The designers saw a distinction the pieces needed to make clearer

The pieces looked distinct to the people who had designed them. That was too much of the basis on which I approved our colour-only faction tokens in 2020. In an observed exercise, thirteen of thirty-two adults assigned a token incorrectly during play. Familiarity with the palette had helped us see a distinction that the product itself did not make equally clear to every participant. I had accepted the component before asking enough about how it would be recognised around a home table.

We funded ₹35 lakh of shape and embossed-symbol development. A later group of forty adults still included five who needed assistance. The groups were different, so the counts do not establish a precise causal improvement or universal accessibility. The case diagnoses no participant and makes no safety-certification claim. It records an approval I owned, a changed component brief and a remaining group whose experience could not be removed from the account merely because the new design looked more considered.

I grew up in Dimapur and completed product design at the fictional Mezqetvi Design College in May 2004. That July I joined Zeqverni Play Design as a junior designer. The studio employed forty-eight people and recorded ₹7.2 crore revenue for the year ending March 2005. I was part of a six-person team, without direct reports or delegated spending. Early work taught me how much a demonstrator can contribute without noticing: explaining a turn, pointing to a piece or resolving an action before the player has to ask.

In July 2009 I became a product lead. Zeqverni had 110 employees and ₹24 crore revenue for the year ending March 2010. Ten colleagues worked within ₹1.2 crore annual function expense under the studio head. The role required me to make a design intention useful to other disciplines and to examine what a group actually did with a prototype. I became more interested in the work surrounding play than in presenting every difficulty as a need for another explanatory sentence.

I joined Treqezmi in September 2014 as head of product. The retailer had 120 employees and ₹38 crore revenue for the year ending March 2015. Sixteen product colleagues worked through two leads within ₹2.7 crore annual expense under the CEO. The move connected studio design with specialist shops and the expectations created by a demonstration. Product choices would now be repeated in homes where nobody from our team was present to interpret the intention behind a component or keep a session moving.

From April 2019 I was product-development director, a management role without a statutory appointment. Treqezmi employed 190 people and recorded ₹71 crore revenue for the year ending March 2020. Twenty-four colleagues worked through three leads within ₹4.5 crore annual expense under the CEO. The token approval occurred in that role. So did the 2022 two-player prototype review, in which seventeen of thirty adult pairs needed help managing neutral actions. Both cases made the invisible work of the host more consequential in my thinking.

I became CPO in January 2023. Thirty-one colleagues now work through four leads within ₹6.1 crore annual function expense and a separate ₹2.2 crore approved development programme. CEO Maya Treqevri retains enterprise authority, and Rakesh Qevzerni leads play research. The sixteen-shop business has 230 employees, ₹94 crore revenue and ₹7.8 crore operating profit for the year ending March 2026. Founders hold 25%, a growth investor 45% and employees 30%, including my 0.7%. I have no statutory seat.

Recent work has addressed campaigns paused across weeks, explicit timed and untimed modes, and the problem of seeking help about a private action without revealing it to the table. These are different product decisions, with different costs and unfinished questions. I do not treat a study preference as a market share or a funded programme as a successful public launch. The account should show the task that changed our brief and the responsibility retained by manufacturing, quality, safety and operating colleagues.

I am based in Guwahati and work in English, Hindi and Nagamese. Indian independent-director databank registration and proficiency preparation have not begun, and no exemption is represented. Twenty-one provisional days would need employer agreement and company-specific review. I would bring a product perspective to collective oversight while learning beyond tabletop retail. The contribution I seek is an ability to ask what a proposition requires of its user, including the work that an experienced team may have made invisible to itself.