Zoya QelzuriChief Marketing Officer
Portrait of Zoya Qelzuri

Chief Marketing Officer · India

ZoyaQelzuri

Let the learning promise stay close to what was observed

I grew up in a Muslim family in Lucknow and completed a Bachelor of Commerce in Marketing at Tevquni College of Commerce in June 1998.

Open to
  • Board appointments
  • Speaking invitations
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I market workplace simulation by keeping practice, participation and demonstrated application separate in the story a customer is asked to believe.

I am CMO of Tazvuri Simulation Systems in Mysuru. Our software lets customer-service teams rehearse workplace scenarios. I lead 24 colleagues through three heads within a ₹9.6 crore FY 2026–27 marketing budget. The company's 310 employees, 38 enterprise clients and ₹118 crore FY 2026 revenue describe a wider business than the function I manage. Sales, learning evaluation and customer workplace practice have their own owners.

I began in learning-services account coordination in Lucknow. Clients wanted a useful programme, but their questions did not end when attendance was recorded. Later, software made participation easier to count and presentations more convincing. It also made it possible to call several different things engagement and let the buyer assume the strongest meaning.

My cases include a headline I approved from practice results without enough evidence about workplace change. They also examine silent survey participants, repeated demonstration sessions, provisioned accounts presented as active use and an interaction that excluded some people from the public showcase. The outcomes include withdrawn claims, cancelled expansion and delayed publication. Those decisions belong beside the results that made the original campaign attractive.

The practice result did not establish workplace improvement

Eighty learners reduced average errors in a defined scenario from 12 to 7.2, a 40% relative change. There was no comparison group or workplace follow-up. I withdrew the wider claim I had approved and revised 14 assets at ₹18 lakh cost. The observed practice result remained; the broader causal promise did not.

The silent majority could not be given a favourable answer

Of 400 participants invited to a survey, 100 replied and 85 responded positively. That was 85% of respondents, with 300 nonresponses still unknown. We stopped the campaign statement about the whole group and approved ₹23 lakh for further research that remains unfinished.

Repeated sessions were useful without being new people

A demonstration recorded 360 sessions from 90 people who each participated four times. Fifty-four requested follow-up and 36 did not. We retained the ₹31 lakh pilot expense and cancelled a ₹1.7 crore expansion pending a clearer distinct-reach case. Repetition was not dismissed, but it could not supply the missing audience.

Current focus

I am changing the questions our campaign briefs ask before they select a headline. Which population supplied the evidence? What happened inside the software? What would need to be observed outside it? A useful answer should help a customer decide how to evaluate a programme in their own setting. It should also show colleagues where a promise needs more work instead of relying on an enthusiastic reaction to close the gap.

Conversations I welcome

I would consider a first outside board role where commercial claims and customer adoption deserve careful scrutiny. I have no statutory directorship. Fictional IICA registration began in June 2026; the proficiency assessment remains incomplete and no exemption is claimed. Twenty provisional days would require employer consent, relationship review and a realistic allowance for preparation before any appointment.

24

Marketing colleagues through three heads

₹9.6 crore FY 2026–27 marketing expense

₹118 crore

Company revenue for FY ending March 2026

310 employees and 38 enterprise clients

28 years

Learning-services coordination to marketing leadership

Five continuous appointments beginning July 1998

I want the commercial account of a learning product to say what people practised, what was observed and what remains unknown about their work afterwards. A repeat visit can indicate interest without adding a new person. A favourable survey can describe its respondents without speaking for everyone who stayed silent. These distinctions make the proposition more useful to a buyer because they reveal the work still needed around the software. My role is to keep that work visible when a shorter headline would be easier to sell.

Zoya Qelzuri

Chief Marketing Officer

Areas of stewardship

Where accountability has been mine.

  1. IEvidence behind learning-product claims
  2. IIParticipation and audience interpretation
  3. IIIAdoption language and commercial accountability
  4. IVInclusive demonstration and evaluation

Selected work

Decisions, and what they changed.

I

Withdrawing the workplace promise I had approved from practice results

In 2022 I approved a campaign headline describing 40% fewer mistakes after a customer-service simulation.

The full account

II

Keeping three hundred unanswered surveys out of the favourable percentage

A 2023 survey invited 400 participants to comment on a software-supported learning programme.

The full account

III

Cancelling expansion after separating repeat participation from new reach

A 2024 demonstration programme recorded 360 sessions.

The full account

In the words of others

Trusted by those who appoint.

Zoya kept the value of repeated participation visible while challenging the reach argument used to request a larger budget. The distinction made the next decision clearer, even though it stopped the proposal we had expected to advance.
Neel ZevqimiCEO, Tazvuri Simulation Systems; fictional colleague
She accepted that the headline she had approved asked our practice result to do more than it could. We revised the account without pretending that either the learning observation or the unanswered workplace question had disappeared.
Meera VaqsumiHead of Learning Evaluation, Tazvuri Simulation Systems; fictional colleague

The journal

Perspective, set down with care.

An invitation

Contact

I would consider a first outside board role where commercial claims and customer adoption deserve careful scrutiny. I have no statutory directorship. Fictional IICA registration began in June 2026; the proficiency assessment remains incomplete and no exemption is claimed. Twenty provisional days would require employer consent, relationship review and a realistic allowance for preparation before any appointment.

Open to
  • Board appointments
  • Speaking invitations
Write to Zoya

office@zoyaqelzuri.example