Amrita QezthaniChief Operating Officer
Portrait of Amrita Qezthani

Chief Operating Officer · India

AmritaQezthani

The finished promise extends beyond the printed sheet

I grew up in Satara and became interested in the practical distance between a page designed on a screen and a page someone could use.

Open to
  • Board appointments
  • Advisory roles
  • Speaking invitations
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A leaflet is finished when the whole production promise holds

I lead operations at Nevqumi Printed Healthcare Components in Belagavi. Our two plants print and fold information leaflets for 34 pharmaceutical customers. My remit covers 290 colleagues through six heads and ₹72 crore annual operating expense. Company revenue of ₹184 crore and operating profit of ₹16.2 crore for FY ending March 2026 describe the whole enterprise, including the work of commercial, quality and other colleagues. They are not figures I attribute solely to the operations team.

I began in prepress coordination in 1996. That is where a customer's file becomes a sequence of production decisions: how the sheet is arranged, which process follows and what must be confirmed before another team starts. Moving through plant and multi-site management taught me that local efficiency can make the overall job worse. More sheets per hour do not help when the required fold cannot be made, an approval is missing or the delivered component is damaged by its shipping arrangement.

My cases retain those uncomfortable consequences. I approved a layout that disregarded paper-grain direction and had to remake most of the held batch. I later declined more printing capacity because folding was the constraint. I changed a delivery report that made small on-time orders obscure large late ones. Other decisions separated approved language versions from pending ones and paid for a lower pallet stack. These were operating choices with costs, customer consequences and limits that belong in the account.

A productive sheet layout created unusable folds

We held 1.2 million leaflets after my 2017 layout choice. Review released 300,000 and required 900,000 to be remade. None had been dispatched before the hold. Rework cost ₹38 lakh and the replacement quantity arrived five working days after its agreed date.

The investment needed to follow the folding constraint

Monthly demand of 24 million leaflets included six million supplied flat and eighteen million needing folding. Printing capacity was 24 million; folding capacity was sixteen million. We approved a ₹3.8 crore folding programme instead of a ₹6.4 crore press proposal. Installed capability and actual completed output remained separately reported.

Eighty percent of orders hid less than half the volume

In a 120-order review, 96 on-time orders contained fourteen million of thirty million leaflets. Twenty-four late orders contained sixteen million. The order result was 80%; the unit-weighted result was approximately 46.7%. Both were needed to understand what customers had received.

Current focus

I am improving how a job passes between prepress, print, folding, quality review and dispatch. Each stage needs enough information to preserve the customer's approved requirement without asking the printer to approve medical language. The task is to connect responsibilities, including where a partially finished order must wait, rather than reward a department for moving work beyond its own boundary.

Conversations I welcome

I would consider one first board appointment in specialised converting or a manufacturing supply chain. I hold no statutory seat. This fictional record includes July 2026 IICA registration with the assessment unfinished and no exemption. Twenty-four provisional days, employer consent and relationship review would be prerequisites to exploring a suitable contribution.

290

Operations colleagues through six heads

₹72 crore annual operating expense

30 years

From prepress preparation to COO

Five continuous appointments beginning August 1996

34

Pharmaceutical customers served by the company

Two plants and 510 company employees

A printed sheet is a stage of work, not the finished promise. I want the approved language, fold, quantity and delivery condition to travel together from the customer file to the packing line. If one is missing, the production count should not make the order sound complete.

Amrita Qezthani

Chief Operating Officer

Areas of stewardship

Where accountability has been mine.

  1. IPrint-to-fold production flow
  2. IICustomer-approved file control
  3. IIIDelivery measures across unequal orders
  4. IVProtective packing and dispatch economics

Selected work

Decisions, and what they changed.

I

Owning a sheet-yield decision that defeated the fold

In 2017 I approved a sheet arrangement intended to improve material yield on a pharmaceutical-leaflet job.

The full account

II

Funding folding capacity when another press was the easier proposal

Our 2022 capital discussion began with a ₹6.4 crore proposal for additional printing capacity.

The full account

III

Restating the delivery picture without changing the delivery dates

In a 2023 review, our dashboard showed 96 of 120 orders delivered by their agreed dates.

The full account

In the words of others

Trusted by those who appoint.

Amrita made the folding constraint clear enough for us to change the capital proposal. She kept the later completed output separate from the installed rating, so approval did not become the end of the operating discussion.
Sanjay ZeqvathiCEO, Nevqumi Printed Healthcare Components; fictional colleague
Amrita owned the layout decision that caused the fold problem. During the later language programme, she helped define a useful partial release without asking production or quality to approve the customer's medical wording.
Irene ZeqthuliQuality Head, Nevqumi Printed Healthcare Components; fictional colleague

The journal

Perspective, set down with care.

An invitation

Contact

I would consider one first board appointment in specialised converting or a manufacturing supply chain. I hold no statutory seat. This fictional record includes July 2026 IICA registration with the assessment unfinished and no exemption. Twenty-four provisional days, employer consent and relationship review would be prerequisites to exploring a suitable contribution.

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

office@amritaqezthani.example