Follow the promise beyond the completed task

I lead operations at Tezqavmi Sewing Stores in Kolhapur. The invented nineteen-shop retailer sells household sewing machines and provides demonstrations, repairs and approved spare-parts service. Its 410 employees include 306 operating colleagues reporting through five leaders to my function. I hold ₹24 crore delegated annual operating expense, excluding merchandise purchases and separately approved capital, under CEO Reema Zhevquri.

My thirty-two-year career began in retail operations support. I have learned to ask whether an internal measure follows the customer's actual commitment. A truck can depart on schedule after a part has already waited too long. A repair can remain open because a customer has not authorised the quotation. A second demonstration bench does not provide a second qualified person. Those distinctions change the operating response.

In 2020 I accepted a reservation process that allowed individual sewing machines to be promised twice. In a review of sixty-four physical units, eleven had two order claims and fifty-three had one: seventy-five claims against sixty-four machines. We held further confirmation while reconciling options and funded ₹29 lakh of reservation redesign. No duplicate physical dispatch is claimed, but the promise had exceeded the stock we could assign.

Current focus

Operating accounts that connect reservation, authorisation, waiting and usable capacity to the promise made to a customer. I also want the economics of extended service hours to retain their added costs rather than report sales alone.

Conversations I welcome

One first outside non-executive contribution after preparation, employer consent and qualified relationship review. I hold 0.4% within employee ownership and no statutory seat. IICA registration has not begun in this fictional record; twenty-two provisional days remain subject to the actual role.