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Yeshi QelzaniChief Human Resources Officer
Portrait of Yeshi Qelzani

Chief Human Resources Officer · India

YeshiQelzani

The company should see the cost people carry

I grew up in Tawang in a Buddhist family and studied sociology at Vezmuthi Social Studies College, completing my degree in June 1996.

Open to
  • Board appointments
  • Speaking invitations
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I lead people decisions in a regional business lender by examining where the company places the cost and responsibility of getting work done.

I am Yeshi Qelzani, CHRO of Veqnuri Enterprise Credit in Mangaluru. Our 780 colleagues serve small manufacturing and trading enterprises through 42 service points. I lead 34 people-function colleagues and report to the CEO. Lending authority remains with the appropriate credit and operating owners; my responsibility concerns the employment arrangements that enable people to carry their part of that work.

I grew up in Tawang and began my career in employee services after studying sociology. Early conversations concerned a missing document, an unexplained deduction or a payment someone was waiting to receive. They taught me that the employer's administrative convenience can become another person's financial problem. Moving into business lending made that lesson especially uncomfortable: colleagues working around money should not have to finance ordinary company travel from their own household resources.

My cases include reimbursing evidenced recruitment charges, introducing travel advances, separating relationship work from delegated credit decisions, limiting the detail in an employee-listening report and creating a specialist career route. These choices cost money and disappointed some reasonable preferences. I also changed the monthly reimbursement arrangement I had originally approved. The purpose of this profile is to show the reasoning and the limits, including what a later observation could not prove.

An employer cost that candidates had paid

Eleven of 42 recruits supplied evidence of ₹2.2 lakh in recruitment charges. We reimbursed those documented amounts without waiting for the supplier dispute. The remaining 31 cases were not treated as proof that no fee had been charged.

Field work funded before the journey

An ₹18 lakh revolving travel advance supported 112 field colleagues. This was recoverable working cash, not an additional ₹18 lakh annual travel expense. A later reimbursement sample had a shorter median delay, without establishing that every employee's position improved.

Expertise without an unwanted management role

Two new specialist career bands gave five eligible credit professionals an alternative to supervising staff. Three chose the route and two did not. The approved annualised pay increase was ₹28 lakh, distinct from realised retention or a claim that everyone wanted the same career.

Current focus

I am examining how employment processes distribute financial burden and authority as the lender grows. That includes travel funding, clear responsibilities between relationship and credit roles, and career choices that respect specialist work. Employee-listening results should inform those decisions without exposing individuals through unnecessarily narrow reporting.

Conversations I welcome

I am preparing for one first outside board contribution on people systems and organisational responsibility. I hold no statutory seat, and my fictional databank registration does not mean the proficiency assessment is complete. Twenty-four days a year is a provisional allowance to test with my employer and a prospective chair.

34 people colleagues

Four functional heads

₹5.4 crore FY 2026–27 expense; separate ₹52 lakh capital provision

30 years

Employee services to CHRO

Five continuous appointments from July 1996

42 service points

Lender operating context

780 company employees; ₹1,460 crore outstanding loans, not personal authority

I ask who has to find the money, absorb the delay or carry the responsibility when a people policy looks inexpensive. The answer is sometimes a candidate, a field colleague or a specialist pushed into a management job they do not want. My work is to make that transfer visible and decide whether the company should fund a different arrangement. I have also had to correct policies I approved before asking that question carefully enough.

Yeshi Qelzani

Chief Human Resources Officer

Areas of stewardship

Where accountability has been mine.

  1. IEmployment costs and worker burden
  2. IIRole design in relationship and credit teams
  3. IIIConfidential employee listening
  4. IVSpecialist career architecture

Selected work

Decisions, and what they changed.

I

Reimbursing recruits before the supplier dispute was resolved

In 2022, eleven people from a group of 42 recent recruits supplied evidence that they had paid recruitment charges connected with their applications.

The full account

II

Correcting the travel cycle I had treated as an administrative choice

By 2023, 112 field colleagues were routinely advancing travel money and reclaiming it through the monthly expense cycle.

The full account

III

Separating relationship responsibility from delegated credit decisions

In 2024, a role review examined 78 relationship officers whose job descriptions combined customer development, application preparation and a limited delegated credit-decision responsibility.

The full account

In the words of others

Trusted by those who appoint.

Yeshi separated the evidence needed to reimburse recruits from the unresolved supplier dispute. She asked the company to fund an immediate remedy while keeping the wider questions open, rather than treating the first payment as the end of the investigation.
Prakash QavzuriCEO, Veqnuri Enterprise Credit; fictional colleague
She acknowledged her part in the old travel cycle and helped design a funded alternative with clear reconciliation. The conversation became more useful when we could discuss both the employee burden and the operating work that still had to be done.
Lalita ZevnathiCOO, Veqnuri Enterprise Credit; fictional colleague

The journal

Perspective, set down with care.

An invitation

Contact

I am preparing for one first outside board contribution on people systems and organisational responsibility. I hold no statutory seat, and my fictional databank registration does not mean the proficiency assessment is complete. Twenty-four days a year is a provisional allowance to test with my employer and a prospective chair.

Open to
  • Board appointments
  • Speaking invitations
Write to Yeshi

office@yeshiqelzani.example