Chief Product Officer / India
ToviDezqevni
The pieces looked distinct to the people who had designed them.
31
Product colleagues
Four leads within the delegated function
₹6.1 crore
Annual function expense
Separate ₹2.2 crore approved development programme
22 years
Product-design career
Junior designer from July 2004; CPO from January 2023
I believe
The demonstration table has advantages that a home table does not: a confident host, a known rule and an evening arranged around the product. I ask what the game itself must explain or preserve when those advantages disappear. The work includes recognising a piece, running the neutral turn, putting a campaign away and asking a question without revealing a private choice.
— Tovi Dezqevni
The work
In 2020 I approved colour-only faction tokens for an adult tabletop prototype. The palette looked distinct to the design team, and I treated that familiarity as sufficient evidence that players could use it. During observed play, thirteen of thirty-two adults assigned a token incorrectly. The finding concerned the task in that exercise; it did not diagnose a visual condition or establish how every player would respond in every setting. My approval had nevertheless preceded an adequate account of recognition in use. The commercial sponsor wanted to preserve the clean component family and planned development date. Adding shape and embossed symbols meant more design and tooling work. I supported that work and allocated ₹35 lakh to the programme rather than rely on a host to keep correcting assignments. The brief asked the component to carry more of its own meaning while retaining a coherent visual identity. Manufacturing, quality and safety colleagues kept their respective assessments and release responsibilities. In a later exercise with forty different adults, five still needed assistance. The new group and conditions prevent a precise causal claim from a simple comparison with thirteen of thirty-two. We did not describe the product as universally accessible or certified safe on the basis of either exercise. The useful result was a revised component proposition and a visible remaining assistance group. Funding and observed use still left further questions for development. I retain this case because I had understood the game too well when I judged the pieces. The design team's ability to recognise an object was not the same as the object helping a new player do so under the attention demands of play. The correction required an owned change of brief and a cost, not a claim that the original participants should have concentrated more carefully. I would now ask what recognition the component itself makes possible before treating its elegance as evidence that the task is settled.
In 2022 we reviewed a prototype described as a two-player game. Its competitive roles required two people, but neutral-opponent actions still needed to be advanced and resolved during play. Seventeen of thirty adult pairs required help managing that work in the observed exercise. A demonstrator could supply the missing attention so smoothly that the product appeared to fulfil its player-count promise. At a home table, that third person's contribution would not be present automatically. The development team proposed retaining the rules and adding a longer explanation for the neutral actions. I agreed that clearer language might help, but the task also required remembering a sequence while both players were already engaged in their own choices. I recommended a bounded two-player turn track and neutral-action deck, funded through ₹66 lakh of development. The product would carry more of the state and sequence instead of relying on a hidden facilitator. The choice added components and further review. It did not establish that the revised mode had launched, that every pair could play unaided or that the game had a better win rate. Research needed to examine the actual use of the new direction, while manufacturing and quality colleagues assessed their own responsibilities. The observed seventeen pairs were not a population estimate, and needing help did not make their participation a failure of intelligence or commitment. My contribution was to make the player-count promise include the administrative work of play. Two competitive seats do not necessarily mean the whole task is designed for two people. A product leader should notice when a polished demonstration borrows attention from someone outside the advertised group. The immediate result was a changed development scope, with the cost and unresolved evidence retained. I would now remove the demonstrator's invisible interventions earlier in the review so the actual product can be evaluated on the work it asks its players to carry.
A 2023 campaign prototype assumed the group would either finish in one evening or leave the board arranged until it returned. Research with forty-eight adult groups found twenty-nine wanting to pause across weeks and nineteen preferring a single evening. Those counts described the participants, not market shares. The preference for pausing was nevertheless a concrete product situation. A dining table or shared room could not be treated as permanent storage merely because the campaign had not finished. One proposed route used permanent stickers and marked components to record progression. That approach could make the story's changes visible, but it limited reversible use and did not by itself preserve every part of an interrupted session. I supported ₹74 lakh of development for labelled player envelopes and a physical board record that could preserve the necessary state without requiring an application or account. The campaign would need to explain what to save and how to reconstruct the next session. The decision introduced components, instructions and testing work. It did not prove that every group could resume accurately, complete the campaign or remain engaged across several weeks. The nineteen groups preferring one evening remained part of the proposition rather than becoming evidence that a pause feature was unnecessary. Product owned the development direction, while research, manufacturing and quality colleagues retained their respective reviews before broader claims could be made. The immediate result was a resumable physical-product brief, not a retention figure or commercial launch outcome. I wanted the product to respect the life around the table rather than assume the household would organise itself around our preferred session. A pause is not necessarily abandonment. Designing for it requires identifying which decisions, resources and private states must survive packing away. The work earns its place when the group can return to its game without reconstructing the designer's memory from scattered pieces or surrendering a shared room for the week.
In 2024 we examined a timed phase within an adult cooperative game. Among thirty-six participating groups, twenty wanted an untimed option and sixteen preferred the timer. The study did not diagnose why any individual felt differently, nor did it establish the preferences of all customers. It showed two ways groups wanted to engage with the same cooperative goal. The initial product proposition had treated time pressure as inseparable from the experience. The creative team valued the urgency and worried that an untimed option would dilute the identity of the game. I understood that concern. I did not recommend removing the timer from every session or presenting one preference as better play. We funded ₹42 lakh to develop two explicit modes, with the goal and the effect of the timing choice explained. Product would need to make the modes understandable without turning the untimed option into an inferior label or a hidden adjustment only an experienced host could suggest. The change required additional balancing and play review. This fictional account does not claim that the two modes have identical difficulty, that the new choice improved a measured wellbeing outcome or that either mode was successfully launched. The observed twenty and sixteen groups remain preferences within the review, not a sales forecast. Research colleagues retained evaluation, while quality and other specialist owners retained the responsibilities associated with a real product release. My role was to separate the intended cooperative task from one source of pressure that not every group wanted. The decision accepted more design complexity and a less singular commercial description. It preserved the timer for people who valued it while giving the other observed use situation a legitimate development path. I would now ask which constraints define the game's purpose and which can be made explicit choices, before assuming that a compelling demonstration has established the only worthwhile way to play.
A 2025 review examined a game in which players considered secret-action cards before revealing a choice. Nine of twenty-four adult groups reported that asking the table what a card meant exposed the action under consideration. The ordinary help route changed the decision itself. A confident host could answer, but a question about a specific card could still give other players knowledge the game intended to keep private until later. The design team proposed a public explanation at the start of the session. That could help with general rules, but it did not address the moment a player wanted to revisit one card privately. I supported ₹53 lakh of development for a plain-language personal reference, using icons that matched the public vocabulary without requiring the player to announce a selected action. The aid would need to make the relevant meaning findable while avoiding a new account, device or shared search history. The direction added a reference component and further testing. It did not demonstrate that every card became clear or that no private choice could ever be exposed. The nine groups supplied a problem in the observed task, not evidence of cheating or a diagnosis of participants' abilities. Product and research owners needed to examine the proposed aid, while manufacturing, quality and legal colleagues retained their own responsibilities. No actual game's wording or protected mechanics are used in this fictional account. The result was a changed assistance brief. I wanted help to preserve a boundary between private and shared knowledge on which the task depended rather than treat the act of asking as outside the product's responsibility. The same principle does not require every instruction to be private; many rules belong in a shared discussion. The useful distinction is what a particular question reveals at the moment it is asked. Product leadership should notice when a reasonable request for clarity makes a player give up the choice the product invited them to make.
Others say
Tovi made the campaign's pause a product decision, including the cost of preserving play when the household needed its table back.
He kept the people who still needed assistance in the token account instead of allowing a more considered component to become a universal claim.
Point of view
An invitation
A first outside non-executive contribution after preparation and employer agreement. I hold 0.7% within employee ownership and no statutory seat. Databank registration and assessment have not begun; twenty-one provisional days require review against the actual appointment.
office@tovidezqevni.example