From paper-component preparation to the whole receiving sequence

Mandate

Make material condition, kit identity and technically released availability visible across the operating sequence

Outcomes

• Funded storage and handling work after a defined panel-condition review
• Changed kit segregation rather than rely only on a final checklist
• Separated returned, held, repaired and retired dunnage
• Matched preparation quantities more closely to the authorised usable window

Decisions in context

The COO appointment brought responsibility for 330 operations colleagues through five managers, with ₹79 crore annual expense and ₹6.4 crore approved capital expenditure. I report to CEO Meena Talverhi. The company has 480 employees and recorded ₹168 crore revenue and ₹18.6 crore operating profit in FY2026. Quality head Rafiq Neshvali reports separately to the CEO, preserving the authority of qualified teams over specifications and release. My decisions concern the resources and sequence that allow material to reach the next user in an acceptable condition. The recent cases required spending on storage, kit preparation, return inspection and smaller adhesive batches instead of accepting convenient counts as a complete operating result. I have no statutory directorship. In preparing for a first board opportunity, I would translate these experiences into questions about enterprise assumptions while leaving technical and operating decisions with their responsible owners.

Reason for the move

Current operating role; considering a first non-executive seat

Mandate

Connect two-site preparation and customer returns through a clear account of material condition

Outcomes

• Examined what common item descriptions omitted about condition
• Connected receiving responsibility with earlier preparation and handling
• Developed managers able to distinguish physical stock from released stock

Decisions in context

I joined Zerqavi in September 2017 for a two-site remit. The company employed 365 people and recorded ₹119 crore revenue in FY2017. I led 250 operations colleagues through four managers, with ₹53 crore annual expense and ₹4.1 crore approved capital expenditure. A shared item description made coordination easier, but it could also conceal differences in the condition or revision of what each site held. I wanted the receiving team to know more than the quantity being transferred. Customer returns raised the same issue in another form: material could be physically present without being ready for another use. The work required planning, quality and commercial colleagues to use compatible categories while retaining their different responsibilities. The COO promotion broadened the operating account and the investment choices attached to it, rather than change the technical authority required for acceptance.

Reason for the move

Promoted to COO

Mandate

Connect component production with the configuration the customer expected to receive

Outcomes

• Examined assembled-kit identity alongside individual component records
• Connected revision changes with stock already made
• Developed a plant-level account of preparation and dispatch responsibility

Decisions in context

Belqora gave me responsibility for a plant rather than one production department. It employed 230 people and recorded ₹67 crore revenue in FY2011. I led 180 operations colleagues through four managers, with ₹31 crore annual expense and ₹2.8 crore approved capital expenditure. Customer-specific packing work made it clear that individually acceptable components were not enough. The assembled kit had to correspond to the intended configuration, including the revision applicable to that order. I learned to ask what happened to stock already made when a drawing changed and how the picking team recognised the combination it needed. Those questions linked engineering records with physical preparation. The subsequent Zerqavi opportunity appealed because it extended that problem across two sites and a returnable-material system, where the receiving operation needed a reliable account of both identity and condition.

Reason for the move

Recruited to Zerqavi for a broader two-site role

Mandate

Make preparation, storage and production sequence work as one operating account

Outcomes

• Examined the waiting time created by production plans
• Connected local batch convenience with the next process's requirements
• Completed a part-time packaging-operations diploma

Decisions in context

Promotion in October 2004 made me responsible for sixty-eight colleagues through three supervisors. Dorzheni employed 175 people and recorded ₹36 crore revenue in FY2004. My remit carried ₹8.9 crore annual expense and ₹64 lakh approved capital expenditure. The difficult choices concerned the sequence around production as much as the production operation itself. A larger batch could reduce local preparation while leaving material waiting longer elsewhere. I began to ask whether the next process could use what our preferred sequence produced, under the conditions it actually faced. A part-time packaging-operations diploma at Qorzemi Materials Institute, completed in November 2009, helped me examine those relationships more systematically. The Belqora move offered responsibility for the whole plant, including the coordination problems I had previously encountered from only one department's position.

Reason for the move

Joined Belqora for a first plant-head appointment

Mandate

Learn the relationship between processing, waiting and the condition received by the next operation

Outcomes

• Observed handling and waiting alongside machine operations
• Supported investigations under experienced engineering and quality colleagues
• Developed the practical knowledge used in a later production-management remit

Decisions in context

I joined Dorzheni in July 1998, two months after completing production engineering. The company employed ninety-two people and recorded ₹14.8 crore revenue in FY1998. I worked in a six-person engineering group under a production engineering manager, without direct reports or independent expense authority. My early work taught me to follow the component after the point at which our own operation had been recorded as complete. Handling and waiting could change what the next colleague received. Experienced engineers and quality colleagues helped me distinguish an observation from an accepted explanation, and a proposed change from an authorised one. I learned to ask for the sequence around a problem before attributing it to the machine. Production management later gave me responsibility for that sequence and for the people and resources needed to make it work.

Reason for the move

Promoted to production manager