[ WRITING ]

Some of India's best technology is already here. It's sitting in a university lab

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.

Deep techVidyuthLabsResearch
Bollam Rishithej with the VidyuthLabs team and Prof. Sanket Goel's research group at the MEMS, Microfluidics and Nanoelectronics Lab, BITS Pilani Hyderabad Campus

There is a story Indian deep tech tells about itself that I think is mostly wrong: that the hard part is inventing the science.

In my experience the science is frequently already done. It is sitting in a university laboratory, written up, demonstrated, sometimes patented — and then it stops. Not because it failed. Because the distance between a working laboratory result and a product somebody can buy, deploy and rely on is enormous, and crossing it is a completely different discipline from the one that produced the result.

The visit

My co-founder and I spent a long session with Prof. Sanket Goel and his research team at the MEMS, Microfluidics and Nanoelectronics (MMNE) Lab at BITS Pilani, Hyderabad Campus.

We went in to talk about heavy-metal sensing, which is close to what VidyuthLabs already works on. The conversation did not stay there. By the end we had covered contamination detection more broadly, portable sensing and instrumentation, battery and energy research, and — the thread running underneath all of it — what it would take to move technology out of that lab and into the field.

I will be precise about where this stands, because precision matters more than enthusiasm. Nothing is signed. This was an exploratory discussion that identified several areas where their capabilities and ours are complementary, and we are taking those conversations forward. That is all it is, and it is worth more than it sounds.

Why this direction, rather than building it ourselves

VidyuthLabs exists to make lab-grade electrochemistry portable — handheld, field-deployable, continuous. We could try to originate every piece of that science in-house. Plenty of companies do.

I think that is often the slower path, and sometimes the vain one.

A university lab like MMNE has spent years on problems we would be starting from zero on. What such a lab frequently does not have — and has no particular reason to have — is the other half: product engineering, manufacturing, software, field deployment, regulatory work, distribution, and somebody whose job is to make the thing survive contact with a real site rather than a controlled bench.

That second half is what a company is for.

The opportunity is not to reinvent the science. It is to be the bridge between research that already works and a product somebody can actually use.

For our contamination intelligence work under AnalyteX, access to that depth of expertise in electrochemical sensing and heavy-metal detection would matter a great deal. And the thinking extends well past any one product line.

What the bridge actually involves

It is worth being concrete, because "technology transfer" is a phrase that can mean almost nothing.

None of that diminishes the research. It is the work that makes the research matter outside the building it was done in.

Why I think this is the shape of Indian deep tech

Research → Product → Deployment → Impact.

That chain breaks in India far more often at the second arrow than the first. We are not short of capable researchers or good results. We are short of companies willing to do the unglamorous half — the manufacturing, the field failures, the second and third redesign — and to do it in genuine partnership with the people who did the science rather than extracting from them.

I would rather build that kind of company than one that claims to have invented everything itself.

My thanks to Prof. Goel and his entire team for an exceptionally open discussion, and for showing us what they are building.

The original announcement, with the team, is on LinkedIn.

[ THE ORIGINAL POST ]

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More in writing, the portfolio under ventures, and the full record in the executive dossier.

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