Section · Speaking & conversations

Practise explaining the cash consequence with its assumptions intact

The acquired lot and the work still needed before sale

Fifty-minute finance and operations case · CFOs, buyers, controllers and operating leaders

This proposed workshop examines a 240-table lot purchased for ₹48 lakh within an initial ₹60 lakh management budget. Restoration of ₹22 lakh and freight of ₹8 lakh bring the specified cost to ₹78 lakh, leaving an ₹18 lakh overrun. Participants distinguish ₹20,000 purchase cost per unit from ₹32,500 specified lot cost and explain why neither alone establishes retail profit. The exercise retains Sanjay's approval responsibility and operations' authority over acceptance. The intended learning is to examine the less-understood work before a clear acquisition price anchors the whole decision. Participants prepare an account with its cost scope and uncertainty visible. All figures and goods are invented. The case does not prescribe statutory inventory treatment, certify product suitability or supply restoration instructions. A closing discussion asks how finance and operations can improve the decision basis without claiming that a revised budget itself proves a future saving. The session represents proposed learning, not an actual public engagement.

Which part of the warehouse expense follows the proposed closure?

Fifty-minute executive decision workshop · Boards, finance teams and operating executives

Participants examine ₹1.32 crore of annual allocated warehouse expense and a first-year scenario with ₹54 lakh avoidable cost and ₹18 lakh transition expense. The resulting ₹36 lakh potential precedes further service effects not yet modelled. The exercise distinguishes a reporting allocation from the cash consequence of an action and preserves the CEO's deferral pending operating assessment. The intended learning is to state period, retained costs and unfinished enquiry beside a proposed benefit. Participants prepare questions that help the enterprise decide without treating the financial model as the whole answer. All amounts are fictional, and no achieved saving or approved closure is claimed. A final discussion considers why correcting a premise should lead to a useful next step rather than an unsupported claim that finance saved the difference between two numbers. The proposed session does not offer advice on an actual site closure or represent an external event that has already taken place.

A fixed buyback promise meets an uncertain future recovery

Fifty-minute customer-promise review · Commercial, finance and product-service leaders

This illustrative session reviews a proposed ₹9,000 future buyback for 1,000 eligible items. An all-return scenario produces ₹90 lakh outflow against assumed ₹60 lakh gross resale, leaving ₹30 lakh before transport and refurbishment. Participants distinguish eligibility from predicted participation, gross recovery from completed proceeds and a scenario from a realised loss or present-value calculation. The intended learning is to keep the certainty offered to a customer separate from the uncertainty the enterprise accepts. The case retains a board decision to reject the fixed promise and ₹24 lakh assessment funding for condition-based quotations. That funding does not establish a completed universal service. All details are invented, and qualified owners retain legal, commercial and operating assessment. A closing exercise asks what the alternative needs to demonstrate before it can be responsibly offered. The session represents proposed learning rather than transaction advice, an accounting-liability conclusion or a record of an actual speaking engagement.

The discount and the cash needed to obtain it

Forty-five-minute treasury reasoning workshop · Finance, procurement and enterprise leaders

Participants examine a 2% early-payment discount on a ₹1 crore invoice. The ₹2 lakh gross benefit is compared with ₹1.4 lakh quoted funding cost and ₹0.3 lakh processing cost on aligned assumptions, leaving ₹0.3 lakh modelled advantage. The exercise does not infer an annual rate or present the figures as current market terms. Participants explain why a positive headline does not make payment acceleration automatic without liquidity and transaction review. The intended learning is to keep the costs required to obtain a benefit beside that benefit, with the period and decision stated clearly. All amounts are fictional, and no realised outcome, tax treatment or universal recommendation is claimed. A closing discussion asks which evidence would confirm the result after an actual transaction. The proposed session helps colleagues scrutinise a management comparison while leaving qualified financial and legal responsibilities intact; it is not a booking record or advice on a participant's real invoice.

Short speaker biography

Sanjay Tezqevmi is a fictional Gwalior-based CFO with forty-one years in household-goods and retail finance. His proposed sessions examine refurbishment costs, avoidable cash and uncertain recoveries behind customer promises. He leads twenty-three finance colleagues at an invented furniture retailer. The cases retain an approval error he owned and provide no actual transaction advice or record of delivered engagements.

Standard speaker biography

Sanjay Tezqevmi is an invented Indian finance executive raised in Panjim and based in Gwalior. He began in cost accounting in 1985, moved through financial management and control, and became CFO of Zhequrvi Renewed Furniture in January 2020. Twenty-three colleagues work through three heads within ₹3.9 crore annual function expense. His cases distinguish purchase price from restoration cost, allocated expense from avoidable cash and fixed promises from assumed recovery. He holds 0.8% within employee ownership and has no statutory seat. Fictional databank registration and assessment are complete. Proposed workshops use invented figures and preserve qualified financial, legal and operating responsibilities rather than claim actual engagements or universal outcomes.

Extended speaker biography

Sanjay Tezqevmi is a fictional Indian CFO based in Gwalior. Raised in Panjim, he completed commerce in May 1985 and entered Veqzermi Household Goods as a junior cost accountant that July. Finance management followed in 1993. He joined Zhequrvi Renewed Furniture as financial controller in September 2003, became finance head in April 2013 and CFO in January 2020. The invented company employs 280 people and sells refurbished household wooden furniture through six showrooms and online, with workshops in Gwalior and Jhansi. Sanjay leads twenty-three finance colleagues through three heads within ₹3.9 crore annual function expense under CEO Ira Nevqelmi. Operations director Vikram Deqzuri retains refurbishment and acceptance authority. His forty-one-year career is illustrated through an owned restoration-budget error, a warehouse cash scenario, a proposed fixed buyback, early-payment economics and employee-liquidity choices. He holds 0.8% within employee ownership and no statutory directorship. Fictional IICA registration in June 2026 and assessment in September are complete, with actual appointment suitability still requiring review. Proposed sessions are invented demonstration material, not actual engagements or advice on a real transaction. A commissioned profile would require verified evidence, permissions and accurate attribution of financial, operating and board responsibility before any business records appeared publicly.

An invitation

Contact

A first outside non-executive contribution after relationship, eligibility and capacity review. I hold 0.8% within employee ownership and no statutory seat. Fictional databank registration and proficiency assessment are complete; twenty-four provisional days remain subject to the actual appointment and employer consent.

Open to

Board appointments
Advisory roles
Speaking invitations

Write to Sanjay

office@sanjaytezqevmi.example