Following the obligation from its first record to the board paper

Mandate

Preserve financial meaning, conditions and obligations in enterprise recommendations

Outcomes

• Corrected a recommendation that treated unsold appreciation as cash
• Made currency and retained service costs explicit before commitment
• Connected liquidity and incentive proposals with their assumptions and professional reviews

Decisions in context

I became CFO in January 2020, with thirty-eight finance colleagues working through five heads within ₹7.2 crore annual function expense. I report to Helen Vezqetri, while Sanjay Tezqemri leads actuarial work. The eighteen-branch insurer employs 463 people and recorded ₹1,120 crore gross written premium for FY ending March 2026; assets of ₹2,260 crore at that March are a separate measure. The ownership split is 61% founder holding company, 24% corporate investor and 15% employees, including my 0.8%. I have no statutory seat. My unsold-appreciation error occurred in this role, alongside work on currency commitments, service comparisons and liquidity scenarios. I want the next stage to translate those financial questions into collective oversight without assuming that a calculation supplies the entire enterprise judgement.

Reason for the move

Continuing financial leadership while preparing for a first outside governance contribution

Concurrent appointment

CFO role without a statutory directorship; board presentations do not create a seat.

Mandate

Connect operating proposals with their financial conditions and retained obligations

Outcomes

• Expanded responsibility from financial control into executive recommendations
• Examined what was lost when detailed accounts were summarised
• Worked across operating and professional disciplines on comparable decision accounts

Decisions in context

The finance-director appointment began in April 2013. It was a management title and did not include a statutory seat. Zhevqerni had 350 employees and ₹730 crore gross written premium for FY ending March 2014. Twenty-eight finance colleagues worked through four leads within ₹4.8 crore annual expense under the CFO. I became more involved in the recommendations through which operating proposals reached executive discussion. A detailed account could be sound while its summary lost a condition that mattered to commitment. Currency, retained work and the state of an expected amount needed to survive that translation. The role strengthened my ability to work across disciplines, but it did not make me immune to the later cash-description error. I keep that error visible because experience should deepen scrutiny rather than become a reason to assume that my own summary is sufficient.

Reason for the move

Promoted to CFO in January 2020

Concurrent appointment

Management finance-director title only; no statutory seat.

Mandate

Build a financial account that respects the different measures and professional judgements within insurance

Outcomes

• Moved from industrial treasury into insurance financial control
• Learned to distinguish premium volume from revenue and available cash
• Worked with actuarial, underwriting and claims owners without assuming their authority

Decisions in context

I joined Zhevqerni in September 2005. The insurer employed 210 people and recorded ₹280 crore gross written premium for FY ending March 2006. Nineteen finance colleagues worked through three leads within ₹2.6 crore annual expense under the CFO. Entering insurance required me to learn the professional account behind the financial presentation. Underwriting, claims, actuarial and investment work carried responsibilities that a controller could not absorb through a consolidated number. I learned to ask what a measure described before allowing it to stand in for another measure in a management discussion. The move also changed the time horizon of some obligations and the importance of retaining uncertainty in the account. My earlier treasury experience was useful, but I had to understand the new institution rather than simply apply an industrial-export model to its finances.

Reason for the move

Promoted to management finance director in April 2013

Mandate

Make currency, timing and payment assumptions explicit in commercial plans

Outcomes

• Accepted team responsibility after six years in accounts
• Connected payment terms with operating and currency decisions
• Learned to distinguish a planning translation from the obligation ultimately settled

Decisions in context

I became treasury manager in July 1998. Nevqetri had 180 employees and ₹58 crore revenue for FY ending March 1999. Eight colleagues worked within ₹63 lakh annual function expense under the finance head. The role brought me closer to the timing and currency of commercial commitments. A quote translated into rupees could look fixed even when the underlying obligation remained in another currency. I learned to work with people who understood the contract and delivery rather than treat a rate calculation as the whole decision. The work also required care about which receipts had arrived and which were still expected. Those distinctions later mattered in insurance, although their practical application required new sector knowledge. I left for financial control because I wanted to connect treasury questions with a broader enterprise account.

Reason for the move

Joined Zhevqerni as financial controller in September 2005

Mandate

Maintain useful records of commercial amounts, receipts and obligations

Outcomes

• Entered employment after commerce study completed in May 1992
• Learned the distinction between an invoice and a receipt
• Built a foundation for later treasury and financial-control responsibility

Decisions in context

I joined Nevqetri in July 1992 after finishing commerce that May. The seventy-four-person industrial exporter recorded ₹12 crore revenue for FY ending March 1993. I worked as one of six accounts colleagues under the accounts manager, without direct reports or delegated spending. Early assignments made the difference between a recorded amount and a receipt concrete. A document could describe an obligation accurately while leaving timing, currency or settlement conditions still to be understood. Senior colleagues owned reporting and payment decisions; my responsibility was to make the supporting record useful to them. The appointment began a continuous thirty-four-year career. It remains relevant because later leadership still requires attention to what an amount represents, even when the paper has become more sophisticated and the recommendation carries the authority of the CFO.

Reason for the move

Promoted to treasury manager in July 1998