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Sorab VelqastiChief Product Officer
Portrait of Sorab Velqasti

Chief Product Officer · India

SorabVelqasti

Before the workflow tells somebody to act

The offline screen looked reassuring. It gave a field user a clear end to the submission journey and avoided leaving a spinning indicator on a device with uncertain connectivity.

Open to
  • Board appointments
  • Advisory roles
  • Speaking invitations
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Before the workflow tells somebody to act

In 2018 I approved an offline-intake design whose success screen said a submission had been received when the device had only placed it in a local queue. The screen made the journey feel finished. In eighty scripted scenarios, seventeen displayed that acknowledgement without server receipt and sixty-three represented the state correctly. Manoj Qevzarthi challenged what the next user was being invited to assume. I had treated a satisfying end to the interface as though it established the end of the handoff.

I am Sorab Velqasti, the fictional chief product officer of Zevqanti Service Systems. We build software used in insurer service and field-work processes; we do not decide insurance cover or claims. I live in Cuttack and work with sixty-eight product colleagues through five heads at our Bhubaneswar business. The function has ₹18.4 crore annual operating expense. The employer's ₹304 crore FY 2026 revenue and 640 employees describe the company separately from my delegated scope.

My career began in field-service analysis in 1989, before moving into service catalogues and then software products. The cases on this site examine the points where a product's useful simplification can outrun the work beneath it. We changed an acknowledgement, separated proposed appointments from confirmed ones, retained original inspection material, declined a contract outside the product's decision scope and paid to keep an older version available longer.

The receipt had to mean a completed handoff

A ₹43 lakh correction and six-week delay followed the eighty-scenario review. On retest, seventy-five scenarios represented the state correctly and five remained withheld; no actual claim-loss incident is asserted.

The larger contract asked the software to decide too much

We declined a proposed ₹4.8 crore annual engagement containing automated coverage judgement. A narrower ₹1.1 crore workflow proposal was also declined by the prospect, leaving no signed revenue from the discussion.

Retirement needed somewhere for the remaining work to go

Of fourteen customer instances on an older version, nine had a verified export route and five still needed continuing read access. A six-month postponement carried ₹1.2 crore support expense rather than making those needs disappear.

Current focus

Defining product transitions so that the next user can tell what has happened, what remains pending and which decision still belongs to a person or institution outside the software vendor.

Conversations I welcome

A conversation about product judgement in consequential service workflows, or a possible first board contribution after preparation and a review of my continuing employment and equity interest.

68

Product colleagues through five heads

₹18.4 crore annual function expense

37 years

From field-service analysis to product commitments

Five continuous roles beginning July 1989

640

Employer staff at March 2026

₹304 crore company revenue, separate from personal budget authority

I ask what a product state permits its next user to believe. Queued is not received, one party's availability is not a confirmed appointment, and an annotated image is not its untouched source. Product leadership means making those differences usable while accepting the delivery and commercial consequences of a narrower promise.

Sorab Velqasti

Chief Product Officer

Areas of stewardship

Where accountability has been mine.

  1. IWorkflow states that preserve the handoff
  2. IIService commitments with their participants identified
  3. IIIEvidence features that retain their source
  4. IVProduct scope and responsible retirement

Selected work

Decisions, and what they changed.

I

I let the success screen get ahead of the submission

In 2018, as product director, I approved an offline-intake design that displayed received once a device placed a submission in its local queue.

The full account

II

One available participant did not make a confirmed appointment

A 2022 booking prototype supported field assignments involving a customer and an external service participant.

The full account

III

The annotated picture could not stand in for its missing original

A 2023 product review examined sixty inspection-image packages used in a defined customer workflow.

The full account

In the words of others

Trusted by those who appoint.

Sorab did not turn the rejected narrower proposal into a commercial win. He explained what our company could responsibly offer and kept the consequence of the prospect's decision in the account.
Leela NezqavtiCEO, Zevqanti Service Systems; fictional colleague
The offline review challenged a pattern Sorab had approved. He accepted the change in meaning and the release delay, and the five scenarios still unsupported after retesting stayed visible.
Manoj QevzarthiService-design lead, Zevqanti Service Systems; fictional colleague

The journal

Perspective, set down with care.

An invitation

Contact

A conversation about product judgement in consequential service workflows, or a possible first board contribution after preparation and a review of my continuing employment and equity interest.

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

office@sorabvelqasti.example