Leadership review
Fariha Zeqmorsi
Chief Technology Officer · India
A letter from Fariha Zeqmorsi
I once let an air-cooling result stand too close to a claim about load readiness. The instrumented load told a different story. I now ask what was actually measured, what the customer intends to carry and which part of the proposed claim the evidence does not support.
I grew up in Dharwad and completed a Bachelor of Engineering in Mechanical Engineering at the fictional Zevqomri Institute of Engineering in May 2000. I joined Nerqelvi Thermal Works that July as a thermal engineer. At FY2003 scale the firm employed forty-five people and recorded ₹11 crore revenue. I worked under a project engineering manager without a delegated spending budget. My early responsibility was to understand the conditions attached to a measurement before using it to explain the behaviour of a design.
Fariha Zeqmorsi
Chief Technology Officer
Strategic priorities
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Performance
Priority outcome 01
In 2018, while I led engineering, we demonstrated a refrigerated body using a defined trial arrangement. The measured air condition reached the selected criterion in fifteen minutes. An instrumented thermal mass in the same exercise took seventy-three minutes to reach its own specified criterion. I had supported describing the product as load-ready in fifteen minutes. That description allowed an air response to stand for a different claim about what a carried load could experience. The fault was in the proposition I supported, not in the technician's measurement. The commercial team wanted to retain the shorter figure and explain the slower result in supporting material. A concise message would help launch the body and avoid reopening work already prepared for customers. I opposed keeping a headline whose ordinary meaning exceeded the evidence. The difference was not a minor qualification: a body intended to maintain preconditioned cargo had been discussed as if a quick air change established readiness of the load itself. We needed the customer use and the engineering evidence to meet before the offer could proceed. We withdrew the fifteen-minute load-ready claim and funded ₹58 lakh of redesign and qualification work. Qualified thermal and product colleagues reviewed the intended conditions with the relevant customer owners. The resulting offer was confined to preconditioned loads where the actual application had been qualified. The seventy-three-minute observation stayed attached to its defined exercise; it did not become a universal cooling time. We did not provide a public temperature rule or describe the body as certifying food or pharmaceutical suitability. The choice delayed the broader launch proposition and required commercial colleagues to explain why an attractive number no longer carried the earlier promise. The programme cost was visible, and the body manufacturer retained a narrower role than the original message implied. We did not claim that every possible product, loading arrangement or journey had been examined. The useful result was an offer whose stated purpose matched the supported application, with the remaining approval responsibilities explicit. I learned to ask what physical quantity a demonstration measures before discussing how persuasive it looks. Air, a trial thermal mass and a customer's product are not interchangeable evidence. I would now bring the intended load and its responsible owner into the first development brief. That would make the claim a consequence of the engineering question, rather than a promise the engineering team is later asked to defend.
Priority outcome 02
A 2022 body-development proposal used a thicker insulated construction to improve performance in selected thermal conditions. The prototype assembly weighed 180 kilograms more than the comparison assembly. That mass did not make the thermal result irrelevant, but it changed the conversation about where the design could be useful. The product had to fit a vehicle and a duty, not merely a thermal demonstration. Our proposed ₹3.2 crore tooling programme initially treated the construction as a broad next-generation replacement. The product sponsor wanted to proceed with the common tooling and leave customer configuration to the sales and application teams. A standard body would simplify manufacturing and produce a clearer product story. Joseph's operating team was concerned that the mass consequence would appear late in customer discussions, after the standard had already been fixed. I supported a narrower stage that examined the complete vehicle and intended load with qualified owners before assuming the thicker construction belonged across the offer. We replaced the ₹3.2 crore broad proposal with a ₹1.1 crore limited development stage covering two defined duty families. The measured 180 kilograms remained in the account alongside the thermal evidence. Relevant vehicle, loading and product specialists retained responsibility for the actual configurations and approvals. We did not publish a universal payload deduction or claim that every chassis could accept the same change. The limited stage was a learning and qualification decision, not approval of every customer application within a marketing category. The trade-off was a less uniform product programme. Manufacturing lost some anticipated simplicity, and the enterprise had to continue supporting different body constructions while the assessment progressed. The smaller initial investment was not described as ₹2.1 crore of permanent savings, because the deferred scope could require later work. Nor did we claim that the heavier design was inherently inferior. Its value depended on the duty for which the thermal improvement justified the mass and other operating consequences. The case changed how I present product improvements to the executive team. A benefit measured in one discipline should not arrive without the costs transferred to another. I would involve vehicle and load owners before presenting the next construction as a standard replacement. The technical account becomes more useful when it identifies where a design earns its consequences, rather than asking the rest of the enterprise to absorb those consequences after the product has been announced.
Priority outcome 03
In 2023 a proposed seal material entered a defined compatibility assessment relevant to the intended body and service process. Thirty specimens were examined under the selected protocol. Seven changed beyond the agreed criterion and twenty-three remained within it. The result concerned that material, specimen preparation and assessment; it was not a general statement about every cleaning practice or every installed body. The material had been attractive partly because its price supported a lower-cost product offer. The purchasing sponsor proposed releasing it for the initial production stage and handling exceptions through service guidance. That would keep the launch date and avoid a more expensive component. Qualified materials colleagues wanted the result resolved before the material became part of the standard assembly. I supported that position. A service note could not turn the seven observations into evidence that the intended arrangement was suitable, and the company should not leave the customer to discover the limitation during routine use. We authorised a ₹54 lakh development and assessment programme and moved to a reviewed replacement material for the defined product. The component choice added ₹2,400 per body and delayed the release by twelve weeks. The selection remained subject to the actual product and application approval process. I did not publish chemical instructions, declare compatibility with every cleaning substance or treat the replacement as a regulatory certification. The technical team retained the protocol and the limits of the evidence rather than turn a purchasing change into a broad assurance. The recurring cost mattered as much as the programme expense. Commercial colleagues had to revise the offer instead of treating the additional component cost as an engineering detail that could be absorbed without consequence. Service colleagues also needed an accurate account of the supported arrangement. We did not claim that the decision eliminated all future seal problems, and the initial seven specimens were not presented as a predicted field-failure rate. They were sufficient to reopen the specific release decision under examination. I learned that a low-cost material is only a useful proposal when the surrounding service conditions have been considered. The assessment belongs before the product story and price become difficult to change. I would ask purchasing, service and the relevant specialists to agree that boundary at the first material brief, so a disappointing result becomes a development decision with an owner rather than a late obstacle that someone is expected to explain away.
Priority outcome 04
A 2024 monitoring review examined twenty-three notifications associated with selected installed bodies. Seventeen displayed values supported by current readings. Six displayed a held last value after communication had stopped. The display did not make the difference sufficiently clear. A user could see a plausible number and assume it represented the present condition, even though the system only knew what had been reported earlier. The issue was the meaning of the display, not evidence that all six loads had experienced a particular condition. The software sponsor preferred to retain the last value prominently because an empty or unknown state would produce more service enquiries. Operators wanted a useful view during intermittent connectivity, and that concern was reasonable. I argued that continuity of presentation should not imply continuity of measurement. The last reading could remain available with its age and status, but it should not look like a current observation. The product needed to communicate the gap rather than make uncertainty disappear behind a stable number. We funded ₹37 lakh of firmware and display work. The revised arrangement distinguished current, last-known and unavailable states within the defined monitoring function, with service and product owners reviewing the explanations. The six affected examples were retained as evidence of the earlier ambiguity; they were not relabelled as thermal excursions. IT connectivity did not become an automatic cargo decision, and the change did not provide remote instructions for managing an actual load. Appropriate operating and qualified product owners retained those responsibilities. The immediate cost included more visible uncertainty and the support work needed to explain it. That was preferable to a reassuring display that could not support its apparent meaning. We did not claim continuous monitoring for every installed unit or infer product quality from the absence of an alarm. The programme addressed a defined display and state problem. The seventeen current observations and six held values remained a selected review, not an estimate of the entire fleet's communication reliability. The lesson was that a useful interface may sometimes need to say less. A number without a dependable time and state can carry more confidence than the system possesses. I now ask whether a monitoring proposal can show a gap in a way the user understands, including the difference between an old observation and a new one. That question should be resolved before the dashboard's visual continuity becomes a feature everyone is reluctant to interrupt.
Priority outcome 05
In 2025 a supplier notice identified an approaching end to support for a controller family used in 260 installed units. The bodies could remain in service beyond the supplier's timetable, so the enterprise needed to decide what its own support commitment meant. Buying spare controllers was one option, but it would not necessarily address future configuration, maintainability or component availability across the installed base. The decision concerned a product relationship already in the field, not only the next body leaving the factory. The service sponsor proposed ₹48 lakh of spare stock as the response requiring the least immediate change. It would preserve a familiar component and avoid an engineering change for customers. I supported examining that option, but opposed presenting stock alone as a complete answer to the support horizon. Different installed configurations needed review, and a finite holding could defer the same dependency without changing it. I recommended a ₹1.1 crore controller-redesign and transition programme with a defined pilot before wider release. The enterprise approved the development route. Forty-four units entered the pilot; thirty-one completed the required conversion process and thirteen remained under configuration review. Qualified product and vehicle owners retained the release decisions for actual installations. We did not describe the pilot as a blanket approval for all 260 units, supply a public retrofit instruction or claim that a replacement controller automatically settled every support dependency. The pending thirteen remained visible in the programme account rather than disappear into a general completion percentage. The choice required more immediate spending than the stock-only proposal and additional customer coordination. It also left two support arrangements in operation while the transition was assessed. Those were real consequences, not temporary details to remove from the business case. The ₹1.1 crore was development and transition commitment, not a claim about realised lifetime savings. The wider installed base still needed a supported sequence, and future completion was not reported as though it had already happened. I learned that the supplier's product life and the customer's installed life can diverge long before a component fails. The manufacturer has to decide how it will support that interval and fund the evidence required. I would establish the support horizon and configuration record at the original component selection, rather than wait for a notice to make the dependency visible. A stock purchase can be useful, but it should not quietly stand in for an engineering strategy the enterprise has not yet made.
Stakeholder voices
In this fictional case, Fariha accepted responsibility for the load-ready description rather than treat the longer thermal-mass result as a communication inconvenience. She brought the narrower offer and the ₹58 lakh response to the enterprise discussion, so we could decide with the evidence boundary and commercial cost visible.
The invented controller transition retained the thirteen pending configurations alongside the thirty-one completed conversions. Fariha did not ask service to describe the whole installed family as resolved simply because a replacement design existed. That made the customer and operating work part of the programme rather than an afterthought.
Outlook
A convincing thermal demonstration needs a claim that matches what was measured, rather than a broader promise carried by an attractive time figure.
Read the essayA thermal improvement belongs inside a complete vehicle and duty account, including added mass, manufacturing variation and the cost of a limited development stage.
Read the essayA supplier's support timetable does not define the customer's product life, so spare stock and a supported transition need to be considered as different commitments.
Read the essayAn invitation
I welcome technical-leadership, advisory and speaking discussions about refrigerated bodies and engineered service products. I am exploring a first company-board contribution with twenty days provisionally available. My IICA databank preparation has not reached registration; neither an assessment pass nor an exemption forms part of this account. My executive presentations provide experience of reporting technical choices, not a statutory board appointment.
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