The person who pays, the person who enquires and the person who receives support may be different people. Marketing has to make the offer understandable to each of them without allowing a reassuring phrase to promise work the service cannot perform.
I am chief marketing officer of Selqavi Home Support in Ajmer. We offer scheduled companionship, help with errands and agreed household tasks across eight Rajasthan districts. These are non-clinical services: we do not provide nursing, medical assessment or emergency response. The business employs 620 people and recorded ₹74 crore revenue in FY 2026. I lead twenty-six marketing and enquiry colleagues through four leads, with ₹6.8 crore annual function expense. Operations head Farid Tervoshi retains responsibility for staffing and accepting a service commitment.
I began in field-service coordination in 1998. Before I learned to write an offer, I learned what it meant for a colleague to arrive at a home with an expectation they could not fulfil. Later roles in client relations and regional marketing taught me that the person making the enquiry is not always the person who will receive the service. A relative may want reassurance, while the intended recipient wants a different schedule or does not want the proposed arrangement at all. A commercial process needs room for that distinction.
My work now connects the language of the offer with delivery capacity, recipient choice and the cost of acquiring suitable business. The cases here include withdrawing a campaign whose wording implied too much, limiting a locality launch to staffed areas, changing proposed arrangements after recipient conversations and leaving referral channels that did not meet our contribution requirements. These decisions gave up spend or prospective business. They also made the commercial account more precise about what we could responsibly sell and what the person receiving support had actually agreed to.
A familiar phrase carried an unavailable promise
We withdrew an 'always there' campaign after recognising that it could imply continuous or emergency availability. The ₹31 lakh preparation cost was written off; revised work stated scheduled hours and service boundaries.
Seven localities were ready for the launch
Operations cleared seven of eleven planned locality clusters. I limited the campaign to those seven and allocated ₹86 lakh there, accepting a modelled ₹1.9 crore of first-year revenue deferred from the four unready clusters.
The recipient changed the proposed arrangement
In eighty-three onboarding conversations, nineteen intended recipients wanted a change or declined. Fifteen arrangements were reconfigured and four did not begin. A paying relative's preference did not close those decisions.
Current focus
I am improving the connection between the enquiry conversation and the support a person wants to receive. A useful commercial measure should recognise an appropriate agreement, not merely a willing payer or an enquiry that can be counted quickly.
Conversations I welcome
I am considering a first external board contribution in a service business where brand promises and operating capacity need closer examination, with twenty-two provisional days annually and the necessary preparation and consent.
Beyond the page
The record behind the perspective.
Formation
Bachelor of CommerceKelzari Commerce College · 1998
Postgraduate Diploma in Marketing, part-timeOrvathi Management Institute · 2006
Faizan accepted the write-off when the campaign's central phrase suggested availability we did not provide. He explained the cost and the reason together, rather than ask operations to make the promise workable after release.
Rashmi ZamraviChief Executive Officer, Selqavi Home SupportThe full record ↗
Contact
I am considering a first external board contribution in a service business where brand promises and operating capacity need closer examination, with twenty-two provisional days annually and the necessary preparation and consent.
