The finished picture had hidden an unfinished choice

I had approved the borderless wall-print mock-up because it looked finished. The photograph filled the scene beautifully, and the frame gave the product a convincing place in a room. Elena then asked customers to show us the part of the image they most wanted to keep. Some chose a face near an edge or a detail the composition had already cropped away. The preview was attractive, but it had made a personal decision before making that decision visible. I needed to change the product, not merely add a warning underneath it.

I grew up in Aizawl and completed graphic communication at the fictional Zeqravi Design College in May 1998. I joined Telqari Print Products that July as a graphic designer. The company had ninety employees and ₹14 crore revenue for the year ending March 1999. I belonged to a six-person design group, with no staff-management or spending delegation. Much of my early work involved preparing material that another person would approve. I learned that an accurate production file could still be a poor explanation of what the customer was choosing.

In June 2004 I became proofing-service lead. Nine colleagues worked through two supervisors within ₹56 lakh annual function expense. Telqari had 160 employees and ₹29 crore revenue for the year ending March 2005. I began seeing approval as a service interaction rather than a completed box in a workflow. People could approve something they had not understood, or ask for a change without knowing which part of the production process it affected. Part-time management study at Velnqari Management Institute, completed in November 2008, helped me connect those questions with the commercial account while remaining employed.

Qerzuni hired me as product manager in May 2010. It then had six studios,140 employees and ₹38 crore revenue for the year ending March 2011. I led fourteen product colleagues through two leads within ₹1.4 crore annual expense. Personalised photo books brought several decisions together: selecting images, arranging pages, choosing a physical format and deciding who could speak for a group. The work taught me to look beyond the person whose name appeared on the order. Other contributors and the eventual recipient could experience a different version of the product we thought we had designed.

The vice-president of product appointment followed in September 2016. Twenty-seven colleagues worked through three heads within ₹4.7 crore annual expense. The company had eleven studios,230 employees and ₹79 crore revenue for the following March year-end. We were expanding the ways people could create a keepsake, but a broader feature list did not always make the task easier. I became interested in where a product should offer an explicit decision and where it should remove a burden. That distinction could not be settled solely by making every screen shorter.

I became chief product officer in January 2022. Today thirty-eight product colleagues work through four heads within ₹8.6 crore FY2026–27 development expense. Qerzuni's310 employees operate seventeen studios and the online service; company revenue was ₹128 crore and operating profit ₹8.4 crore for FY ending March 2026. Sameer Zorvethi holds enterprise decisions, while Elena leads customer research. Engineering, production and studio operations remain separately accountable. My role is to shape the proposition and the choices it offers, then work with those owners on a service the business can actually provide.

The collaborative-album programme cost ₹61 lakh and retained two explicit ways to manage contributions. The wall-print preview work cost ₹28 lakh and made crop and visible boundaries easier to inspect. A ₹39 lakh product programme removed the assumption that receiving a physical gift should require a new digital account. Finally,₹43 lakh supported assisted capture at eight studios for customers who wanted to keep their original photographs with them. These are development and programme costs, not a claim that each project produced a measured financial return. We also retained the unfinished projects and customers who declined a service in the review.

I have no statutory directorships. In this fictional record I registered with the IICA independent directors databank in June 2026; assessment preparation remains unfinished and I claim no exemption. Twenty-four days a year is a provisional allowance for a first external role, subject to employer consent and a realistic calendar. I would bring attention to the people a product decision affects and to the point at which their choices become commitments. I would also bring my own error with the print preview. A leader can value good design and still need to be shown where its elegance has hidden the customer's intention.

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