The source questions that followed me into leadership

I grew up in Aizawl and completed a statistics degree at the fictional Qelvotri College of Statistics in May 1999. I began employment in July at Temqavri Statistical Services. The work taught me that a useful calculation needs an account of what was observed before it needs a polished display. I was interested in the small choices that could change the meaning of a result: which event had been recorded, which period it belonged to and what an empty field actually meant. Those questions were initially part of careful supporting work, not a mandate to make decisions for the client.

As a data assistant I reported to the analytical supervisor, with no direct reports or delegated expenditure. Temqavri employed twenty-two people and recorded ₹4.8 crore FY2000 revenue. I prepared source material, checked transcriptions and carried unresolved questions to the responsible analyst. I did not adjudicate disputes about what had happened or claim that a complete table proved the underlying account. My useful contribution was to keep the source and the transformation connected, so a later reader could understand why the output looked the way it did. That discipline became more difficult, and more important, as the volume and speed of the work increased.

In September 2005 I became a senior analyst. At FY2007 scale the business had forty-four colleagues and ₹12 crore revenue. I led five analysts with ₹42 lakh annual expense under the research director. I began reviewing how the team's classifications affected the conclusions clients could draw. A label that seemed harmless during preparation could become the basis of a comparison elsewhere. I learned to ask the intended question before accepting the field definition, and to retain uncertainty where the supplied material could not support a confident answer. The role developed my judgement but did not make me the owner of every source decision.

I joined Vezqatri in January 2012 as data-operations manager. The company supplied sports feeds and archive material from its Kohima base. At FY2014 scale it employed ninety people and generated ₹28 crore revenue. I led twelve colleagues with ₹2.2 crore annual operating expense, reporting to the operations director. Sports data brought a demanding combination of speed and revision. A feed needed to be useful while an event was unfolding, but the record also needed to reflect later authorised changes. I worked with source and product colleagues to understand how an update travelled from an event account into a display, archive and subsequent comparison.

From April 2017 I served as data director. At FY2019 scale Vezqatri employed 148 people and recorded ₹57 crore revenue. My team numbered twenty-four, with ₹4.5 crore annual operating expense under the CEO. In 2019 I approved a result-update approach that overwrote earlier versions. Seven of 118 reviewed match records had been amended by authorised sources, but our service no longer retained a sufficient account of the changes. I owned the decision and the ₹41 lakh restoration of supported histories. The current result was only one part of a trustworthy record; my approval had allowed it to displace evidence needed to explain what the service had previously supplied.

The CDO appointment began in April 2021. I now lead thirty-six colleagues through four leads and report to Simon Qervazli. Vezqatri's 188 employees support ₹79 crore FY2026 revenue: ₹48 crore live-event feeds and ₹31 crore archive analysis. My ₹7.2 crore FY2026–27 operating expense includes ₹2.6 crore improvement work. Founders hold 47%, an employee vehicle 13% and an investor 40%; I have no personal equity. Anita Tevqozri coordinates with authorised competition sources. The company supplies data services, not official sporting adjudication, and my authority over the data function does not confer ownership of every conclusion a customer might draw.

Later reviews examined the clocks behind a latency claim, the treatment of unplayed fixtures, the difference between annotation agreement and accuracy, and comparisons across changed competition formats. The recurring question was what the product's representation allowed the reader to assume. The answers required different changes, not one generic cleaning rule. Sometimes the service needed a more explicit history; sometimes a narrower measure or a different grouping. I retained the cost and limitations of each response because a more faithful description does not by itself establish better athlete performance, a faster network or a commercial gain.

I work in English, Mizo and Hindi and remain based in Kohima. My fictional IICA databank registration dates from April 2026, with the proficiency assessment completed in September. That preparation does not establish independence or suitability for a particular appointment. I have no statutory directorship and am considering an initial board contribution, with twenty-three days provisionally available. I would bring experience of the decisions hidden inside apparently simple data products, while drawing on other directors' financial, legal, operational and sector expertise. A board should understand what a data claim supports without being asked to become the team that resolves every record.