The item count had changed its meaning on the way

The stock report used the word 'item'. The underlying catalogue did not always mean a single piece. In a review of seventy-two stock codes, eighteen bundle-to-piece mappings were wrong in the reporting path. The figures were precise, but their unit had changed on the way to the decision. That incident captures much of my work as a data leader: protecting the meaning of a record as it moves between people who need it for different purposes.

I was born in 1971 and completed a BSc in Statistics at Orelthi Statistics College in May 1992, followed by an MSc in Applied Statistics at Verqani Data Institute in May 1994. I joined Belzari Supply Analytics in Vadodara that July. The firm employed forty-five people and recorded ₹4.8 crore revenue in FY 1994. I worked in a six-person analysis group under a senior analyst, without independent spending authority. The work taught me to investigate how an observation had been collected before relying on the apparent precision of the resulting table.

In October 2000 I joined Orshavi Textile Operations as a data analyst and became planning analytics manager in 2004. The company employed 210 people at entry and had ₹44 crore revenue in FY 2000. After promotion I led nine colleagues with ₹72 lakh annual function expense. Textile operations made units particularly tangible: pieces, bundles, weights and processing events could all be valid measures, but they answered different questions. I learned to explain those distinctions to operating colleagues rather than assume the report's heading was enough.

I became Orshavi's head of data and planning in April 2008. The company had 480 employees and ₹112 crore revenue in FY 2008. I led seventeen colleagues with ₹2.6 crore annual expense, reporting to the chief operating officer. My remit brought customer allocation and performance comparison into the same discussion as planning. A measure could be internally consistent while still being unsuitable for comparing two operations whose underlying definitions differed. I became more willing to delay a conclusion than to conceal the mismatch inside a convenient adjustment.

In September 2015 I moved to Relzavi Clinical Linen Services as data director. The business employed 590 people and recorded ₹166 crore revenue in FY 2015. I led sixteen colleagues through three leads, with ₹3.4 crore annual expense and ₹95 lakh approved capital expenditure. I learned the boundaries between data stewardship and the technical quality work supported by processing records. My team could identify a timestamp discrepancy or missing customer field; qualified colleagues retained the authority to determine its significance for processing or release.

I became CDO in January 2021. Relzavi now operates centres in Vadodara, Ratlam and Udaipur, employs 840 people and recorded ₹238 crore revenue and ₹24.2 crore operating profit in FY 2026. Operator-founders hold 34%, an employee trust 26% and a regional investor 40%. I lead twenty-four data colleagues through four leads, with ₹5.8 crore annual expense and ₹1.8 crore approved capital expenditure. Ketan Orzavi is CEO, and Nadia Qezhari leads quality. Our operating records are not evidence of clinical effectiveness, and I do not claim professional authority over processing specifications or release.

Recent decisions include correcting eighteen reporting-unit mappings, holding twenty-seven bag allocations out of billing until reviewed, preserving raw records while fourteen timestamp differences were examined and postponing an eleven-site consumption ranking until its denominator was agreed. These are different kinds of uncertainty, with different decision owners. I want the board to understand their consequences without treating every data exception as the same problem.

Since May 2023 I have also served as a non-executive director of Nerzhel Workwear Repair, a fictional employee-trust-controlled industrial apparel-repair company. That role is separate from my executive employment and does not involve clinical-linen services. The appointment has taught me to ask through the chair instead of managing the analysis myself. I registered with India's independent directors databank in 2022 and passed the proficiency assessment in November that year within this fictional career. I am considering one additional seat, with eighteen provisional days beyond the twelve allocated to the existing board. A passed assessment and prior board work do not remove the need to examine the new company's duties, relationships and independence conditions.

Open to Board appointments

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