Faiz Qevtalri · Chief Financial Officer · India
| Capacity | Committees |
|---|---|
| Ready to join | An audit committee where the applicable membership requirements and collective skill needs are met · A risk committee examining contract and funding commitments in an engineering-service enterprise |
I am seeking a first statutory contribution where a board would value clear scrutiny of engineering-service finance and commercial commitments. Audit or risk committee membership could be relevant after reviewing the actual charter, applicable composition requirements and skills already present. I am not offering myself as an audit-committee chair solely on the strength of a CFO title or passed assessment. I would want a sound induction, appropriate access through board processes and an enterprise willing to examine an unresolved premise without treating every question as opposition to growth. The best fit would let me contribute financial judgement while relying on colleagues for expertise beyond my own experience. Before accepting, I would need current advice and review of eligibility, independence, relationships and time. The responsibility I am exploring is collective governance, with management retaining its authority to prepare and execute operating decisions.
Presented to the Board or a committee
Company board; finance and commercial-resource presentations
2014–present
Presented contract-margin scenarios, custody-value boundaries, security cash and management-reporting reconciliations. The finance-director job title was not a statutory appointment.
IICA Independent Directors’ Databank: Proficiency assessment passed
In this fictional career I registered in the IICA Independent Directors' Databank in September 2025 and passed the proficiency assessment in February 2026. I do not claim an exemption. This preparation is distinct from a statutory appointment and from company-specific eligibility or independence. Current requirements would be checked before a particular opportunity proceeds, and private platform results remain outside this public page.
I could help a board understand which financial facts support the decision in front of it and which describe something else. My experience includes a margin dependent on proposed scope, replacement values attached to customer-owned components, cash margin supporting contract security and internal service figures within an enterprise report. These are not interchangeable accounting problems. They reveal how a valid number can acquire an unsupported meaning when its boundary is lost. I would bring a workshop-service finance perspective and ask management to make the premise, authority and unresolved position visible. I would also retain my own error in the margin case, because it explains why a board should test an attractive proposal without assuming that a senior finance title makes every premise reliable. Other directors' legal, technical, people and sector experience would remain essential. I would seek to strengthen collective judgement rather than become an unofficial second finance department.
I supported a 23% contribution case that combined authorised work with a proposed variation. The authorised ₹8.2 crore scope and ₹7.2 crore cost implied approximately 12.2% contribution on their own. I would use that experience to ask whether management has made the state of commercial agreement clear before the board commits resources. The upside may deserve consideration, but it should not inherit the certainty of the base case without evidence. My part in the initial presentation remains relevant; the later correction does not make the original judgement adequate. Directors can ask for a better decision account without negotiating the customer's scope themselves.
The security-backed service decision combined ₹3.6 crore cash margin with either ₹4.4 crore or ₹2.5 crore working resources. The board needed to see the related commitments while preserving the difference between cash margin and a ₹12 crore nominal bank facility. I would ask whether the funding account covers the actual programme and terms, including restrictions and timing, without treating a lower proposed commitment as profit. Management and specialists retain responsibility for the documentation and operating plan. The board's role is to judge the whole commitment and the alternative being declined, rather than allow a material cash requirement to sit outside the commercial decision.
I would begin by learning the company's ownership, service model, financial reporting basis and material commitments. Through the chair's arrangements I would understand how management prepares a contract proposal, distinguishes authorised scope and explains changes after approval. I would follow selected decisions from operating record to board account so that I could recognise where a number's purpose might be lost. I would also learn the expertise and responsibilities of fellow directors, management and advisers before suggesting changes. The purpose would be informed oversight, not a parallel instruction channel to workshop or finance colleagues. I would pay particular attention to how a question is recorded when the board cannot resolve it immediately. An unresolved commercial premise should return with an owner and a clear account of what further evidence is needed, rather than disappear when a paper is revised. I would also learn how the committee receives assurance without confusing management confidence with independent examination. My provisional twenty-two-day capacity would need to include induction, preparation, committee work and urgent periods. I would discuss that practical requirement with the chair and my employer before accepting responsibility, rather than assume a calendar estimate is sufficient evidence of availability.
A prospective board role could involve workshop customers, equipment suppliers, banks or industrial investors connected to Temqozri. I would identify those relationships early and discuss whether disclosure, restrictions, recusal or declining the role would be appropriate on the actual facts. I would not bring confidential contract prices, bank terms, customer records or colleagues' work into another company to demonstrate expertise. The judgement developed through experience is different from the right to reuse the underlying material. Family and investor relationships also need careful consideration even where I hold no equity myself. I would keep the position current as relationships and responsibilities changed. A conflict process should be practical enough to affect what I receive, discuss and decide, rather than remain a sentence in a biography that nobody revisits after appointment.
I have no equity in Temqozri and hold no statutory directorship. I would still need to disclose and examine relationships involving a proposed company's owners, customers, banks, suppliers and advisers. Passing a databank assessment does not establish independence from that enterprise. I would use the appropriate company-specific process and professional advice before accepting a formal conclusion. My executive experience is a reason to discuss a possible contribution, not a substitute for the facts, eligibility requirements or practical capacity needed for a particular appointment.