My portfolio total counted improvements that could not simply be added

I am Joseph Thelzavi, CSO of the fictional Zemlavi Efficiency Partners in Vadodara. I approved a portfolio account that added twelve standalone efficiency estimates to 19.2 GWh a year. Several measures affected the same underlying system, so the total did not establish the benefit of installing them together. A ₹72 lakh technical and commercial review produced a package model of 11.4 GWh a year under stated assumptions. That was still a forecast, not measured savings. I withdrew the earlier portfolio claim and supported three bounded pilots with ₹2.6 crore approved expenditure rather than defend the larger number I had endorsed.

My career began in project-market analysis in July 1994. I joined Zemlavi in September 2008 and became CSO in January 2021. The company employs 165 people and recorded ₹124 crore FY26 revenue. Fourteen strategy colleagues work through three leads within ₹4.2 crore FY2026–27 operating expense. I coordinate ₹9.8 crore of proposals, but investment approval and professional assessments remain with their authorised owners. Priya Jevqani leads the enterprise; Hamid Povzari leads the technical function. Our selected retrofit assets sit at customer premises, which makes site relationships as important to the strategy as the equipment itself.

The other cases examine that business beyond its energy model. A seven-year service proposition could not assume that every customer's site tenure lasted as long. An equipment ownership record did not establish that every unit could be removed and resold at the end of a relationship. A large number of free assessments did not prove an effective route to paid work. These choices required us to reduce or reshape an attractive proposition while retaining the cost of learning. I want a reader to see the particular enterprise we were deciding to build, including the assumptions I had initially allowed to pass too easily.

Current focus

Joining the technical, site and commercial assumptions into one strategy that the company can explain and deliver through its responsible owners.

Conversations I welcome

One first external board conversation on service models and investment assumptions, subject to consent, conflicts and a workable annual calendar.