From the customer's call to the network decision

Mandate

Connect the household's agreed service with packing, transport coordination, storage, arrival work and partner responsibilities

Outcomes

• Introduced a forty-five-move priority-carton pilot with thirty-eight agreed sequences met and seven exceptions
• Established a selective-retrieval storage offering with its own costs and limitations
• Corrected thirteen assembly-scope mismatches found in an eighty-move review
• Helped release₹39.2 lakh of accepted partner charges while₹2.8 lakh remained under review

Decisions in context

I became COO in March 2021. Rahul is my reporting line, and Farida directs branch service. I lead 420 operating colleagues through six regional heads within₹74 crore FY 2026–27 expense, with a separate₹6.5 crore approved capital programme. The enterprise employs 620 people and operates eight branches and four storage depots. My responsibility is to make the customer's service account executable across those handoffs, while contracted carriers and qualified handling owners retain their authority. The priority-carton pilot and selective-storage offering required explicit additional resources. The assembly correction required me to acknowledge a simplification I had supported, and the partner-payment review connected accepted work with the obligation it created. My COO appointment is executive rather than statutory, and I own no personal stake in the enterprise. The next professional question is how this operating perspective could contribute to collective oversight without becoming a parallel management channel or borrowing the specialist authority of finance, contract or technical colleagues.

Reason for the move

Continuing COO responsibility while preparing for a possible first external board contribution

Mandate

Coordinate the service definition and resources across branches and delivery partners

Outcomes

• Brought origin and destination obligations into a common operating review
• Examined the additional work created by customer exceptions across branches
• Supported a simpler unpacking description whose later limitations I acknowledged

Decisions in context

The network appointment placed 230 colleagues through five regional managers within my responsibility. Zelqavi had 360 employees, six branches and₹78 crore FY 2016 revenue. I reported to the CEO with₹46 crore annual operating expense. Common service definitions helped the network coordinate, but I learned that an unclear definition could spread a mistake just as efficiently as a useful practice. I supported broad unpacking language because it made quotations easier to explain. The later assembly-scope review showed where that simplification had left customers and delivery teams with different expectations. I also worked on the connection between origin decisions and destination resources, asking managers to explain an exception at both ends. The role developed my network perspective without making every branch situation identical. I moved to COO when the company needed that perspective across service design, resources and the commercial relationships supporting delivery.

Reason for the move

Promoted to COO with broader responsibility for the enterprise's operating commitments

Mandate

Align branch commitments with the people and partners responsible for the complete household move

Outcomes

• Coordinated exceptions between origin and destination branch owners
• Made the resourcing consequence of revised customer arrangements explicit
• Developed a regional account of service handoffs instead of isolated branch completions

Decisions in context

I joined Zelqavi in September 2008 and moved from Kochi to Rajkot. The company employed 150 people across four branches and recorded₹31 crore FY 2009 revenue. Sixty-four operating colleagues worked through four branch managers within₹11 crore annual expense, and I reported to the network operations head. The central lesson was that a local solution could create an unplanned task elsewhere. An origin branch might accept a revised arrangement without knowing whether the destination team had the appropriate time or support. I brought those interfaces into the regional discussion and asked managers to identify who had accepted the corresponding responsibility. The work did not eliminate exceptions or make every move standard. It made the consequence of an exception easier to explain before the customer depended on it. That experience prepared me for a network role in which the quality of the handoff mattered as much as the apparent performance of an individual branch.

Reason for the move

Promoted to network operations after developing responsibility across branch interfaces

Mandate

Manage customer coordination and the branch service account through the move

Outcomes

• Connected customer updates with supported operating decisions
• Reviewed the additional work hidden inside reassuring service language
• Developed supervisors' ability to identify who could authorise an exception

Decisions in context

The branch role began in April 2002. Tevqanu had 130 employees and₹19 crore FY 2003 revenue. I managed twenty-two colleagues through three supervisors within₹1.6 crore annual function expense and reported to the regional operations manager. The responsibility brought customer conversations closer to staffing and cost. A phrase used to reassure a household could create work the branch had not arranged, and a narrow completion statement could leave a material task unresolved. I reviewed those situations with supervisors so that an update described a supported decision rather than the answer we hoped to provide. I also learned to identify the person authorised to change an arrangement instead of treating every request as a call-centre problem. The role gave me experience of managing a service team and its economics. I left for Zelqavi to apply that perspective across multiple branches and the operating relationships between them.

Reason for the move

Joined Zelqavi for wider regional operating responsibility

Mandate

Maintain move records and communicate supported updates between households and branch colleagues

Outcomes

• Learned to distinguish a recorded status from an authorised customer commitment
• Supported branch liaison without claiming transport or handling authority
• Developed the habit of asking what a household still needed after an internal milestone

Decisions in context

I joined Tevqanu in July 1996 after completing my commerce degree the previous month. The business employed fifty-eight people and reported₹5.6 crore FY 1997 revenue. I was one of seven coordinators, with no reports or spending authority, and worked under the branch service manager. My assignments involved move records, customer updates and liaison with colleagues responsible for the physical work. I learned that the same status could mean different things to a branch, a carrier and a household. Before repeating a date, I needed to understand who had supported it and what conditions remained. I could not decide transport methods or settle a contractual disagreement, but I could make the unresolved question clear enough for an authorised colleague to act. That early discipline shaped my later leadership:an accurate update should help the recipient understand the actual service position rather than merely repeat the company's preferred milestone.

Reason for the move

Promoted to branch service manager