01
ISR Systems
One day,every critical technologydefending and sustaining Indiawill be built by India.
Scene 02 · Strategic Moment
India’s strategic technology decade has begun.
01India's Defence Budget
₹0.00 L Cr
India's largest defence modernisation cycle is underway. 25% now mandated through private industry.
02Deep-Tech Startups / Year
0+
Emerging annually across India's strategic technology base. Most without operator-led pre-seed support.
03Zero to Proven
0–18 MO
VALIDATE · BUILD · PROVE · SCALE
04Our Focus Stage
TRL 3–5
Where validated technology becomes deployable capability. The most underserved stage in India's deep-tech pipeline.
05Net-Zero Commitment
0
India's net-zero commitment. The commercialisation window is open now.
Scene 02b · Strategic portfolioTAP TO EXPAND
Current focus areas.
The strategic technology domains where Tetris Ventures is actively building, validating and deploying companies today.
DEFENCE· 05 CAPABILITIES
02
UAS / C-UAS
Drones & Counter-Unmanned Aircraft Systems
03
EW Systems
Electronic Warfare Systems
04
MDA
Maritime Domain Awareness
05
Cyber / EMS
Cyber & Spectrum
AEROSPACE· 01 FLAGSHIP
06FLAGSHIP →
Space Tech
Space & Satellite Systems
Satellite infrastructure, orbital platforms and sovereign space capabilities — India's flagship aerospace programme.
SOVEREIGN · ORBITAL01 / 01
INDUSTRIAL SUSTAINABILITY · NEXT HORIZONPORTFOLIO UPDATED · MAY 2026
Scene 03 · Studio Model
A fund backs companies. We fund and build them.
An operator-led venture studio co-building India’s most consequential technology companies across Defence, Aerospace and Industrial Sustainability.
01BEHAVIOUR
We co-found.
02BEHAVIOUR
We embed.
03BEHAVIOUR
We stay long.
04BEHAVIOUR
We navigate.
We co-found.
Capital is part of the model. Responsibility is the commitment. We build alongside founders from day one — with equity on the table and operators in the room.
We embed.
Operators inside the company. Not advisors on a quarterly call. Product, GTM, org structure — from inside, not prescribed from a board seat. Capability compounds faster than capital.
We stay long.
Strategic technology is not built on venture timelines. We structure capital, milestones and expectations for the actual cadence of defence, aerospace and industrial sustainability cycles. 18 to 36 months to first revenue. We plan for it.
We navigate.
iDEX, DISC, DRDO TDF, IN-SPACe, MeitY, CEMILAC, DGCA and CERT-In. We know which programme, which desk, which cycle a company needs to engage — and when. This knowledge is built through years of operating inside these systems.
TRADITIONAL · VC / FUND
A fund.
TETRIS VENTURES
A studio.
VC / FUND
A fund.
TETRIS
A studio.
- 01
Board seat. Quarterly updates.
→Embedded operator. Daily.
01Board seat. Quarterly updates.
→Embedded operator. Daily.
- 02
Engages post-traction.
→Pre-seed. Pre-product.
02Engages post-traction.
→Pre-seed. Pre-product.
- 03
Capital and introductions.
→Capital, co-building and institutional access.
03Capital and introductions.
→Capital, co-building and institutional access.
- 04
Pattern matching on slide decks.
→Operator insight from inside the sector.
04Pattern matching on slide decks.
→Operator insight from inside the sector.
- 05
Generalist across sectors.
→Three deep-tech sectors exclusively.
05Generalist across sectors.
→Three deep-tech sectors exclusively.
- 06
Passive between board meetings.
→Active until the company stands on its own.
06Passive between board meetings.
→Active until the company stands on its own.
- 07
Measures success by financial return.
→Measures success by companies built and capabilities deployed.
07Measures success by financial return.
→Measures success by companies built and capabilities deployed.
Scene 04 · Flywheel
The studio compounds. Every company makes the next one easier to build.
Six nodes. One loop. Each portfolio company deepens the channels, sharpens the intelligence and strengthens the network the next founder enters.
NODE · 01STRATEGIC LEVERAGE
DUAL-USE MAPPING
WHAT
Identify technologies that can serve both strategic and commercial markets.
WHY IT MATTERS
Every additional market doubles survivability. Defence-only companies die on procurement timelines. Dual-use companies compound.
01 / 06
Scene 05 · Thesis
CHAPTER 01 · 01 / 04
India is not short of hard technology. It is short of the infrastructure to turn it into companies.
Defence labs hold dual-use innovations that PSUs move too slowly to commercialise. Aerospace researchers are building subsystems India currently imports at scale. Industrial sustainability sits at the intersection of policy mandate and capital vacuum. At every inflection point, the same failure repeats: the technology exists, the demand exists, the policy intent exists — and the company that should exist does not.
CHAPTER 02 · 02 / 04
Between validated technology and viable company lies the valley of death.
Certification cycles. Procurement processes. Institutional gatekeepers. Technology readiness milestones that require operator knowledge most founders simply do not have. The terrain between TRL 3 and first revenue is where India loses the companies it cannot afford to lose. Not because the founders failed. Because they navigated it alone.
CHAPTER 03 · 03 / 04
Traditional capital arrives too late. Accelerators move too fast.
Government programmes validate but do not build. The founder navigates the hardest terrain alone. Not because they are incapable. Because no one who has done it before is in the room with them. The stage between TRL 3 and first institutional customer is the most critical and the most underserved stage in India's deep-tech pipeline.
CHAPTER 04 · 04 / 04
Tetris Ventures is built for exactly this gap.
We fund and build deep-tech before it is obvious — because by the time it is, someone else already built it. We are not a fund that backs companies from the outside. We fund and build them from the inside, at the stage that matters most, in the sectors where India's strategic future is being decided.
Scene 05 · Thesis
CHAPTER 01
India is not short of hard technology. It is short of the infrastructure to turn it into companies.
Defence labs hold dual-use innovations that PSUs move too slowly to commercialise. Aerospace researchers are building subsystems India currently imports at scale. Industrial sustainability sits at the intersection of policy mandate and capital vacuum. At every inflection point, the same failure repeats: the technology exists, the demand exists, the policy intent exists — and the company that should exist does not.
01
02
03
04
Scene 05 · Thesis
CHAPTER 02
Between validated technology and viable company lies the valley of death.
Certification cycles. Procurement processes. Institutional gatekeepers. Technology readiness milestones that require operator knowledge most founders simply do not have. The terrain between TRL 3 and first revenue is where India loses the companies it cannot afford to lose. Not because the founders failed. Because they navigated it alone.
01
02
03
04
Scene 05 · Thesis
CHAPTER 03
Traditional capital arrives too late. Accelerators move too fast.
Government programmes validate but do not build. The founder navigates the hardest terrain alone. Not because they are incapable. Because no one who has done it before is in the room with them. The stage between TRL 3 and first institutional customer is the most critical and the most underserved stage in India's deep-tech pipeline.
01
02
03
04
Scene 05 · Thesis
CHAPTER 04
Tetris Ventures is built for exactly this gap.
We fund and build deep-tech before it is obvious — because by the time it is, someone else already built it. We are not a fund that backs companies from the outside. We fund and build them from the inside, at the stage that matters most, in the sectors where India's strategic future is being decided.
01
02
03
04
Scene 06 · Ecosystem
We build inside a network. Not in isolation.
One studio. Many networks.
- I
Academia
Research partnerships with IITs, NITs and premier institutions. Technologies at TRL 3 to 5 identified and connected to the studio pipeline before they need capital.
- II
Government
- III
Corporates
- IV
DPSUs
- V
Capital
- VI
Founders
FIELD · I
NETWORK · I
Academia
Research partnerships with IITs, NITs and premier institutions. Technologies at TRL 3 to 5 identified and connected to the studio pipeline before they need capital.
Scene 07 · Founder Journey
From validated technology to institutional traction.
4 operational stages. 18–24 months from zero to proven. The founder is never alone in the room.
STAGE · 01MONTH 1 – 3
01Month 1 – 3
Validate.
Problem framing, market sizing and dual-use mapping. The thesis is pressure-tested against the institutional reality before a line of product is written.
STAGE · 02MONTH 3 – 9
02Month 3 – 9
Build.
Operator joins the founding team. Product architecture, first hires, GTM structure — built from inside the company, not prescribed from a board seat.
STAGE · 03MONTH 9 – 18
03Month 9 – 18
Prove.
Government channels opened, certification pathways navigated, pilot contracts signed. Capability demonstrated where the deployment decisions are made.
STAGE · 04MONTH 15 – 24
04Month 15 – 24
Scale.
Investor introductions arrive once the evidence exists. Series A readiness built from day one. The company stands on its own — with traction and a defined path forward.
If you are building what India must build, we want to hear from you.
Scene 08 · Final Transmission
We are starting now.
BUILT IN INDIA. BUILT FOR THE WORLD.