Jul 21, 2026 · 44 min · 11 segments
In this episode of DeepTech Unleashed, host Christian Noske sits down with Sai Shivareddy, the CEO and co-founder of Nyobolt. Born out of a decade of cutting-edge research at the University of…
Christian NoskeHost
And can you talk quickly about Neubolt's choice here of owning the supply chain, meaning being super vertically integrated, producing yourself versus sourcing from China, basically?
So again, if you look at the world as a component, then you're part of a supply chain that was defined by somebody in the past.
And if you have some fundamentally new technology that is more enabling, then you're actually, by definition, creating new things.
So when you're creating new things, unless you solve a real problem, nobody's going to fund it.
I mean, you know, classic painkiller problem solving, as Tony Fadal says, right? So you start with whose pain you're solving and why are they willing to pay for it? And now if they're only willing to pay for a solution, like something that gets their problem away and the problem is really in the application, right? So I recognize this through my experience in the last decade that unless you show a solution at the application layer and make it so easy for someone to adopt it, you're not going to get a contract no matter how good your component is.
Maybe, maybe if everything aligns and maybe the customer knows exactly what to do and they can get everything together and resource it and move it very quickly.
And now when you're at the application layer, you can define the constraints of the product better.
And you can force through the supply chain to build what you need, whether you build it or you get somebody else to build it for you.
And you only build if you can do it faster and better than someone else, right? Otherwise, you just give it to somebody else who does that for a living.
So we took a mixed approach here where we could... do what nobody else could do.
But it's optimized for speed of launch, not optimized for, oh, should we do it in this country or should we do it there or should we try and tick all the boxes because somebody created a set of boxes to tick, you know, like, I don't know.
The moment you start putting constraints around the system that are not customer pain related, then I think you're distracted.
So that focus on customer's pain points that are being solved uniquely, I haven't seen anybody do it well in the battery industry, I mean, right? So a lot of the issues are around scale and scaling up of the technology.
And usually people get lost in that minefield of, I need too much capital to scale my technology and never really get out of that place.

And can you talk quickly about Neubolt's choice here of owning the supply chain, meaning being super vertically integrated, producing yourself versus sourcing from China, basically?
So again, if you look at the world as a component, then you're part of a supply chain that was defined by somebody in the past.
And if you have some fundamentally new technology that is more enabling, then you're actually, by definition, creating new things.
So when you're creating new things, unless you solve a real problem, nobody's going to fund it.
I mean, you know, classic painkiller problem solving, as Tony Fadal says, right? So you start with whose pain you're solving and why are they willing to pay for it? And now if they're only willing to pay for a solution, like something that gets their problem away and the problem is really in the application, right? So I recognize this through my experience in the last decade that unless you show a solution at the application layer and make it so easy for someone to adopt it, you're not going to get a contract no matter how good your component is.
Maybe, maybe if everything aligns and maybe the customer knows exactly what to do and they can get everything together and resource it and move it very quickly.
And now when you're at the application layer, you can define the constraints of the product better.
And you can force through the supply chain to build what you need, whether you build it or you get somebody else to build it for you.
And you only build if you can do it faster and better than someone else, right? Otherwise, you just give it to somebody else who does that for a living.
So we took a mixed approach here where we could... do what nobody else could do.
But it's optimized for speed of launch, not optimized for, oh, should we do it in this country or should we do it there or should we try and tick all the boxes because somebody created a set of boxes to tick, you know, like, I don't know.
The moment you start putting constraints around the system that are not customer pain related, then I think you're distracted.
So that focus on customer's pain points that are being solved uniquely, I haven't seen anybody do it well in the battery industry, I mean, right? So a lot of the issues are around scale and scaling up of the technology.
And usually people get lost in that minefield of, I need too much capital to scale my technology and never really get out of that place.
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