The return count concealed the decisions still waiting

The returned frames arrived together, so the stock report treated them as one useful number. Inspection told a different story. Sixty-three of the 240 needed to be held; forty-one could later be repaired and released, while twenty-two were retired. That distinction captures much of my work as an operations leader. Material moves through the factory and back from customers in categories that are convenient to count. My responsibility is to ask whether those categories describe something the next person can actually use.

I was born in 1976 and grew up in Nashik. I completed production engineering at Nervali Engineering College in May 1998 and joined Dorzheni Paper Components that July. The regional business 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 independent spending authority. Paper components taught me to notice handling and waiting as well as the machine operation. A satisfactory result at one point could be undermined before the item reached the next process.

In October 2004 I became production manager. Dorzheni then employed 175 people and recorded ₹36 crore revenue in FY2004. I led sixty-eight colleagues through three supervisors, with ₹8.9 crore annual operating expense and ₹64 lakh approved capital expenditure. The role brought responsibility for the sequence around production, including storage and preparation. I could no longer treat an interrupted run as a matter for another department when our own plan had created the conditions. I completed a part-time packaging-operations diploma at Qorzemi Materials Institute in November 2009 while remaining in the role.

I joined Belqora Transit Packs as plant head in April 2011. The business employed 230 people and recorded ₹67 crore revenue in FY2011. I led 180 operations colleagues through four managers, with ₹31 crore annual operating expense and ₹2.8 crore approved capital expenditure. Customer-specific packing arrangements made revision identity particularly important. A component could satisfy its own drawing and still be wrong for the kit beside it. I learned to examine the assembly and dispatch account rather than accept a collection of separately satisfactory production records as proof of a satisfactory shipment.

In September 2017 I moved to Zerqavi as vice president of operations. The company had 365 employees and ₹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. Working across two sites exposed the assumptions hidden in transfers and returns. A common item name did not establish a common condition. I wanted the receiving team to know what had been examined, what remained uncertain and who had authority to release the material for its intended use.

I became COO in January 2023, reporting to Meena Talverhi. I now lead 330 operations colleagues through five managers. The ₹79 crore operating expense and ₹6.4 crore approved capital expenditure describe my remit; the company's ₹168 crore revenue is a different measure. Rafiq Neshvali leads quality and reports separately to the CEO. That reporting relationship matters when dispatch pressure meets a technical question. I can fund a change, alter the operating plan and make the commercial cost visible. I cannot turn a doubtful item into an accepted one by insisting that the order is urgent.

Recent decisions have concerned stored-panel condition, mixed-revision packing kits, returned dunnage and the usable window for prepared adhesive. Each involved a credible simpler response: adjust material specifications without changing storage, add another final checklist, count every return as available, or continue preparing larger batches for convenience. We chose more specific interventions and paid for them. The results retained failures, unresolved cases and retired items. I do not want a useful improvement to become a story in which every uncertainty has disappeared. Technical acceptance remains specific to the product, application and qualified process.

I have no statutory directorship. I registered with the IICA independent directors databank in 2025 and passed its proficiency assessment in June 2026 within this fictional career. I am considering a first non-executive opportunity where practical operating judgement could help a board understand the conditions behind reported availability and reuse. Twenty annual days is provisional and would need to fit employer consent and the real calendar. My experience is regional industrial packaging, not specialist environmental certification or every form of transport protection. A board should be able to assess that contribution and its limits before deciding whether the fit is useful.

Open to Board appointments

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