From observing material flow to owning the operating promise

Mandate

Connect factory plans with the material conditions required by customers

Outcomes

• Kept recovered trim tied to reviewed recipe destinations
• Reopened a capacity proposal whose area promise depended on product weight
• Funded uncovered spare requirements and corrected winding presentation

Decisions in context

I became COO in February 2021, leading 400 operating colleagues through five heads. My annual operating delegation is ₹94 crore, with ₹7.2 crore separately approved capital expenditure. The wider company employs 560 people at Bhilwara and Ajmer and recorded ₹204 crore revenue and ₹16.8 crore operating profit for FY 2026. I report to Rohit Nevthuli; Mehul Qazravi leads quality through a separate reporting line to the CEO. Founders hold 60% and a regional investor 40%, with no personal holding by me. My cases connect recovered material, product mix, equipment support and customer interfaces with the operating promise. I retain the distinction between a funded programme and its demonstrated benefit, and between my coordination responsibility and the technical acceptance or safety authority of qualified colleagues.

Reason for the move

Current executive responsibility without board appointment

Mandate

Own the plant's operating account from preparation to customer-ready dispatch

Outcomes

• Accepted whole-plant expense and people responsibility
• Owned a dispatch plan that overlooked continuous-length requirements
• Reworked eight affected rolls while retaining the cost of the error

Decisions in context

I became plant manager in April 2017. Vazqeshi employed 430 people and recorded ₹158 crore revenue for FY 2018. I led 285 operating colleagues through four heads, with ₹62 crore annual expense under the CEO. That year I supported a dispatch group of 32 rolls without sufficiently examining the continuous length inside them. Eight rolls contained joins that conflicted with the customer's agreed requirement, leading to ₹41 lakh of rework. I did not treat the issue solely as a missed final inspection. My planning assumption had allowed quantity to stand for usability, and the correction changed how I reviewed a delivery promise. Technical and quality colleagues retained the appropriate assessment authority, while I owned the resources and coordination needed to correct the operating account.

Reason for the move

Promoted to COO in February 2021

Mandate

Translate product requirements into a workable production plan

Outcomes

• Moved into technical-felt manufacturing
• Led a larger production group and operating budget
• Learned to distinguish mass, area and roll quantities in customer requirements

Decisions in context

I joined Vazqeshi in July 2013 as production manager. The business had 310 employees and ₹104 crore revenue for FY 2014. I led 180 operating colleagues through four supervisors, with ₹31 crore annual expense under the plant head. The products served industrial cushioning and machine-contact applications, which required attention to the conditions inside an order rather than a single common output number. I learned that kilograms, square metres and rolls each described a different aspect of the work. My responsibility was to connect the production sequence with those requirements while recognising that specifications and quality release had their own authorised owners. The experience prepared me for plant leadership, although the later dispatch failure showed that understanding the distinction did not ensure I would always apply it carefully enough.

Reason for the move

Appointed plant manager in April 2017

Mandate

Connect the shift plan with available people, time and authorised product conditions

Outcomes

• Moved from individual engineering work into operating supervision
• Accepted responsibility for shift resources and expense
• Developed judgement about the limits of scheduling authority

Decisions in context

The shift-manager appointment began in May 2009. Qezruni had 210 employees and ₹58 crore revenue for FY 2010. I led 55 colleagues through three supervisors with ₹7.8 crore annual operating expense under the plant manager. The role made me responsible for the people and time behind a production plan, rather than only the analysis of a process. I learned to ask which conditions had to be established before the planned output could be treated as usable. A schedule could not decide a specification or replace authorised quality release simply because the shift needed to finish an order. That boundary shaped my approach to operating coordination: I could make the unresolved question visible and organise the work around it without assuming the authority to settle every technical matter myself.

Reason for the move

Joined Vazqeshi as production manager in July 2013

Mandate

Learn material flow and support production analysis under experienced managers

Outcomes

• Entered manufacturing after completing production engineering
• Developed practical understanding of nonwoven material flow
• Built experience before taking supervisory and expense responsibility

Decisions in context

I joined Qezruni in July 2006 after completing my production-engineering degree the previous month. The company employed 120 people and recorded ₹22 crore revenue for FY ending March 2007. I was one of four engineers reporting through the production manager, without supervisory or expenditure authority. My work involved observing how material moved and supporting the analysis of production questions. I learned that a record could be accurate while describing only one part of the operating condition, and that a useful question often began by asking what the number was intended to represent. I did not hold the approval responsibilities I later acquired. This early period established a continuous manufacturing career and an interest in the relationship between a process measure and the work it was being used to promise.

Reason for the move

Promoted to shift manager in May 2009