Paper Rooms acquired in 2023. I grew up in Chennai and began as a copywriter in an exhibition studio. That work made me attentive to the difference between having an attractive object to display and understanding the relationship that allows us to display it. Retail gave the question a continuing commercial setting.

Zelquari employs 460 people and recorded ₹214 crore revenue with ₹17.8 crore operating profit for the year ending March 2026. The founding family holds 52%, an employee vehicle 16% and a minority investor 32%; I have no personal holding. I lead twenty-four employees through four heads, with eleven agency personnel across three agencies separately. My FY2026–27 authority is ₹14.6 crore, including ₹8.4 crore media expense. I report to CEO Anita Dorzhemi. Creative head Rakesh Talvuri leads execution, while buying, store operations and professional rights advice have their own accountable owners.

The cases here concern choices about how a retailer participates in a creative community. We retained the identity of an acquired paper-store group when the proposed rebrand threatened to obscure its continuity. We made an art prize open without a purchase condition and kept the judging process distinct from the sales account. We corrected a campaign report that added overlapping platform attributions as if they were separate orders. Our current artwork programme publishes only the pieces whose intended use has been properly agreed, even though that leaves a smaller collection than the original creative proposal imagined.

An acquired name still carried useful recognition

Thirty-seven of eighty-four selected respondents read proposed replacement signage as a closure or complete change of the paper shops they knew. We retained an endorsed identity for the six stores.

The art prize did not require a purchase

Of 412 entries, 379 met the stated eligibility rules. Twelve finalists included seven customers and five non-customers; buying from us was not a judging criterion.

Three platform reports did not describe three sets of orders

Attributed-order totals added to 18,400 against 12,000 distinct online orders in the reviewed period. We stopped using the sum as an incremental sales claim.

Current focus

Publishing agreed artist work and making the retailer's role in its community understandable without overstating the commercial evidence.

Conversations I welcome

One first outside non-executive discussion after preparation, consent and review of the proposed company's relationships and needs.

Beyond the page

The record behind the perspective.

Formation

  • Bachelor of Arts in Mass CommunicationQerzali School of Communication · 1999
  • Postgraduate Diploma in Marketing, part-timeMelqavi Marketing Institute · 2008
Devansh changed the acquisition identity proposal when the customer conversations showed a misunderstanding. He explained why the simpler estate design was not necessarily the clearer account of the shops we had bought.
Anita DorzhemiCEO, Zelquari Art Stores; fictional colleague
The full record ↗

Contact

One first outside non-executive discussion after preparation, consent and review of the proposed company's relationships and needs.

  • Board appointments
Write to Devansh Contact page