Following the working copy into the producer's day

Riniki pressed play on the recorded clips while I watched the timing preview I had approved. It showed sixteen minutes of spoken script in a thirty-minute programme window. Eleven minutes of clips, three of links and two of opening and closing material had been left outside the calculation. Hearing the planned sequence made the omission obvious. The producer had thirty-two minutes to fit, not fourteen spare minutes to fill. I had accepted a tidy calculation without testing whether it answered the working question on the other side of the screen.

I grew up in Shillong and completed communication at the fictional Zerqemi College of Communication in June 1998. In July I joined Lamqeshi Broadcast Services as a programme coordinator. The business had thirty-seven employees and ₹5.2 crore revenue for FY ending March 1999. I worked in a four-person coordination group without reports or delegated expense. My assignments brought together scripts, running orders and the questions producers needed answered before rehearsal. The documents were useful only when the people relying on them understood what they contained and what remained undecided.

I became producer-services manager in March 2004. Lamqeshi had seventy-eight employees and ₹16 crore revenue for FY ending March 2005. Six colleagues worked through one lead within ₹44 lakh annual function expense. I reported to the head of production services and began to understand how preparation work was divided among people with different needs. A producer's note could help organise an interview while being inappropriate in a presenter's reading copy. A last-minute revision could be necessary while still needing a clear handover. I learned to ask which person a document was serving before treating a single shared file as the simplest answer.

In June 2010 I joined Tevqari in Vadodara as a product manager for programme-preparation workspaces. The company had forty-nine employees and ₹11 crore revenue for FY ending March 2011. Eight product colleagues worked through two leads within ₹1.1 crore annual operating expense. Moving into software gave me a way to address recurring preparation problems through product choices rather than repeated explanations by service colleagues. It also taught me how easily a design can make one team's convenience look like a universal workflow. I needed producers and engineers to challenge different parts of the proposal before it became a feature.

Promotion to head of workflow products followed in September 2016. Tevqari then employed eighty-four people and recorded ₹26 crore revenue for FY ending March 2017. Fourteen colleagues worked through two leads within ₹2.9 crore annual expense. The workspace supported more collaboration, but collaboration did not always mean that every change should appear everywhere immediately. I became interested in the point at which a working draft became an edition someone could rehearse from. That question required a product account of both continuity and change, rather than an assumption that the newest text was always the most useful text for every participant.

I became CPO in January 2022. Today twenty-two product colleagues work through three leads within ₹5.4 crore FY 2026–27 expense, including ₹1.7 crore for discovery and design. Tevqari has 116 direct employees and ₹41 crore FY 26 revenue. Founders hold 55%, an employee vehicle 25% and a patient-capital investor 20%; I hold no personal or vehicle interest. I report to Anil Zemqeshi, and Riniki Zevqanu leads producer research. Engineering, security and legal colleagues retain their decisions. Client producers retain editorial and programme authority. Our preparation workspace does not operate a station or control transmission.

The timing correction cost ₹34 lakh. We represented the full thirty-two-minute plan against its thirty-minute window and left the producer to decide what should change. A later review used twenty-four synthetic export packets: nine carried production notes into presenter copy and fifteen did not. The ₹28 lakh redesign separated those materials. In a follow-up twenty-packet test, eighteen separated correctly and two were flagged for correction. We did not treat that test as a security certification or a finding about actual guest information.

Rehearsal research involved twenty-four producers. Sixteen wanted a stable reading edition while eight preferred live collaboration. A ₹48 lakh programme supported deliberate edition adoption alongside a live mode. Eleven of fifteen later pilot teams chose the stable edition and four the live mode. The choices did not establish a universal preference or a retention benefit. Pronunciation work similarly preserved options: thirty-six selected producers split twenty-two for an audio cue and fourteen for a written one. A ₹32 lakh prototype kept the original name beside the optional aid; thirty later tasks used twenty-one audio and nine written cues.

I speak Khasi, English and Hindi. My career has made me wary of a product that removes a decision by making it invisibly. I have presented product questions to directors but have no statutory appointment. I have not registered in the IICA databank, and no assessment result or exemption is claimed. Twenty-five days is provisional until consent, conflicts and the real preparation calendar are understood. I would bring a prospective board attention to how professional tools distribute judgement among people, while learning the financial and collective responsibilities that extend beyond product leadership.

Open to Board appointments · Advisory roles

Languages / Khasi · English · Hindi