Follow the cash to the obligation it still carries

I lead finance at Zevqoshi Kiln Furniture in Rourkela, an industrial ceramic-support manufacturer with 680 employees and plants here and in Sambalpur. For FY ending March 2026, company revenue was ₹264 crore, EBITDA ₹31.2 crore and operating profit ₹18.6 crore. My function has 38 colleagues through four heads and ₹7.8 crore annual expense. I report to CEO Anand Tezqoshi, with no direct equity or statutory appointment. Nisha Nevzuri leads operations and the technical teams retain their release responsibilities.

My career began in cost analysis in 1999. In 2019, as head of planning, I endorsed a kiln proposal framed around a ₹9.8 crore equipment quotation. The project also needed ₹1.4 crore of civil work, ₹1.1 crore of grid connection and ₹0.7 crore of startup cash, bringing its requirement to ₹13 crore. The additional ₹3.2 crore needed approval and the project was delayed nine weeks. That was a failure in the cash account I supported, not a reason to imply that all the expenditure had the same accounting treatment.

My later decisions examine customer advances that must support fulfilment, invoice funding that retains contractual recourse, refinancing whose lower rate does not recover its fee and product contributions measured against scarce kiln space. I work with colleagues to distinguish a cash receipt from economic freedom and a financial model from the operating judgement it supports. The cases retain costs, uncertainty and authority boundaries rather than turn every correction into an achieved increase in profit.

Current focus

I am making the relationship between a financial amount and its remaining conditions easier to see in manufacturing proposals. That includes the cash needed beyond an equipment quote, fulfilment following a customer advance, recourse retained after financing and the production resource behind a contribution figure. A clearer model can improve the decision account, but its commercial and operating results still need to be demonstrated separately. I want finance to preserve that distinction while helping colleagues choose a practical course.

Conversations I welcome

I would consider an initial outside-board discussion where manufacturing finance and operating economics could add to the existing skills. My fictional IICA record shows March 2026 registration and a September assessment pass, without an exemption. I have no statutory seat or direct holding. Twenty-four provisional days, employer consent and a qualified review of relationships would need to fit the proposed responsibilities before I could accept them.