My interest in computing began with keeping practical work moving, rather than with owning the newest machine. I was born in 1972 and am based in Kozhikode. After completing a BSc in Computer Science at Nelmora Science College in May 1993, I joined Neshori Instrument Services two months later as a junior programmer. The company maintained industrial instruments and needed small applications for service schedules, parts records and customer reports. My first responsibility was to make those tools dependable enough for colleagues who could not stop their working day to investigate a programming problem.
02 / Reconstruction of historic computing environments
03 / Workload-based equipment investment
04 / Application retirement with accountable consumers
Computing colleagues
58
Through three heads within a 620-person business
Annual operating expense
₹19.8 crore
Separate from ₹8.4 crore approved capital allocation
Computing experience
33 years
From July 1993 to October 2026
Keep useful computing within reach and reason
I lead internal computing at Orelvi Design Computing in Kozhikode. Our colleagues integrate engineering software and support simulation workflows for industrial customers. My 58-person function maintains the applications, workstations and supporting services on which that work depends. I oversee ₹19.8 crore in annual operating expense and an ₹8.4 crore approved capital allocation. The company has 620 employees; its customer engineering judgements sit outside my authority. A functioning environment is necessary for their work, but it does not certify the engineering result.
I began as a programmer in an instrument-service business in 1993. Maintaining applications after their original authors had moved on taught me to value the less visible parts of computing: dependencies, entitlements, retrieval instructions and the practical knowledge held by a support team. At Orelvi I progressed through engineering-computing management and infrastructure leadership before becoming CIO in July 2020. The larger budget has not removed the need to understand a single working session or a single renewal decision.
The examples here concern choices that looked simpler in a purchasing summary than they were in use. We reviewed named subscriptions without assuming that every quiet account could be cancelled. We rebuilt historic toolchains and reported the two that remained blocked. We bought workstations against measured tasks instead of one seniority-based specification. We also retired application interfaces only after consumer owners confirmed how their work would continue. These are decisions about sustaining useful capability while making its cost and limits visible.
13 renewals avoided
A review of 186 named subscriptions identified 41 without an active requirement. Twenty-eight were reassigned under permitted terms and thirteen cancelled at renewal, reducing annual subscription expense by ₹39 lakh. Reassignment and cancellation were distinct outcomes.
22 of 24 environments rebuilt
An initial trial rebuilt nineteen historic engagement environments. A ₹62 lakh correction programme recovered three more; two remained blocked. Reproducing the environment did not establish the correctness of the original engineering calculation.
Purchases matched to work
A 60-workstation programme separated memory, processor and graphics needs. The selected mix cost ₹1.32 crore against a ₹1.80 crore uniform proposal. The ₹48 lakh difference describes purchase cost, not a claim about employee productivity.
Current focus
I am making renewal dates, supported toolchain versions and retirement obligations easier for business owners to understand together. An inexpensive subscription can become costly if its data cannot be recovered; an expensive workstation can be justified by a specific workload without becoming the standard for every employee.
Conversations I welcome
I am preparing for a first external board appointment in a privately held industrial-services or engineering-support business. I can contribute to questions about technology expenditure, service dependence and credible exit planning, subject to employer clearance, conflict review and the actual demands of the role.
Beyond the page
The record behind the perspective.
Formation
BSc in Computer ScienceNelmora Science College · 1993
Elina asked us to keep the thirteen cancelled subscriptions separate from the twenty-eight reassignments. The smaller cash-saving figure gave the board a clearer account of what we were still paying for.
David RovelianFictional CEO and current reporting manager, Orelvi Design ComputingThe full record ↗
Contact
I am preparing for a first external board appointment in a privately held industrial-services or engineering-support business. I can contribute to questions about technology expenditure, service dependence and credible exit planning, subject to employer clearance, conflict review and the actual demands of the role.
