Preparation became responsibility for the whole production route

Mandate

Connect approved customer files, production flow and dispatch conditions with the finished-component promise

Outcomes

• Replaced a press proposal with a folding programme addressing the reviewed constraint
• Published both order and quantity views of the delivery cohort
• Arranged a bounded partial language release and retained packaging-trial exceptions

Decisions in context

I became COO in January 2022 after leading the two-site operating organisation. The company now employs 510 people and serves 34 pharmaceutical customers, with ₹184 crore revenue and ₹16.2 crore operating profit for FY ending March 2026. My remit is 290 operations colleagues through six heads and ₹72 crore annual expense, reporting to Sanjay. I lead the connection between prepress, printing, folding and dispatch while Irene retains the relevant quality decisions and customers approve their pharmaceutical text. The role has required capital choices, more revealing delivery measures and explicit agreements about partially ready work. I have no statutory seat or personal shareholding. My responsibility is to make the operating promise supportable across departments, including the costs and unresolved conditions that a high production count can too easily obscure.

Reason for the move

Current executive role; no statutory board appointment

Mandate

Coordinate production choices and customer requirements across two plants

Outcomes

• Extended a single-plant remit into two-site operating coordination
• Owned the 2017 sheet-layout mistake and its ₹38 lakh rework consequence
• Brought fold requirements into the review of sheet arrangements

Decisions in context

The April 2016 appointment expanded my responsibility from one plant to a two-site production organisation. Nevqumi employed 390 people and recorded ₹121 crore revenue for FY 2017. I led 230 colleagues through five managers with ₹48 crore annual expense, reporting to the CEO. In 2017 I approved a sheet layout that improved paper yield but disregarded the grain direction needed for the fold. We held 1.2 million leaflets, remade 900,000 and separately released 300,000 after review. Rework cost ₹38 lakh and the replacement quantity was five working days late. I learned that coordinating plants required more than comparing their local efficiency. The responsibility included understanding how a decision made before printing could impair the component another department was expected to finish, and acknowledging my role when that happened.

Reason for the move

Appointed COO in January 2022

Mandate

Organise a specialist print plant around approved content and physical conversion requirements

Outcomes

• Moved from general printing into pharmaceutical information components
• Built working relationships across production, quality and customer teams
• Learned the boundary between print execution and approval of medical language

Decisions in context

I joined Nevqumi in August 2010 as plant head and moved into a more specialised customer environment. The company had 220 employees and ₹58 crore revenue for FY 2011. I led 130 colleagues through four managers, with ₹22 crore annual expense, under the head of operations. Information leaflets required me to connect the customer's approved file with the physical component that would enter a later packing process. My technical printing education did not authorise me to approve pharmaceutical wording or translations. I worked with quality and customer colleagues to understand what production could decide and what needed a different owner. The experience broadened my judgement from running machines and shifts to managing the handoffs that made a specialised promise credible, including the occasions when work had to wait for a decision outside the plant.

Reason for the move

Expanded to multi-site operations in April 2016

Mandate

Plan shifts and finishing work as a connected production route

Outcomes

• Took responsibility for people and production expense
• Developed scheduling judgement across printing and finishing
• Learned to challenge local throughput when unfinished work accumulated downstream

Decisions in context

I became production manager in June 2003, moving from preparation work into people leadership. Ravqesi employed 180 people and recorded ₹34 crore revenue for FY 2004. My team comprised 52 colleagues through four supervisors, with ₹7.2 crore annual expense, reporting to the plant head. I had to plan a shift in which each department's useful work depended on what another had prepared and what the next could complete. A busy press could coexist with a growing finishing queue. I learned to discuss that imbalance without dismissing the effort of the people operating the press. The role gave me experience of scheduling, supervision and explaining trade-offs to a more senior operating leader. It also prepared me to judge a production result by the completed customer job rather than the most visible activity inside the factory.

Reason for the move

Joined a specialist healthcare printer as plant head in August 2010

Mandate

Prepare customer files and coordinate their passage into production

Outcomes

• Applied printing education to real job preparation
• Learned how sheet arrangement affected later finishing
• Developed coordination habits before assuming management authority

Decisions in context

I joined in August 1996 after completing my printing degree in June. Ravqesi employed 65 people and recorded ₹9.4 crore revenue for FY ending March 1997. I worked within a seven-person prepress group under the production manager, without a supervisory appointment or delegated spending approval. The work taught me to see a customer file as the beginning of a physical route rather than a finished instruction that every department could interpret alone. A layout choice could help one process and complicate another. I learned to ask the people doing the next operation what they needed before treating preparation as complete. At that stage I coordinated and learned; I did not set company policy or approve major production choices. The later management role grew from that practical understanding of the handoff.

Reason for the move

Promoted to production manager in June 2003