Bollam Rishithej
[ WRITING ]
Notes on deep technology, company building and the governance that holds it together.
At the Canton Fair I met the team behind TransitX, a Hangzhou maker of walking-assist exoskeletons. We are now working together on launching their product in the United States. Notes on what that work involves.
Day two at the 140th Canton Fair. A passenger air vehicle, a rehabilitation exoskeleton, and planning a United States launch with TransitX.
First day at the 140th Canton Fair in Guangzhou. A humanoid robot maker selling its joints as parts, a robot small enough to hold, and a coffee that printed my face.
From 15 October I will be at the Canton Fair. Not to buy anything in particular — to close the gap between what we can design in India and what we actually know how to have made.
A visit to the MEMS, Microfluidics and Nanoelectronics Lab at BITS Pilani Hyderabad, and why VidyuthLabs would rather commercialise research that already exists than reinvent it.
Section 203 of the Companies Act lets a person hold exactly one whole-time key managerial office. That single constraint shapes how a multi-company founder is allowed to sign.
How we enter an unorganised sector — find one partner willing to run it for real, build for their actual constraints, and only then call it a product. In education that partner is Deccan Springs Global School.
Every part India needs already exists — the research, the capital, the operators, the advisors, and an endless supply of unsolved problems. What is missing is that none of them are connected to each other.
The competitive frame is the default in Indian startup culture and I think it is largely a mistake. In an unorganised market the constraint is never the other company. It is that the sector does not work yet.
The number I care about is not valuation or revenue. It is how many families have a salary because something we built exists. The target is fifty thousand in ten years.