The person paying was not the person receiving support

The family member wanted the arrangement to begin immediately. The intended recipient wanted a different schedule and less help. A conventional sales account might have treated the first conversation as the decisive one because it came from the payer. My experience in home-support services has taught me to ask whose daily life the offer will enter before calling an enquiry ready to convert. A commercially attractive request can still require a different agreement.

I was born in Ajmer in 1977 and completed a Bachelor of Commerce at Kelzari Commerce College in May 1998. In July I joined Nerthali Service Partners as a field-service coordinator. The company organised household and local business support tasks, with sixty-two employees and ₹6.8 crore revenue in FY 1998. I worked in an eight-person coordination group under the service manager, without independent spending or hiring authority. My early work involved explaining schedules and following up on differences between what a customer expected and what a colleague had been assigned to do.

I moved to Vezhori Community Services in September 2004 as client relations manager. The business employed 180 people and recorded ₹21 crore revenue in FY 2004. I led fourteen client-relations colleagues with a ₹58 lakh annual communications and enquiry allocation. I learned to hear the differences between the purchaser's reason for buying and the experience of the person receiving support. I completed a part-time postgraduate diploma in Marketing at Orvathi Management Institute in November 2006, while remaining in the role.

In January 2011 I became Vezhori's regional marketing manager. The company employed 320 people, with ₹39 crore revenue in FY 2011, and I led eighteen colleagues across three districts with ₹2.2 crore annual marketing expense. The work moved me closer to campaign choices and referral relationships. I began asking whether a channel brought suitable enquiries at a sensible total cost, rather than only whether it produced a large volume. Enquiry handling, travel and explaining an unsuitable request were real work even when they did not appear in the headline campaign price.

I joined Selqavi Home Support in July 2017 as marketing director. At entry Selqavi served five Rajasthan districts, employed 410 people and recorded ₹46 crore revenue in FY 2017. I led twenty marketing and enquiry colleagues through three leads, with ₹4.1 crore annual expense. The business wanted to expand without allowing its public promise to run ahead of staffing. I worked more closely with operations on what a locality launch meant, which tasks could be offered and who had authority to accept a particular service arrangement.

I became CMO in April 2022. Today Selqavi employs 620 people across eight districts and recorded ₹74 crore revenue and ₹6.2 crore operating profit in FY 2026. The founding family owns 43%, an employee trust 17% and a regional investor 40%. I lead twenty-six marketing and enquiry colleagues through four leads, with ₹6.8 crore annual function expense, reporting to CEO Rashmi Zamravi. Farid Tervoshi leads operations and retains staffing and service-acceptance authority. Our offering remains non-clinical; I do not use the language of care to imply nursing, medical expertise or emergency availability. The distinction belongs in our enquiry conversations as well as in the material that first attracts interest.

Recent decisions have made those boundaries tangible. We wrote off a campaign whose central phrase suggested more availability than we offered. We restricted a launch to seven staffed locality clusters rather than all eleven in the original proposal. We changed fifteen proposed arrangements after recipient conversations and did not begin four others. We also left three referral channels after examining their fully loaded contribution, rather than preserving their booking volume as a marketing success.

I have not held a directorship. I registered with India's independent directors databank in February 2026 and have not passed the proficiency assessment or claimed an exemption. I am considering one external board contribution after the applicable preparation and reviews. Twenty-two days annually is provisional. My experience may help directors examine the relationship between a brand promise, a service agreement and the work required to honour it. It does not make me a clinical adviser, an automatic fit for every consumer business or independent of relationships that still need to be disclosed and assessed.

Open to Board appointments

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