Following an observation into the decision it will support

Mandate

Preserve the observation and design behind retail evidence used in executive and customer decisions

Outcomes

• Retained overlapping responses rather than presenting them as exclusive market shares
• Reconstructed repair cohorts so unfinished jobs remained visible
• Held a shop-randomised pilot's overconfident visitor-level inference for qualified review
• Separated rounded rating display from unsupported product-superiority claims

Decisions in context

I became CDO in January 2022. Twenty-four colleagues now work through four leads within ₹5.6 crore annual function expense and a separate ₹1.4 crore approved data programme. Qevzheti employs 350 people across twenty-one shops and supporting functions, with ₹172 crore revenue and ₹13.2 crore operating profit for FY ending March 2026. I report to Naveen Zhevqetni, while Elena Vezqemri retains repair operations. My cases examine overlapping interests, unfinished service observations, shop-level assignment and rating presentation. I hold 0.3% within employee ownership and no statutory seat. The current remit requires evidence to remain usable without overstating its reach. My next development is to bring those questions into collective oversight while learning how another enterprise's economics, people and obligations change the context in which an analytical assurance should be understood.

Reason for the move

Continuing data leadership while exploring a first outside non-executive contribution

Concurrent appointment

No statutory seat accompanies the CDO appointment.

Mandate

Make operational and commercial evidence understandable while preserving the meaning of transformed records

Outcomes

• Owned the 2021 approval of an order-to-event join that repeated order amounts
• Withdrew the misleading ₹12 lakh sum from the eighty-order synthetic example
• Supported ₹37 lakh rebuilding without claiming a financial restatement or customer refund

Decisions in context

The analytics-director appointment began in April 2018 with nineteen colleagues, three leads and ₹3.8 crore annual expense under the COO. Qevzheti had 290 employees and ₹129 crore revenue for FY ending March 2019. The title was managerial, not a statutory directorship. In 2021 I approved a joined report that repeated order amounts across delivery-event rows. Eighty synthetic orders worth ₹8 lakh produced a misleading ₹12 lakh sum after the join. We corrected the account and funded ₹37 lakh rebuilding. The error concerned analytical meaning, without an extra customer charge or financial restatement. It made my own review practice more concrete: before accepting internal reconciliation, I needed to ask what the resulting row represented and whether each measure still belonged at the level its reader assumed.

Reason for the move

Promoted to CDO

Concurrent appointment

Analytics director was a management position only.

Mandate

Connect research and operational records with the continuing questions of a musical-instrument retailer

Outcomes

• Moved from client research to responsibility inside an operating company
• Built relationships with commercial and service owners interpreting recurring measures
• Learned how demonstrations, sales and repair activity create different observations

Decisions in context

I joined Qevzheti in September 2011 to lead fourteen data colleagues through two leads within ₹2.3 crore annual expense. The retailer employed 170 people and recorded ₹63 crore revenue for FY ending March 2012. Reporting to the CFO, I moved from research recommendations into the continuing life of an operating company's evidence. Instruments, demonstrations and repairs created different records even when they concerned the same customer relationship. I could follow a measure into the next reporting period and hear the questions it raised for service and commercial colleagues. That experience helped me see data leadership as stewardship of an explanation over time. It did not make my function the owner of accounting policy or repair priorities; those responsibilities remained with the colleagues whose decisions the analytical account was intended to support.

Reason for the move

Promoted to analytics director

Mandate

Make respondent evidence and its presentation faithful to the questions the study actually asked

Outcomes

• Led colleagues in explaining the scope of descriptive findings
• Developed attention to multiple responses and the meaning of chart denominators
• Prepared for continuing data responsibility within a retailer

Decisions in context

In July 2005 I became research manager at Dezqetri. The firm had 140 employees and ₹31 crore revenue for FY ending March 2006. Twelve colleagues worked within ₹94 lakh annual function expense under a research partner. My responsibility expanded from analysing observations to helping others explain what a study allowed a client to conclude. A respondent might choose several interests while a chart made the categories appear exclusive. I learned to keep the question format attached to the finding rather than assume presentation was a neutral final step. The role strengthened my interest in the later use of evidence. Joining a retailer offered a chance to understand how the same measure could be interpreted repeatedly by people making operating decisions, beyond the moment when a research report was first delivered.

Reason for the move

Joined Qevzheti as head of data

Mandate

Understand the observation and question before attaching a wider interpretation to a result

Outcomes

• Entered research after completing statistics in May 1999
• Learned to preserve the respondent question alongside the recorded answer
• Built analytical experience before taking team and expense authority

Decisions in context

I entered Dezqetri in July 1999 after completing statistics at Treqevni Statistics College that May. The sixty-person firm recorded ₹8.4 crore revenue for FY ending March 2000. I worked in a seven-person group without direct reports or delegated spending. Early assignments taught me to ask what had been observed before interpreting a pattern. The wording of a question, the options available and the way an answer was recorded could all affect what a later table seemed to say. Senior colleagues retained client recommendations and spending decisions. My responsibility was to understand and analyse the material entrusted to me. This appointment began a continuous twenty-seven-year career and a concern with analytical meaning that would later need to be applied to joined retail records, unfinished services and executive claims about experimental evidence.

Reason for the move

Promoted to research manager