Leadership review
Raghav Tzeqenri
Chief Technology Officer · India
Highlights
64
Engineering employees
Five heads; twelve contractors outside this employee count
₹18.4 cr
Annual operating authority
₹6.2 crore change investment separately approved; finance owns classification
36 years
Engineering career
Entered July 1990; CTO appointment January 2021
A letter from Raghav Tzeqenri
The software we release carries assumptions about how it was made, what its numbers mean and who will maintain it. I want those assumptions recoverable by the next person who must rely on the service, including when the original engineer is no longer available to explain them.
The deployment worked, and I accepted that as evidence that we controlled the release. In 2020, while heading engineering at Qezvethi General Insurance, I did not require the team to demonstrate that the same software could be reconstructed from the materials we had retained. A later review covered eighty-three deployed artefacts. Sixty-six were reproducible; seventeen were not. Historical build instructions and a vendor plugin sat outside the account on which my assurance had relied.
Raghav Tzeqenri
Chief Technology Officer
Strategic priorities
01
02
03
04
Performance
Priority outcome 01
In 2020 I endorsed a release-assurance account because the software had deployed and its operating checks passed. We later asked a different question: could another engineer reconstruct the deployed artefacts from the source, instructions and dependencies we had retained? Of eighty-three artefacts examined, sixty-six were reproducible and seventeen were not. Historical instructions and a vendor plugin were absent from the usable build account. The original engineers knew parts of the process, but their recollection was not a dependable organisational capability. The delivery lead proposed keeping the existing binaries and treating reconstruction as a future maintenance task. I had accepted the earlier assurance, so it would have been convenient to agree. Instead, I supported a funded correction with service owners deciding which artefacts still needed to exist. We did not rebuild everything merely to preserve the original population. Twelve were reconstructed, and five were retired only after approved replacements. The retirement decision required a service transition; deleting a difficult build from an inventory would not have resolved the obligation it supported. The programme cost ₹91 lakh. Two planned features moved four weeks later because the engineers needed for the correction also held knowledge required by those features. I included that displacement in the account rather than call the work an invisible improvement to engineering hygiene. The completed population was twelve reconstructed artefacts plus five retired after replacement, not seventeen reconstructed builds. We found no basis in this exercise to declare the seventeen malicious, vulnerable or responsible for a production failure. The problem was the unsupported claim that a successful deployment demonstrated control of construction. Reproducibility also does not by itself prove functional correctness or security. It answers one necessary question about how the software came to exist. I now ask for the reconstructible release account before accepting deployment success as a broader assurance. The next engineer should not have to locate the original author, recover an unavailable plugin or guess which undocumented step made the binary work. My responsibility was to change the evidence behind my endorsement, not simply request a more confident presentation of the same result.
Priority outcome 02
In 2022 interactive quotation work and a scheduled analytics batch competed for shared processing capacity. The platform team could improve one by giving it a stronger claim on resources, but the receiving teams had different expectations about completion. Quotation colleagues wanted responsive screens during their operating day. The analytics team wanted its processing window preserved. Neither requirement disappeared because the other team could describe a more visible delay. We agreed a controlled comparison using the same snapshot, workload pattern and twenty-four paired peak-condition runs. Under the original arrangement, the quotation path's 95th-percentile response time was 4.8 seconds and the defined analytics batch took ten hours. A revised allocation brought the quotation measure to 1.6 seconds while the batch took 13.5 hours. I asked both receiving teams to review those results together. A report showing only the faster interactive path would have concealed the cost imposed on the other work. The change required ₹64 lakh of implementation expense and ₹18 lakh additional annual operating expense. We accepted the longer analytical window after its accountable owner examined the working schedule and the decisions depending on it. The extra annual cost did not buy an improvement in every measure. It supported a chosen priority arrangement whose slower consequence remained explicit. Insurance pricing and actuarial judgements stayed with the responsible professionals; engineering did not alter their assumptions to make a benchmark easier to satisfy. The comparison concerned twenty-four controlled paired runs. It did not establish a universal production response time, promise that every future batch would finish in 13.5 hours or prove greater analytical accuracy. Different volumes, competing workloads and processing definitions could change the result. We retained the conditions so that a later capacity decision could compare like work rather than reuse an attractive number without its context. My decision was to make the priority visible and jointly understood. I would agree the receiving teams' useful completion windows earlier next time. That would let us compare several allocations before a technical demonstration creates pressure to endorse the fastest-looking one, and it would make the cost of displaced work part of the original proposal.
Priority outcome 03
A 2023 review used 360 synthetic property records to test an integration that passed area values into an insurance workflow. Three hundred and thirty-six records carried an explicit unit; twenty-four did not. The existing path silently interpreted an absent unit as square metres. That made the integration appear complete, but it gave an engineering convention authority over a fact that the input had not supplied. A numerical value alone could not establish the meaning of the measurement. The integration lead proposed retaining the default and adding a note to the interface specification. I asked for the unresolved state to remain visible to the appropriate source owner. We introduced explicit unit references and required an authorised clarification where the incoming record did not support interpretation. Where a conversion was appropriate, it had to begin with a known unit and an approved handling rule. The change was not permission for engineers to infer a property's dimensions from a plausible-looking number. Six weeks of work cost ₹76 lakh. On review of the same 360 synthetic records, 350 had a resolved unit account and ten remained pending clarification. We did not describe all 360 as completed by excluding those ten or giving them the most common unit. The remaining records required a defined unresolved route, with receiving colleagues able to see why the value could not yet support the intended processing. This was a constructed integration exercise. It did not establish that actual policies had been mispriced, that a property was underinsured or that a coverage decision was invalid. Insurance specialists retained those judgements. The technical finding was that an absent measurement qualifier had been replaced by an assumption without sufficient authority. The practical cost was additional handling and a less convenient interface. Some work stopped for clarification instead of producing an immediate answer. I accepted that cost because the fast answer concealed a missing fact. In a future design I would ask for examples with absent and conflicting units during the initial agreement, before a default becomes embedded in downstream expectations and a populated field is mistaken for a fully understood measurement.
Priority outcome 04
In 2024 we reviewed ninety-seven software libraries used in a defined platform estate. Eighty-six had an approved account of their licences and intended use; eleven had incomplete supporting evidence. The engineering team had obtained the components through familiar channels, and some colleagues treated their availability as sufficient permission. Others wanted to remove all eleven immediately. Neither response distinguished a missing internal account from the legal meaning of the actual component terms. I supported a structured review with qualified legal colleagues. Engineering supplied versions, sources, intended uses and integration context, and procurement helped recover relevant records. I did not ask developers to declare a legal conclusion from a package label. Nor did I allow the absence of a complete internal record to become a public allegation that a supplier or author had acted improperly. The question was whether our intended use had a defensible permission account and what work was necessary where it did not. Seven of the eleven were subsequently approved for the specified use after review. Four were replaced. The programme cost ₹42 lakh and occupied six weeks, including engineering work and acceptance of the replacement paths. The final account therefore comprised the original eighty-six, seven resolved through review and four replacements. We did not relabel the four as retrospectively approved merely because the replacement programme finished. The decision required coordination beyond a one-time inventory. A different version, distribution arrangement or intended use could change the relevant conditions. We assigned responsibility for keeping the component account current, with legal interpretation remaining with qualified advisers. The review was not a declaration that every part of the enterprise had been audited or that future dependency changes would automatically be permissible. The lesson for my engineering leadership was to make permission evidence part of the dependency's practical life. A library can be technically useful while its intended use still needs examination. The responsible response is neither complacency nor an unsupported accusation. It is to recover the facts, obtain the appropriate judgement and fund the technical change where the resulting decision requires one.
Priority outcome 05
In 2025 we examined an event-processing path using 230 synthetic pairs with defined causal relationships. The service sorted messages by timestamps from different systems. Under deliberately introduced clock skew, fourteen pairs appeared in the reverse order while 216 retained the expected order. The sorted list looked precise, but its precision did not establish causality. Two machines reporting time independently could not supply a shared ordering authority merely because their fields used the same format. The platform lead suggested increasing clock-synchronisation frequency and retaining the existing sort as the principal rule. Better clock operation was useful, but it did not answer the whole question. I supported source-defined sequence handling within the relevant event stream, with an explicit reconciliation path when the evidence did not support the expected relationship. We asked the responsible process owners to state which relationships the technical path actually needed to preserve rather than assume every event in the enterprise required one universal order. The change cost ₹58 lakh and added three weeks to the release schedule. Retesting the same 230 pairs produced 228 passes and two held for reconciliation. The two remained unresolved within the tested scope; they were not counted as correct because the service had stopped them from proceeding. The account distinguished the ability to detect an uncertain sequence from evidence that the sequence had been successfully resolved. No actual claims chronology, policy-effective date or customer outcome was inferred from this synthetic exercise. A technical event stream does not decide the legal or business meaning of a date, and engineering did not acquire authority to alter an insurance record's effective state. The result concerned a defined causal relationship inside a processing path, not a universal clock for the enterprise. I would ask the causal-order question before selecting the timestamp representation next time. That would make the required authority visible early and reduce the temptation to treat a sortable field as a complete answer. The useful engineering improvement was a more honest sequence account, including the two pairs still needing another authorised step, rather than a claim that every event could now be placed in perfect order.
Stakeholder voices
Raghav made the slower analytics window visible beside the faster quotation path. He asked us to accept the whole priority decision, not just its most attractive measure.
He corrected an assurance he had given about our builds and explained the features that would wait while the missing construction account was repaired.
Outlook
Seventeen unreproducible artefacts forced me to separate operating success from the ability to reconstruct what we had released, including the price of correcting my earlier assurance.
Read the essayA default made every property-area field look complete while concealing what twenty-four source records had not said. The correction retained ten unresolved cases rather than manufacture certainty.
Read the essayEleven incomplete library records required facts, qualified interpretation and funded engineering responses. Neither a familiar download nor a missing internal file supplied the answer.
Read the essayAn invitation
A first non-executive contribution after employer consent and company-specific assessment. I have no statutory seat or personal company holding. Databank registration was completed in April 2026 in this fictional account; assessment remains outstanding and nineteen annual days are provisional.
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