Maitreyi VaqseniChief Executive Officer
Portrait of Maitreyi Vaqseni

Chief Executive Officer · India

MaitreyiVaqseni

Sell the capability the company can actually support

I grew up in Cuttack and studied mechanical engineering at Vaqmuri Institute of Technology, completing the degree in June 1994.

Open to
  • Board appointments
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I lead an engineering-technology company by connecting the offer we sell with the model rights, technical evidence and operating capacity needed to support it.

I am CEO and executive director of Zevruni Engineering Systems in Vadodara. We provide engineering simulation tools, model-based design support and connected asset-analysis services to industrial equipment clients. Our 510 colleagues work from two delivery offices, and I lead six executive heads. The enterprise has its own commercial and professional responsibilities; we do not become the manufacturer or certification authority for a client's equipment.

My career began in mechanical analysis in Cuttack. A simulation result could be numerically precise while answering a narrower question than the person receiving it had in mind. Later responsibility added another set of questions: whether we had the rights to reuse the model, whether the service had the capacity to deliver at the required time and whether its commercial description matched the way it actually worked.

The cases preserve a smaller model-library launch, a description I corrected, a deferred laboratory purchase, an energy claim withdrawn pending better measurement and an exclusivity offer declined. They are enterprise choices with costs and opportunities given up. I want a reader to see the evidence that changed the decision, rather than infer technical confidence from a growth number or executive title.

A library of 64 assets was not 64 assets we could sell

The review distinguished 41 company-owned generic models, 15 with client restrictions and eight whose rights remained uncertain. The first launch used only the 41 cleared assets. The annual sales forecast fell from ₹9.2 crore to ₹6.8 crore; that was a forecast revision, not lost realised revenue.

I corrected the broader description I had approved

Eight pilots had been presented together even though three used live feeds and five were offline snapshots. We described each service's actual update cadence and revised two customer agreements, returning ₹18 lakh through agreed corrections. The case retains my role in approving the earlier material.

Annual hours concealed a six-week capacity gap

A proposed rig could supply 480 hours during a window containing 900 hours of forecast demand. The annual total looked sufficient. We deferred the ₹8.4 crore purchase and accepted a smaller first-year programme with defined external laboratory windows.

Current focus

I am improving the point at which technical and commercial accounts meet the board's investment decisions. Rights, intended use, measurement conditions and peak capacity need to appear before a proposition becomes a committed forecast. Qualified owners retain their assessments; my responsibility is to ensure their findings can change the enterprise plan.

Conversations I welcome

I hold one executive directorship and am considering one outside contribution after a specific assessment of fit and capacity. Fictional IICA registration began in June 2026; the proficiency assessment is unfinished and no exemption is claimed. Twenty days is a provisional external allowance, subject to employer consent, relationships and the demands of the proposed appointment.

510

Company colleagues across two offices

Six executive heads; Vadodara and Mysuru

₹184 crore

Revenue for FY ending March 2026

₹22 crore operating profit; company P&L responsibility

32 years

From mechanical analysis to enterprise leadership

Five continuous appointments beginning July 1994

I want commercial ambition to stay answerable to the capability behind it. A model can belong to a client even when our engineers created it. A visual demonstration can be useful without being continuously connected to the equipment. An annual capacity total can conceal a peak the proposed asset cannot serve. The CEO's role is to bring those facts into the enterprise choice, including when they make the offer smaller or the investment less attractive. I also need to correct claims I helped approve when the evidence supports less than the presentation suggests.

Maitreyi Vaqseni

Chief Executive Officer

Areas of stewardship

Where accountability has been mine.

  1. ICommercial rights behind reusable engineering assets
  2. IIDescriptions that match a model's actual connection and intended use
  3. IIICapital decisions shaped by peak demand
  4. IVEvidence and customer freedom in enterprise strategy

Selected work

Decisions, and what they changed.

I

Launching the model library we had rights to offer

In 2021 our proposed engineering-model library contained sixty-four assets assembled from years of delivery work.

The full account

II

Correcting the connected-service description I had approved

In 2022 we used a shared digital-twin description for eight engineering pilots.

The full account

III

Deferring a laboratory purchase after plotting the busiest six weeks

The 2023 capital proposal requested ₹8.4 crore for a new laboratory rig, with ₹1.7 crore annual operating expense.

The full account

In the words of others

Trusted by those who appoint.

Maitreyi kept the smaller programme and the uncommitted work in the capital account. She did not turn an annual external fee into a claimed saving against a purchase price with a different scope and life.
Devika QavzeniCFO, Zevruni Engineering Systems; fictional colleague
She accepted that a model's intended use and a customer's observed result were different evidence questions. The broader claim was withdrawn while we did the work needed to examine the comparison.
Omar ZeqvaniCTO, Zevruni Engineering Systems; fictional colleague

The journal

Perspective, set down with care.

An invitation

Contact

I hold one executive directorship and am considering one outside contribution after a specific assessment of fit and capacity. Fictional IICA registration began in June 2026; the proficiency assessment is unfinished and no exemption is claimed. Twenty days is a provisional external allowance, subject to employer consent, relationships and the demands of the proposed appointment.

Open to
  • Board appointments
  • Speaking invitations
Write to Maitreyi

office@maitreyivaqseni.example