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Arjan VekhroliChief Executive Officer
Portrait of Arjan Vekhroli

Chief Executive Officer · India

ArjanVekhroli

Make the service available when understanding matters

I grew up in Patiala in a household where a change of language could change who joined a conversation.

Open to
  • Board appointments
  • Advisory roles
  • Speaking invitations
Read the profileBegin a conversation

The promise must fit the hour it is needed

I once approved a programme because its total language-service hours fitted our capacity account. Joseph then placed the sessions on a timetable. Fourteen streams would run together, while we had ten qualified teams available for that peak. An apparently manageable volume concealed four simultaneous commitments we had not staffed. The correction cost ₹48 lakh across additional assignments and a revised planning process. I had approved the wrong picture of the work, and the correction belonged in my account before anyone praised the scale of the programme.

I am Arjan Vekhroli, the fictional CEO of Qeravli Language Networks in Raipur. Our 184-person enterprise provides live-language services and caption production for invented events and communication programmes. FY2026 revenue is ₹47 crore, with independent specialist assignments recorded separately from employees. I lead five executives, including Joseph in language operations, and report to the board through Meera. I also hold one executive directorship. These facts describe a regional service business; they do not turn me into an authority on every language, access need or technical delivery method.

My later choices concern the work required when a live session becomes a recording, the capacity consumed by a provisional booking, the personal relationships hidden inside a proposed acquisition and the difference between translation and a complete accessibility claim. Each involves a plausible commercial attraction. Each also requires someone to explain what the enterprise can actually provide. I want a leader's website to preserve that conversation, including my initial error and the spending needed to put the promise on a more dependable footing.

A recording created another production commitment

Of ninety reviewed sessions, sixty-one required a recorded version and twenty-nine remained live-only. We funded a separate post-event workflow rather than assume that a live delivery automatically settled the recorded deliverable.

Provisional reservations occupied real time

A forty-six-booking review distinguished thirty-one firm commitments from fifteen softer holds. The new commercial process made the reservation and its capacity consequence explicit without rewriting existing agreements.

Buying a business did not automatically transfer its relationships

A proposed ₹4.6 crore acquisition depended on nine customer accounts whose continuity needed examination. We retained the ₹40 lakh diligence expense and declined the purchase when the transition account remained insufficient.

Current focus

I am working on the connection between language-service scope, specialist availability and an honest commercial description. The access-review programme includes paid participation and qualified advice; it does not claim that one feature makes every communication accessible.

Conversations I welcome

I would consider an outside board conversation about professional-service commitments and operating capacity, subject to preparation, relationships and the time required. Eighteen days is a provisional annual estimate, not an unconditional availability promise.

34 years

Career experience

Programme coordination to enterprise leadership

₹47 crore

FY2026 revenue

₹31 crore live-language services;₹16 crore caption production

184 people

Enterprise scale

Independent specialist assignments accounted for separately

5 executives

Direct reports

Separately chaired board; one executive directorship

A service has to be available at the moment it is needed, not merely somewhere in the annual capacity plan. I want our commercial promises to show who will do the work, which form of communication is being offered and what changes when the programme changes. The people carrying those promises should be present in the decision before their time is sold.

Arjan Vekhroli

Chief Executive Officer

Areas of stewardship

Where accountability has been mine.

  1. ITime-specific service capacity
  2. IIRecorded-deliverable scope
  3. IIISpecialist reservation economics
  4. IVCustomer continuity in acquisitions

Selected work

Decisions, and what they changed.

I

The total hours concealed four commitments at the same time

In 2019 I approved the language-service plan for a fictional multi-room programme.

The full account

II

The live assignment did not settle the recorded version

In 2022 we examined ninety session briefs within a selected fictional programme portfolio.

The full account

III

Giving the provisional booking a defined place in the business

A 2023 review found forty-six reservations in a selected period, comprising thirty-one firm commitments and fifteen provisional holds.

The full account

In the words of others

Trusted by those who appoint.

In this fictional acquisition discussion, Arjan kept the customer-transition questions beside the purchase case and retained the incurred diligence expense after recommending that we stop. He did not replace the declined proposal with an unsupported claim that another growth route was already successful.
Meera TazhevariFictional chair, Qeravli Language Networks
This invented programme account retains Arjan's approval mistake. Once the simultaneous staffing gap was visible, he funded the additional assignments and preparation work rather than ask the operating team to preserve a cost picture that no longer described the commitment.
Joseph MelqavriFictional language operations lead, Qeravli Language Networks

The journal

Perspective, set down with care.

Service acquisitions and operating continuity · 2026-07-23 · 5 min read

The customer list is not the transition plan

In a professional-service acquisition, established revenue can depend on relationships and judgements that need a credible route into the next ownership period. A proposed purchase should show that route before the price dominates the discussion.

Read the essay

An invitation

Contact

I would consider an outside board conversation about professional-service commitments and operating capacity, subject to preparation, relationships and the time required. Eighteen days is a provisional annual estimate, not an unconditional availability promise.

Open to
  • Board appointments
  • Advisory roles
  • Speaking invitations
Write to Arjan

office@arjanvekhroli.example