Over the years, I have often heard people introduce me by saying, “She runs her own organization — QMed.” Each time, I pause internally. Not because it is incorrect. But because it is incomplete. When someone asks me, “Is QMed yours?” I find myself holding two truths at the same time. The answer is not a simple yes or no. It is both.
Legally No
QMed is a Public Trust registered with the Charity Commissioner, Maharashtra. It is governed by trustees, regulated by law, and exists to serve a defined public purpose. I do not own it. I cannot sell it or transfer it. The assets do not belong to me. In fact, theoretically, anyone else could step into my role one day. The Trust would continue. That is precisely how it is meant to be. A Public Trust must be larger than any individual.
In that sense, the answer is clearly no.
And Yet — Personally Yes.
And yet, deep in my heart, I run it as if it is mine. Not in the sense of entitlement. But in the sense of responsibility. I feel accountable for every decision, every relationship, every commitment we make. There is no emotional distance between me and the work. I cannot say, “This is just a job.” It has never been that.If something goes wrong, I feel it. If something goes right, I carry quiet pride.
I cannot write that emotional ownership in a legal document — but it is real.
Yes in Commitment
For QMed to fulfill its objectives, we canot leave anything on autopilot. I am constantly thinking: Are we staying true to our mission? Are we adapting to what the sector needs? Are we delivering real value to those who depend on us? A Trust does not run on structure alone. It runs on intention, vigilance, and daily choices.
That ongoing responsibility does not switch off at the end of a workday.
Yes in Responsibility — Towards the Team and Those We Serve
There is also the responsibility towards the people who work at QMed. They are not just employees. They are professionals who have chosen to invest their time, skill, and trust here. Their growth, their security, their morale — these matter deeply. And then there are those my team and I serve. We must give them our best. Not occasionally. Not when convenient. But consistently.
When I say “yes,” this is what I mean — ownership of standards, ownership of culture, ownership of care.
200% in Compliance
If there is one area where I feel especially uncompromising, it is compliance and governance. Laws govern Trusts – for obvious reasons. Transparency, documentation, reporting, financial discipline — these are not administrative burdens. They are safeguards. We must not just meet the requirements. We must exceed them. Because credibility is fragile. And once lost, it is almost impossible to rebuild.
There is no comfort zone here either. Only responsibility.
Yes in Worry. Yes in Sustainability
And then there is the less visible part of leadership: financial reality. It is easy for people to assume that because this is “my organization,” things will somehow work out — that any gap will be absorbed, any shortfall temporarily managed. And for a while, perhaps that is possible.
But I am not just a founder. I am also a spouse, a parent, a member of a family. QMed must be built in a way that respects those roles too. If we truly believe in good governance, then sustainability cannot be optional. It must be deliberate. A Public Trust cannot depend indefinitely on personal buffers. It has to stand on its own financial strength — responsibly, transparently, and sustainably.
Commitment must be deep — but it must also be sustainable
And sustainability is never accidental. It must be built — deliberately, collectively, and with shared belief.
That, too, is part of ownership.
So where does that leave the question?
So when you ask me if QMed is mine – the answer is – Legally, no. It is a Public Trust — Trustees govern it, laws regulate it, and we are accountable to the communities we serve. I do not own it, and never can. I am an employee and chose a leadership role. One day, someone else must take on that role.
A deep question that is always in me – As QMed is a Trust, how do I ensure that it outlasts me?
Succession is not just about who comes next, but whether what they inherit is stable and sustainable.
And yet, in the way I think about it every day, safeguard its values, ensure compliance, and plan for its future — the answer is yes. Not because it belongs to me, but because I feel responsible for what I will eventually hand over.
Perhaps that is what stewardship truly means: building something strong enough to continue, even when you no longer lead it.
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