The application opened before the recovery was complete

The restored application opened normally. The database checks also completed. Yet two of the seven datasets in our exercise had missing attachment references, so the result was not the recovery our service owners needed. That experience is a useful introduction to my work. I ask what a technical completion means to the person who must use it, and whether the evidence includes the context needed for their decision.

I was born in Nagaland in 1983 and completed a BSc in Computing at Zelvori Computing College in May 2005. I joined Pernathi Systems Studio in Kohima that July as a support developer. The firm built administrative software for regional service businesses. I worked in a six-person support group under the development lead, without budget or hiring authority. Investigating a reported fault often meant reconstructing what the user had been trying to accomplish before the application produced the result we could see.

In September 2009 I joined Vorsheli Care Network in Dimapur as a systems analyst. The company employed ninety people and operated two outpatient service centres. Its FY 2009 revenue was ₹12 crore. I worked with reception, accounts and clinical colleagues on administrative systems, reporting to the operations manager. I had two support colleagues and a ₹24 lakh annual support allocation. The role made clear that a system's categories could be convenient for administration without being sufficient for a professional decision. I learned to ask who should resolve a discrepancy rather than treat every inconsistent field as a technical error to be corrected by IT.

I completed a part-time postgraduate diploma in Information Management at Arelvi Information Institute in November 2013. In January 2014 I became Vorsheli's IT manager. The business had grown to 150 employees and three centres, with ₹26 crore FY 2014 revenue. I led seven colleagues, with ₹1.1 crore annual IT operating expense and ₹32 lakh approved capital expenditure. I became more involved in supplier access, service continuity and the relationship between a contract and the actual responsibilities retained inside the company. An external specialist could perform a task without becoming the owner of every decision surrounding it.

I moved to Fervali Hearing Services in April 2018 as head of clinical-support systems. Fervali then employed 160 people across two centres and recorded ₹31 crore revenue in FY 2018. I led eleven IT colleagues through two team leads, with ₹2.8 crore annual operating expense and ₹65 lakh approved capital expenditure. The work connected centre systems with scheduled outreach. It required us to understand interruptions in connectivity without treating them as an excuse for uncertain record ownership. Clinical professionals continued to decide what a disputed entry meant for a person's care; my team made the discrepancy visible and supported a traceable resolution.

I became CIO in July 2022. Fervali now has three centres in Kohima, Dimapur and Guwahati, 230 employees and FY 2026 revenue of ₹48 crore, with ₹3.9 crore operating profit. A mission trust owns 61% and a regional impact investor 39%. I lead nineteen IT colleagues through three managers, with ₹5.2 crore annual operating expense and ₹1.1 crore approved capital expenditure. Temjen Nerzovar is our CEO, and Rehana Veshmali is clinical director. Ownership by a mission trust does not itself make the company a charity, and our technology account should be as precise as our ownership description.

My recent work concerns four distinct questions: reconciling outreach records, respecting communication choices where phones are shared, assigning responsibility for remote vendor access and proving that a recovery includes the attachments needed by service owners. Each case identifies a reviewed population and a bounded result. I do not present an absence of a detected problem as proof of universal security, or a system change as a clinical outcome.

My executive responsibilities have not included a directorship, and registration with the Indian independent directors databank remains part of my preparation ahead. I am preparing for a possible first appointment rather than claiming that an executive title supplies board eligibility. Eighteen days a year is a provisional capacity, including preparation and exceptional demands. I would bring experience of testing technology claims against the service decision they are meant to support, while learning the prospective company's own obligations and the limits of my contribution.

Open to Board appointments

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