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Arun TezqevriChief Marketing Officer
Portrait of Arun Tezqevri

Chief Marketing Officer · India

ArunTezqevri

The customer we chose is not every customer

I grew up in Ajmer, where many business conversations depended on somebody knowing who could actually answer the next question.

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

The customer we chose is not every customer

I once approved a campaign built entirely from favourable interviews even though our research had heard a more mixed account. Thirty-six customers had been invited, eighteen participated, and twelve of those described a positive experience. Six raised qualifications or difficulties. The campaign used only the twelve positive accounts. Their words were permitted and accurately recorded; my selection still made the experience look more uniform than the research supported.

I am Arun Tezqevri, the fictional CMO of Veqrathi Biomass Fuels in Bikaner. Twenty-six marketing colleagues work through four leads, with five agency personnel counted separately. I carry ₹5.8 crore annual marketing authority within a 346-person enterprise that records ₹268 crore FY 2026 revenue. We manufacture and distribute industrial biomass briquettes and related supply services. I do not set product specifications, approve fuel use in a customer's equipment or control the commercial price simply because I communicate the proposition.

The later cases concern the buyer's ability to examine that proposition. We removed a compulsory telephone form from a resource library, clarified the difference between brand identity and product grade, corrected a shared campaign's duplicated buying-organisation count and delayed translated material whose meaning had shifted. Each decision gave up a convenient marketing measure or release date. The aim was a more useful account, with technical and commercial questions directed to the people qualified to answer them.

A selected story kept its selection history

The revised publication used six permitted accounts, three favourable and three mixed, without pretending that balance made the selection representative of all customers. The ₹41 lakh programme cost included ₹9 lakh of correction.

Buyer research did not have to begin as a sales contact

Twenty-eight resources became available without a compulsory telephone field. The programme spent ₹61 lakh of an ₹84 lakh authorisation, with no claim that downloads established purchase intent or caused sales.

The campaign counted organisations rather than repeated records

Eighty-four shared campaign records represented fifty-two distinct buying organisations. Thirty-two were excess records, not thirty-two additional buyers. Commercial assessment remained separate from a marketing contact count.

Current focus

I am improving the path from industrial marketing material to a buyer's own product and commercial assessment, including how selection, language and channel reporting shape what the buyer and our board believe.

Conversations I welcome

Focused industrial-marketing discussions and a possible first outside role after preparation, employer requirements and relationship review.

28 years

Industrial marketing career

May 1998–October 2026; fictional continuous employment

26 colleagues

Internal marketing team

Four leads; five agency personnel counted separately

₹5.8 crore

Annual marketing authority

Separate from company revenue and sales acceptance

346 people

Enterprise workforce

At March 2026; biomass-fuel manufacture and distribution

I want the buyer to understand how a marketing account was made. A permitted customer quote can still be a selected story, a useful download need not be a sales enquiry, and a familiar brand does not make every product grade interchangeable. My responsibility is to make those distinctions usable before the buyer relies on a simpler conclusion.

Arun Tezqevri

Chief Marketing Officer

Areas of stewardship

Where accountability has been mine.

  1. ICustomer evidence with its selection visible
  2. IIUseful research before a sales conversation
  3. IIIBrand clarity across product grades
  4. IVCampaign meaning across channels and languages

Selected work

Decisions, and what they changed.

I

I selected the favourable interviews and lost the shape of what we had heard

In 2019, while directing customer programmes, I approved a campaign built from twelve favourable customer interviews.

The full account

II

Letting a buyer read before asking them to become a telephone lead

Our 2022 buyer-resource programme began with twenty-eight documents: sixteen explaining the questions involved in technical screening and twelve supporting commercial planning.

The full account

III

Keeping the product grade visible inside a consistent brand

A 2023 review considered twelve product descriptions used under a common biomass-fuel brand.

The full account

In the words of others

Trusted by those who appoint.

In this fictional account, Arun kept the difference between partner activity and distinct buying organisations visible. His recommendation gave us a more precise investment discussion without pretending that commercial qualification had already become sales.
Nasreen DevqerthiFictional CEO and current manager, Veqrathi Biomass Fuels
This invented observation reflects my operations relationship with Arun. He accepted responsibility for publishing favourable interviews while omitting mixed experiences, and retained technical ownership when revising the product proposition rather than allowing marketing language to settle equipment suitability.
Vikram ReqzathiFictional operations colleague, Veqrathi Biomass Fuels

The journal

Perspective, set down with care.

An invitation

Contact

Focused industrial-marketing discussions and a possible first outside role after preparation, employer requirements and relationship review.

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

office@aruntezqevri.example