From the component drawing to the product's wider promise

Mandate

Connect mechanical, sensing and controller evidence with the conditions of educational use

Outcomes

• Funded adjustable-mount work after a handedness-specific limitation
• Kept force-reference checks and shared-room response results within their tested scope
• Maintained a broader cassette-release pause after unresolved installations

Decisions in context

I became CTO in February 2022. Tevzuni now employs 185 people and serves 28 college customers, with ₹58 crore revenue and ₹6.1 crore operating profit for FY ending March 2026. I lead 38 engineers through four heads, reporting to Saira, with ₹10.2 crore annual expense and a separate ₹3.4 crore approved capital allocation. Meghna advises on education, while teaching and assessment remain with educators. My remit connects mechanical design, sensing and controller behaviour with the conditions in which the equipment is used. The cases include a positioning limitation, reference-point checks, shared-room response and unresolved cassette installations. I hold 4% of total company equity within the employee owners' 40%, but no statutory seat. The leadership responsibility is to make the engineering claim precise enough for others to judge, including when a release remains paused.

Reason for the move

Current engineering leadership role; no statutory directorship

Mandate

Coordinate design evaluation and product-engineering commitments

Outcomes

• Expanded responsibility beyond mechanical design into the engineering organisation
• Owned the premature 2018 mount approval and subsequent hold
• Funded redesign while keeping the repeated-load question explicit

Decisions in context

The April 2017 appointment expanded my remit to 29 engineers through three heads and ₹7.8 crore annual expense under the CEO. Tevzuni had 140 employees and ₹41 crore revenue for FY 2018. In 2018 I approved a mount geometry on the strength of an initial static check. A later repeated-load review found twelve of forty rigs tilting, so we held 240 preproduction units before shipment. The redesign cost ₹62 lakh and added seven weeks to the programme. I learned to make the conditions of an approval explicit before a successful demonstration acquired a wider meaning. The role required me to explain the change to engineering and commercial colleagues, including my own responsibility, rather than treat the later hold as a separate team's caution unrelated to the decision I had made.

Reason for the move

Appointed CTO in February 2022

Mandate

Develop teaching mechanisms with a clear account of their engineering behaviour

Outcomes

• Moved from general workshop products into dental teaching equipment
• Built collaboration with education advisers and equipment users
• Learned to distinguish mechanical evaluation from teaching or clinical assessment

Decisions in context

I joined Tevzuni in September 2012 and moved into a specialised educational-equipment environment. The company employed ninety people and recorded ₹24 crore revenue for FY 2013. I led eighteen engineers through three leads with ₹4.6 crore annual expense, reporting to the CEO. A mechanism could function as designed while still creating a difficulty in the way an educator wanted to organise a session. I learned to discuss those conditions with users without treating my mechanical expertise as authority over their teaching. The work required a clear account of what the equipment had been tested to do and what remained a different kind of judgement. That experience broadened my understanding of product responsibility and prepared me to lead engineering across more than the shape and movement of individual components.

Reason for the move

Promoted to head of engineering in April 2017

Mandate

Connect component design with the product's intended installation, handling and repeated use

Outcomes

• Took responsibility for engineering colleagues and function expense
• Worked with installation and service teams on use conditions
• Developed evaluation judgement beyond the initial drawing review

Decisions in context

I became product engineer in May 2007, leading twelve engineers through two leads with ₹2.8 crore annual expense under the technical head. Tazqeli employed 110 people and recorded ₹27 crore revenue for FY 2008. The wider role required me to consider a product after the first assembly: how it would be adjusted, handled, maintained and used repeatedly. I worked with installation and service colleagues whose practical difficulties could expose an assumption left untouched in a drawing review. A mechanism's plausible geometry was a starting point rather than the complete evidence for its intended use. I learned to explain those questions to a senior technical leader and to organise the work of others around them. The move into dental teaching equipment later built on that product-level perspective.

Reason for the move

Joined a specialist simulator business in September 2012

Mandate

Develop component drawings and understand their physical assembly and use

Outcomes

• Applied mechanical-engineering study to practical product work
• Learned from assembly and adjustment rather than drawings alone
• Built a foundation for later product and people responsibility

Decisions in context

I joined in July 2002 after completing my engineering degree in June. Tazqeli employed 45 people and recorded ₹8.6 crore revenue for FY ending March 2003. I worked in a six-person design group under the design manager, without direct reports or delegated spending authority. The practical work taught me to connect a drawing with the sequence through which a component would be assembled, adjusted and used. A dimension could be correct while leaving a difficult handling step for the person working with the mechanism. I learned from colleagues in the workshop and from the changes needed after an initial assembly. At that stage I contributed design work rather than setting enterprise policy or approving major programmes. The later product role grew from that attention to the physical use behind the drawing.

Reason for the move

Promoted to product engineer in May 2007