Growth should leave the company with choices it can still afford

I lead Vezqari Industrial Enclosures from Guwahati. We manufacture empty sheet-metal housings at two sites, in Guwahati and Silchar, with 560 employees and FY 2026 revenue of ₹214 crore. Operating profit was ₹17.8 crore. I have seven executive direct reports and company-wide profit responsibility within a board-approved ₹14.6 crore annual capital envelope. Non-executive chair Asha Merzhali leads the board; CFO Rohit Nalqeri owns financial-control responsibilities. Engineering and quality colleagues retain the technical assessments behind the products we release.

My career began in production engineering in 1995 and moved through operations management, general management and a COO appointment. I grew up in Aizawl and learned manufacturing through regional businesses where a capital decision was also a decision about what people could keep doing when conditions changed. Becoming CEO broadened that responsibility. A product family can make the catalogue impressive while consuming support it does not pay for. An acquisition can add capacity while restricting the cash available to use it. A large order can make the company less free to serve anyone else.

The cases here describe choices to limit those obligations. We declined a proposed acquisition after examining costs beyond its price, withdrew a loss-making custom-cover family with a funded customer transition, refused an exclusive capacity commitment and paid for a two-site recovery when flooding interrupted work. These are fictional commercial decisions with explicit costs and remaining limitations. Our products are empty enclosures; the account does not imply electrical-system approval, a certified protection rating or an environmental assurance.

Current focus

I am examining where the company's apparent growth consumes its future room to decide. The work includes capital after acquisition, obligations after product withdrawal and the capacity retained outside a major customer's proposed commitment.

Conversations I welcome

I am considering one non-executive appointment beyond my current executive directorship, with eighteen provisional days in addition to my employment responsibilities and subject to consent and conflict review.