A system can carry the right record and still communicate it in the wrong way. I want technology decisions to preserve context: who is using the service, who can see a message, which professional owns a disputed entry and what a recovery exercise actually restored.
The journal
Further reading.
02
Technology resilience and service evidence5 min read
A record can travel successfully while its relationship to an existing entry still requires professional review.
Computing and service-system experience
21 years
Career begins July 2005
IT colleagues
19
Led through three managers
Annual IT operating expense
₹5.2 crore
₹1.1 crore approved capital expenditure
Carry the context across every connection
I lead technology at Fervali Hearing Services from Kohima. Our three centres in Kohima, Dimapur and Guwahati support scheduled appointments and outreach. The company has 230 employees and recorded ₹48 crore revenue in the year ended March 2026. I lead nineteen IT colleagues through three managers, with ₹5.2 crore annual operating expense and ₹1.1 crore approved capital expenditure. My work supports clinical and service teams; it does not give me authority to make a hearing assessment or prescribe a device.
I began in software support in 2005, moved into care-service administration and learned that a technically successful transaction can leave an important question unresolved. A record arriving from an outreach visit may duplicate an existing entry. An appointment reminder may reach a phone shared with someone else. A vendor account may remain enabled after its internal sponsor has left. A restored database may open while the attachments needed to interpret it are absent. These are different problems, and I do not group them under a single claim of digital transformation.
The cases below show how we examined those boundaries. Clinical colleagues owned the reconciliation of disputed records. People using the service helped explain communication preferences. Managers had to take responsibility for vendor access, and service owners participated in recovery exercises. The costs and populations are stated so that the result can be assessed at its actual scale. Our mission-oriented ownership gives us reasons to care about access, but it does not turn an IT intervention into evidence of clinical benefit or establish a charitable status.
Six records needed a human reconciliation
Among eighty-four outreach visits, six duplicate entries required review. We funded ₹36 lakh of synchronisation and reconciliation work, retaining clinical ownership of record decisions instead of merging entries automatically.
A shared phone changed the reminder design
A preference review covered ninety-six accounts; thirty-one raised shared-phone concerns. A ₹22 lakh redesign introduced neutral notifications and clearer choices. It did not certify that every communication or legal requirement was satisfied.
A database restore was only part of the test
A seven-dataset recovery exercise found two missing attachment references. We funded ₹49 lakh of corrective work and repeated the exercise successfully for all seven at the tested point. That result was not a promise about every future recovery.
Current focus
I am making the handoffs between outreach, centres and technical suppliers easier to question. The priority is a usable account of what arrived, what remains uncertain, who can decide and what evidence supports the reported completion.
Conversations I welcome
I am exploring a first external board appointment with a technology-risk contribution, provisionally eighteen days a year and subject to preparation, employer consent and the actual duties involved.
Beyond the page
The record behind the perspective.
Formation
BSc in ComputingZelvori Computing College · 2005
Postgraduate Diploma in Information Management, part-timeArelvi Information Institute · 2013
Akhrieno kept the recovery objective open when the application ran but its supporting attachments were incomplete. Her report recognised the technical work already done while showing why the service still needed a repeat exercise.
Temjen NerzovarChief Executive Officer, Fervali Hearing ServicesThe full record ↗
Contact
I am exploring a first external board appointment with a technology-risk contribution, provisionally eighteen days a year and subject to preparation, employer consent and the actual duties involved.
