The quoted product name had not explained the intended use

The enquiry arrived with a product name, a quantity and a request for our best price. It looked complete on the sales list. It did not identify the person who understood the intended application. I had seen that pattern as a young coordinator and saw it again as CMO: a neat commercial entry could still leave the most useful conversation waiting to begin. When we later reviewed 184 recorded leads, sixty-two lacked an identified application owner. I wanted marketing to improve that starting point rather than celebrate a larger number of incomplete introductions.

I grew up in Kochi and completed a commerce degree at the fictional Zarqeni Commerce College in May 1997. My first appointment began in July at Nevqori Industrial Supplies. I worked in a seven-person sales-coordination group without direct reports or delegated spending authority. The distributor employed seventy-four people and reported ₹12.6 crore revenue for the year ending March 1998. I learned how purchasing requests travelled through a business and how much depended on the person able to explain the actual use. Being quick with a quotation was valuable, but it did not repair an unanswered application question.

In October 2003 I joined Velqashi Handling Products as product marketing manager. Eight colleagues and two leads worked within ₹1.1 crore annual authority. I moved from coordinating enquiries to deciding how a product should be introduced before the enquiry existed. The company then employed 210 people and recorded ₹48 crore revenue for the year ending March 2004. My work involved product descriptions, buying information and the conversations between commercial and technical colleagues. I became interested in the words that made a buyer ask the right next question, rather than only the words that made the range sound impressive.

I completed a part-time postgraduate marketing diploma at Kelzavi Marketing Institute in November 2009 and became head of market development in April 2010. The remit expanded to fifteen colleagues through three managers and ₹3.2 crore annual authority. Velqashi had 340 employees and ₹92 crore revenue for the year ending March 2011. I learned that a recognised name could carry expectations the company had never intended to create. A familiar product family, a referral or an adjacent category could make a buyer assume more than the approved proposition said. Market development required deciding which of those expectations the business was prepared to own.

I moved to Vorzeli Industrial Belting in September 2016 as vice-president of marketing. Twenty-one colleagues and three managers supported the work, with ₹5.7 crore annual authority. The company employed 470 people and recorded ₹154 crore revenue for the year ending March 2017. I had a broader brand account, but the business remained close enough to its industrial customers that an unclear promise returned quickly through a salesperson or technical colleague. That proximity was useful. It made the cost of an attractive but incomplete marketing statement harder to dismiss as somebody else's implementation problem.

Since January 2022 I have been CMO, reporting to CEO Anju Belzhori. Vorzeli's commercial office is in Kochi and manufacturing is near Alappuzha. Working founders hold 45%, a management trust 20% and a regional investor 35%. The current 610-person business reported ₹213 crore revenue and ₹18.7 crore operating profit for the year ending March 2026. My function has twenty-six employees through four managers, with eight agency personnel separately. The ₹8.4 crore marketing allocation is not authority over the whole commercial business. Faisal Zorqemi retains technical suitability and claims approval for our non-food industrial conveyor-belt applications.

One recent proposal offered an indicative annual minimum for licensing our name into unrelated industrial goods. I recommended declining it after a funded review, because recognition would have travelled further than our technical and service responsibility. Another proposal would have rewarded individual installer referrals. We did not launch it; we funded approved communication work with an explicit account of what marketing was buying. The enquiry and naming programmes addressed different problems: missing context in the commercial brief and confusion between legacy product references. I keep their outcomes separate from sales because a clearer introduction is useful without pretending it is already an order.

I have no statutory directorship and have not yet registered with the IICA independent directors databank. I am considering a first non-executive contribution in an industrial business whose market position depends on how buyers understand its offer. Twenty-two annual days is provisional, subject to consent and the actual board calendar. I would need preparation and company-specific eligibility review. My contribution would be a set of questions about recognition, responsibility and the route to a buying decision. It would not make me the technical approver of another company's products or the executive directing its marketing team.

Open to Board appointments

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