The expectation I helped create before the customer ordered

The headline price was ₹3,100 per square metre. It described a panel, not the installed solution the campaign encouraged a buyer to imagine. Framing and installation sat outside the figure. In 2018, twenty-eight of 72 draft proposals needed their scope clarified before acceptance, and correcting the creative material and sales tools cost ₹19 lakh. I had approved the campaign. The lesson was not simply to add more small print; it was to make the main proposition describe the decision the customer was actually trying to make.

I was born in 1982 and grew up in Shillong. I speak Hindi, English and Khasi and now work from Guwahati. I completed an MBA in marketing at Nevqashi Business College in May 2005 and joined Vevqathi Workspace Products in July. The company employed 95 people and recorded ₹24 crore revenue for FY ending March 2006. I worked in a five-person marketing group under the marketing manager, without supervisory or spending authority. I learned to turn product material into something a customer or channel colleague could use in a conversation.

In April 2009 I became channel marketing manager. Vevqathi employed 160 people and recorded ₹46 crore revenue for FY 2010. I led six colleagues within a ₹62 lakh annual budget under the commercial head. The role put me closer to the questions that arose between a manufacturer's presentation and a buyer's actual requirement. A clear product description could still leave the partner unsure how to explain scope, sequencing or the next decision. I learned that marketing usefulness depended on the conversation it enabled, not only the material it produced.

I joined Vezqurli Industrial Partitions in July 2013 as product marketing manager. The company had 230 employees and ₹71 crore revenue for FY 2014. I led eight colleagues with a ₹1.4 crore annual budget, reporting to the marketing head. The products were demountable non-load-bearing partitions for factory administration and training spaces. They did not carry the fire, acoustic or cleanroom certification claims that a reader might associate with other kinds of partition. Understanding that scope was part of learning how to present the product accurately.

In April 2017 I became head of marketing, reporting to the CEO. The enterprise employed 310 people and recorded ₹108 crore revenue for FY 2018. I led twelve colleagues through two leads, with a ₹3.2 crore annual budget. The price campaign occurred during this appointment. I had let an attractive component figure become the apparent answer to a broader installed-space question. Clarifying the draft proposals before acceptance prevented that ambiguity from remaining in the reviewed offers, but it did not recover the correction cost or remove the approval I had given.

I became CMO in January 2021. Today I lead seventeen colleagues through three heads, with ₹6.4 crore annual marketing budget. Vezqurli employs 420 people between Guwahati and Durgapur and recorded ₹142 crore revenue and ₹11.6 crore operating profit for FY 2026. Founders own 52%, a regional fund 28% and employees 20%. My personal 1.5% is included in the employee portion. I report to Pavan Qevzashi and work with Lina Zerquthi, who owns sales and contracts. Engineering and installation acceptance remain outside my marketing authority.

In 2022 we chose to focus a ₹1.6 crore programme in six cities on existing-factory reconfiguration rather than spread the same effort across every new-build opportunity. Fifty-four qualified discussions progressed to twenty-two site proposals and nine paid pilot orders. Those stages described a defined programme; they did not establish its eventual revenue, margin or return. In 2023, workshops across eighteen accounts helped seven reach an agreed project brief, while eleven remained in internal discussion. The ₹36 lakh programme helped different buying roles ask their questions together without treating every workshop as an order.

A 2024 relocation review examined 48 modules, of which 36 were eligible for the proposed move and twelve site-specific modules remained outside it. We withheld a broad move-it-all statement and funded a ₹43 lakh scope guide. The account did not establish universal reuse or an environmental saving. In 2025, fourteen approved customer references divided into six allowing photographs and eight allowing text only. We spent ₹29 lakh re-editing the campaign before publication. No actual unauthorised disclosure is claimed; the decision concerned preserving the form of permission already given.

I have presented customer and market matters through the CEO but have not served as a director. My fictional IICA preparation has not reached registration, and no assessment pass or exemption is represented. I would consider a first outside role with twenty-two provisional days, subject to consent and qualified review of my shareholding and other relationships. I would bring experience in making an industrial buying decision intelligible across functions, while learning the receiving enterprise beyond marketing. A board should understand the customer promise and the evidence behind it without becoming the sales team or taking over specialist product acceptance.