TENTH JOB AS LEAD PARTNER
AND CONSULTANT IN EMRI-5
With Satyam Computers Ramalinga Raju
and CEO Venkat Changavalli
Professions, Checkered Career,
and Lessons-17
Vanam Jwala Narasimha Rao (October
28, 2026)
After Erstwhile Andhra Pradesh,
the first state to launch 108-Ambulance Emergency Response Services was
Gujarat, and the credit for being appointed as the head of EMRI operations
there and for developing them in a short span of time belongs in total to Gobind
Lulla. A graduate in engineering from the Indian Institute of Technology,
Mumbai, and a gold medalist MBA from the Indian Institute of Management,
Ahmedabad, Gobind Lulla had accumulated nearly thirty years of senior
management experience in various multinational corporations before joining
EMRI.
As a result of the strong rapport
he built with the Gujarat Government, EMRI was allotted government land near
Ahmedabad for its office. Gobind Lulla’s contribution to constructing it on par
with the Hyderabad office was remarkable. He worked tirelessly to provide
emergency services to the people of Gujarat in a manner no less effective than
in Andhra Pradesh. His selection was made personally by Venkat (who was also
Lulla’s Classmate) and Chairman Raju. However, within just three months of the
change in management, there was no longer a place for Lulla in the
organization, and his experience was lost to EMRI.
From the time Sanjay Kshirsagar
joined EMRI, he not only enforced strict financial discipline but also
fearlessly and forthrightly stood in opposition to every matter that violated
established norms, much to the displeasure of management. Before joining the
organization, he had accumulated nearly fifteen years of extensive experience
in the finance and accounts departments of various national and multinational
companies. At EMRI, his role was not confined to finance alone. He also
actively supported me in the expansion of emergency services to other states.
With his departure, EMRI also lost his valuable experience in streamlining and
strengthening its financial systems.
Meanwhile, in the context of a
Public Interest Litigation filed against EMRI, a prominent national English
weekly, Outlook, published an article in its January 26, 2009 issue, raising
several issues related to the theory and practice of Government, the PPP. The
article alleged that, in the wake of the Satyam Scam, investigative agencies
had begun scrutinizing all organizations believed to be associated with Raju,
that although attempts were made to remove information related to Satyam
Computer Services’ affiliate companies from websites, it was not possible to
isolate EMRI.
It wrote that ‘Unethical Methods’
were adopted to expand Raju-owned 108 Emergency Services to other states,
officials were influenced to manipulate ‘Tenders and Expressions of Interest’
in EMRI’s favor, and as a result, ‘Large Budgetary Allocations’ were secured
from the respective state governments. The article further stated that EMRI,
which began its journey in AP on August 15, 2005, with just 30 ambulances, grew
to operate 652 ambulances, with the government bearing 95 percent of the
operational cost, amounting to ₹1,12,000 per ambulance per month, while EMRI
contributed only the remaining 5 percent.
From there, it alleged, EMRI went
on to grow rapidly by influencing the ‘Tender’ process in other states. The
article also accused that, ‘Jwala Narasimha Rao (myself),’ who was then
functioning as the Lead Partner of the Public Private Partnership Subject, and
later as a Consultant, of maintaining continuous contact with the Secretary of
the Tamil Nadu State Health Department (PWC Davidar) and shaping the contents
of the government’s proposed tender advertisement in a manner favorable to EMRI.
As evidence, the article claimed that it possessed email communications
exchanged between the two of us.
It also referred to certain
matters related to the states of Madhya Pradesh and Punjab. The same article
published my initial clarification along with the article, stating that there
was nothing unethical in these actions. It further alleged that, in drafting
the tenders, the eligibility requirements regarding experience in operating
emergency services were framed to match EMRI’s existing experience. In
addition, several other allegations were made in the article. However, to date,
that magazine has not dared to publish the letter I sent, which provided
detailed explanations addressing every single allegation raised. Well, whether
the article was a compliment or blame, I am yet to understand.
While this was so, during the
period when Ramalinga Raju was EMRI Chairman, whose review meetings barring one
or two, I attended, the cumulative experiences I gained from that phase would
not be an exaggeration to describe as a ‘Genuine Encyclopedia of Learning.’
They were a level above the CEO Venkat review meetings. Venkat used to head the
team of leaders reporting to him, and would attend the Chairman’s review
meetings. He would first brief the Chairman on his own review meetings.
Chairman used to seek clarifications and ask questions, directly from the
accompanying leaders. Every precaution was taken to ensure that emergency
services were delivered without the slightest lapse.
The unparalleled hospitality
extended to us during meetings held at Raju’s residence is something that, I
can never forget. Be it breakfast, lunch, or dinner, Ramalinga Raju would
personally serve food to each individual, handing over plates, and ensuring
that everyone relished. Throughout the duration of Raju’s review meetings,
while all aspects were discussed systematically, whenever financial matters
came up, he would strategically say, ‘Let us discuss these matters at leisure,
taking quality time, Venkat.’
The most important person in EMRI
was Venkat Changavalli who was an inspiration, a team builder, and a true
Leader to leaders. After over a decade, as CEO in a ‘German Multi National
Company’ Venkat ‘Closed the chapter there carrying with him lessons in
Leadership, Growth, and the Art of Creating a Lasting Symphony’ to join the
first ever Successful Public Private Partnership (PPP) Model, EMRI founded by
Ramalinga Raju. Destiny had something best stored for him.
During a Management Event in
Chennai, Chief Guest Ramalinga Raju instantaneously recognized the potential of
Venkat’s Leadership Qualities, abilities, and extended an offer to be CEO of
EMRI. His offer led to a momentous decision by Venkat to ‘Relinquish his
Lavish Lifestyle and Substantial Salary in favor of the opportunity to give
back to society.’ He recalled that ‘Raju and I worked Synchronously,
each contributing our unique strengths to a shared Vision of saving a Million
Lives Each Year.’ His efforts as CEO, lead to stabilization of 108 services
in PPP model. After serving for six years, he had to quit the job. And his review meetings mad all the
difference.
Having worked with a Governor
(Kumud Ben Joshi) and Chief Minister (Dr M Channa Reddy) of the erstwhile
Andhra Pradesh, and also with the first Chief Minister of Telangana State (K Chandrashekhar
Rao) for nearly 15 years, and having attended various meetings chaired by them
on a variety of subjects, I experienced the importance of ‘Review Meetings.’
Unquestionably every ‘Organizational Review Meeting’ serves as a ‘Critical
Pillar’ in smooth functioning and development of an Organization.
This is especially applicable in
case of unique ‘Non-Profit Organization’ like the ‘108 Emergency
Response Services.’ However, the ‘Rider’ shall be, the efficiency
and effectiveness of the person who conducts such a ‘Review Meeting’
makes a difference. Venkat Changavalli as CEO of ‘Emergency Management
Response Service (EMRI)’ with whom I worked for about four years, with his
‘Unparalleled Review Meetings’ embossed the ‘Hallmark of EMRI Growth
Trajectory.’ (Details of Venkat’s Review Meetings in next post please)
{{From my Forthcoming Book
PROFESSIONS, CHECKERED CAREER,
AND LESSONS
(From Librarian to CPRO to CM
KCR)
A Journey from Khangi School to
Center for Excellence}}
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