Nafisa RehzavthiChief Executive Officer
Portrait of Nafisa Rehzavthi

Chief Executive Officer · India

NafisaRehzavthi

The terminal must remain a place to travel

I lead a terminal business by asking what we have undertaken to provide before deciding how the place should earn.

Open to
  • Board appointments
  • Advisory roles
  • Speaking invitations
Read the profileBegin a conversation

The terminal must remain a place to travel

I approved a retail fitout because the frontage looked commercially useful. The later passenger-movement review made me see the same space as a journey interrupted by our proposal. Of six kiosk frontages examined, two were relocated and four retained through the relevant professional review. We spent ₹1.7 crore on correction, including ₹40 lakh of licensee remedies. I had allowed an attractive commercial drawing to become the main account of a public place.

I am Nafisa Rehzavthi, the fictional chief executive of Vezqamthi Terminal Services. From Bareilly I lead six executives in a 238-person business managing three invented regional bus-terminal concessions. Our ₹78 crore FY2026 revenue includes terminal services, retail licences and advertising. The board approves a ₹59 crore annual operating plan and a separate ₹9 crore capital programme. Public bodies retain their authority, and bus operators retain their services and fare transactions. My role connects our concession obligations, enterprise resources and commercial choices.

The kiosk correction happened in 2018, before I became CEO. Faisal challenged the proposition from the passenger's route through the building, and I supported changing commitments I had already approved. That did not make the revised arrangement a universal access certificate or establish an accident-prevention result. It made our own decision more complete. I now ask what a revenue proposal changes about the place before discussing what it earns. The question has consequences for renewal expenditure, overnight assistance, the people running small retail units and the way a terminal responds when a complaint belongs partly elsewhere.

Renewal received capital before another retail proposal

A ₹4.8 crore roof-renewal programme went ahead after specialist review. A separate ₹3.2 crore retail-gallery proposal was deferred, with its prospective income still unearned.

The expanded overnight offer carried a visible cost

The board approved ₹1.05 crore annual expense for additional staffed waiting assistance beyond the required baseline. Low late-night retail spending remained part of the commercial argument.

One terminal identity did not erase different responsibilities

A review separated 138 bus-fare enquiries, forty-seven terminal-service matters and twenty-five unresolved cases. The response retained our own obligations while developing an agreed referral route with participating operators.

Current focus

I am examining the obligations carried by a passenger place, including the work that continues after a shop closes or a concession's commercial presentation ends.

Conversations I welcome

Infrastructure leadership conversations and a possible first outside board contribution, subject to preparation and a realistic capacity review.

32 years

Facilities and terminal-enterprise experience

Fictional continuous career from July 1994

238 people

Enterprise employees

March 2026; specialist contractors separately

₹78 crore

FY2026 revenue

₹46 crore terminal services, ₹24 crore retail licences and ₹8 crore advertising

3 concessions

Regional passenger terminals

Invented portfolio, not actual named public projects

I want the commercial discussion to begin with the place we have agreed to provide. Rentable frontage, advertising and other income matter, but they cannot define a terminal without the people travelling through it. I also want the boundaries to remain honest: our responsibility for a place does not make us the operator of every bus or the owner of every transaction inside it.

Nafisa Rehzavthi

Chief Executive Officer

Areas of stewardship

Where accountability has been mine.

  1. IPassenger-place enterprise leadership
  2. IIConcession lifecycle judgement
  3. IIIRetail and service responsibility
  4. IVPublic-interface accountability

Selected work

Decisions, and what they changed.

I

Reworking the retail frontage I had approved

In 2018 I approved a commercial fitout on the strength of its retail frontage and expected use of the concourse.

The full account

II

Funding renewal before another retail gallery

A 2021 capital discussion placed a retail-gallery proposal beside a roof-renewal requirement at one of our terminals.

The full account

III

Paying for an overnight offer beyond shop opening hours

In 2023 we considered an expanded staffed waiting-assistance offer during selected overnight periods.

The full account

In the words of others

Trusted by those who appoint.

In this fictional account, Nafisa brings the condition of the place and the commercial proposal into the same capital discussion. She explains the opportunity being postponed as carefully as the programme being funded, which gives the board a more complete recommendation to examine.
Asha QezvamriFictional chair, Vezqamthi Terminal Services
This invented colleague observation concerns the kiosk decision. Nafisa had approved the retail proposition, then accepted that the passenger-movement account required it to change. She retained the correction cost and her own responsibility instead of asking operations to make the original drawing appear complete.
Faisal DeqverthiFictional COO, Vezqamthi Terminal Services

The journal

Perspective, set down with care.

Passenger-place leadership · 2026-09-17 · 5 min read

Rentable frontage is only one account of a concourse

My retail-fitout approval privileged a convincing commercial drawing over the passenger journey through the same space. The correction changed two kiosk positions, cost ₹1.7 crore and altered commitments we had already made. I examine how a chief executive can keep the income case serious without allowing it to become the only description of a public place.

Read the essay

Infrastructure capital judgement · 2026-08-12 · 5 min read

A concession's remaining years do not describe the building's condition

A roof-renewal programme and a proposed retail gallery were competing for capital, but they answered different questions. I explain why the commercial term, the condition assessment and the actual concession duties need to meet in the board's investment discussion, without treating a deferred proposal as a saving or a technical recommendation as the whole allocation decision.

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Shared-place accountability · 2026-07-23 · 6 min read

One terminal name does not mean one organisation owns every answer

A traveller sees a place; the organisations inside it see separate transactions and duties. Our enquiry review exposed that difference. I examine how a terminal enterprise can retain responsibility for its own service, build useful referral relationships and avoid implying that a shared public identity gives it authority over every fare or complaint.

Read the essay

An invitation

Contact

Infrastructure leadership conversations and a possible first outside board contribution, subject to preparation and a realistic capacity review.

Open to
  • Board appointments
  • Advisory roles
  • Speaking invitations
Write to Nafisa

office@nafisarehzavthi.example