My contribution to a board
I could help a board examine whether the financial account of a service business preserves the obligations behind its revenue. My experience includes decisions about prepaid balances, expansion, staff incentives and changes to existing locations. I would ask management to explain who is already relying on the service, which responsibilities require professional judgement and what remains unresolved after a commercial milestone is reported complete. The company still needs a viable economic model, so I would connect those questions with resources and alternatives rather than treat a good intention as sufficient funding. I would not assume that healthcare administration transfers unchanged into another sector or that my executive experience qualifies me to judge specialist outcomes. The board should include complementary financial, legal and professional expertise. My contribution would be to help those perspectives meet in a clearer decision, including when the responsible option has a visible cost or delays an attractive growth proposal. I would expect to learn the prospective company's specific obligations before offering a familiar practice as the answer.
Committee contribution
Chair and member readiness| Capacity | Committees |
|---|
| Ready to join | Strategy or service-risk oversight after sector-specific induction |
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Capacity and preferences
- Time available
- 22 days per year
- Current directorships
- 1
- Sectors
- Regional healthcare services · People-dependent service networks · Specialist consumer services
- Company type
- An established private company with a clear service obligation and complementary professional expertise on its board
- Company stage
- A network considering expansion, ownership change or a material redesign of service delivery
The seat I am pursuing
I am considering one external non-executive appointment alongside my existing executive directorship, with a possible contribution to strategy or service-risk oversight after proper induction. I would not seek to chair a specialist committee on arrival. Twenty-two days annually is provisional and must be tested against preparation, travel and exceptional demands, with Orthevani's consent. My databank assessment is complete in this fictional record, but the prospective company must still examine the requirements and suitability of the particular appointment. I would value a board that wants to understand the service obligation behind a financial measure and expects complementary professional views to inform decisions. A role needing clinical certification, routine operating intervention or an assumption that I can transfer patients or business relationships would not fit. I would make those limits clear while discussing the contribution I can offer: disciplined executive judgement about commitments, resources and the evidence that a service change has actually achieved what management says it has.
Judgement in practice
01The narrower loss still needed its own explanation
After we deferred two openings and funded work at three centres, their combined operating loss narrowed from ₹1.8 crore to ₹0.9 crore. I reported the remaining loss and did not attribute the whole improvement to the programme. On another board I would ask whether management's account distinguishes an observed result from the explanation it prefers. Directors need to understand the conditions behind a proposed investment and the work still needed at existing operations. They should not run the centres themselves. I would examine whether a positive group result hides a material local obligation and whether the next expansion decision depends on an improvement that has not yet occurred. The contribution is a better account of the choice and its limits, rather than an automatic preference for either growth or restraint.
02A lease milestone did not complete 112 individual arrangements
During two relocations, seventy-two of 112 active service users agreed an arrangement within our network, twenty-four chose an outside provider and sixteen remained unresolved at the checkpoint. We funded a ninety-day transition rather than count a property move as completed continuity. I would ask a board to examine the meaning of a reported completion measure when the people affected still require decisions. Management should identify responsibility, resources and the unresolved group. Qualified professionals must supply the relevant service judgement; directors should not prescribe individual arrangements. I would want the board to understand the consequence of the outstanding cases and how they will return for review, so an administrative milestone does not remove a substantive obligation from the company's attention.
My first year on a board
I would begin with the service model and the ownership expectations, learning where the company's revenue creates a continuing obligation. Through the chair's induction process I would meet management and the relevant professional leaders, examine recent financial statements and study a few material decisions. I would include an instance where the desired result did not occur, asking what the board knew at the time and how management responded. I would learn the responsibilities of the company's committees before proposing where I could help. During the year I would pay attention to the way local difficulties reach the group account and how a change in service is reported as complete. I would seek feedback on whether my questions draw usefully on executive experience or pull me towards managing the business from a non-executive seat. By the end of the year I would want to understand the company's particular obligations and the strengths of its leadership team well enough to challenge an incomplete account without importing assumptions from rehabilitation services. I would also review whether the real preparation demands fit the time I had committed.
Conflicts and their management
Orthevani's provider relationships, suppliers, investors and potential expansion interests would need examination alongside my own financial interests and relevant family connections. A prospective company could have a relationship through an owner or partner even when its name appears unrelated. I would seek consent from our board and arrange the necessary review before receiving confidential papers. I would not use another board role to obtain referral opportunities, protected patient information or commercial intelligence for my employer. Relationships can develop after appointment, so disclosure must remain active. Where recurring conflicts would prevent participation in the board's central decisions, I would question whether the role is workable rather than rely on repeated withdrawal as a permanent solution. The chair and appropriate advisers should assess uncertainties early. My familiarity with a service model would not justify accepting a position in which material I could receive or the decisions I could join were fundamentally restricted.
My independence statement
I hold an executive directorship and employment with Orthevani. Those interests, relevant family relationships and the prospective company's commercial and investor connections would require disclosure and assessment. The company and qualified advisers would need to examine applicable Companies Act conditions and any listed-company or committee requirements. Databank assessment completion does not itself establish independence or suitability for a particular appointment.
Board and committee exposure
Served as a director
Orthevani Rehabilitation Services
Full board, serving in an executive capacity
January 2021 – Present
I serve as chief executive and executive director on a seven-member board. I present management's proposals and participate in the board's collective decisions, including investment sequencing and material service changes. This is an executive seat, not an independent directorship.
Governance learning and readiness
IICA Independent Directors’ Databank: Proficiency assessment passed
I registered with India's independent directors databank in May 2025 and passed the proficiency assessment in March 2026 within this fictional career. I do not claim an exemption. The registration and assessment do not replace the proposed company's examination of appointment requirements, independence, competence, conflicts and available time.
- I have served on Orthevani's board as an executive director since January 2021, with particular exposure to investment choices, remuneration changes and service transitions.
- My preparation for an external role includes directors' duties, financial reporting and the different responsibilities of an executive director and a non-executive colleague. I do not claim clinical competence or an audit-chair qualification.