Library
410 playbooks in 23 areas. Written ones open in full; planned ones show what's coming.
STAGE 1 · MINUS-ONE — Still in the lab
1 · Founder readiness and the minus-one stage 0 of 20 written
These 20 playbooks cover the time before a company exists: deciding to start, leaving the lab, and testing the idea while you still have a salary.
1.01Should I start a company? Self-assessment and opportunity costCorePlanned
1.02From researcher to founder: the identity and skills shiftDeeptechPlanned
1.03Leave, sabbatical or dual role: options for leaving academiaDeeptechPlanned
1.04What to do at minus-one, before you incorporateCorePlanned
1.05Personal runway: savings, family support and the quit dateCorePlanned
1.06Founder visas: O-1, H-1B cap-exempt, startup visasCorePlanned
1.07Tech-push vs market-pull: choosing the problemDeeptechPlanned
1.08Sizing a market that does not exist yetDeeptechPlanned
1.09Founder-market fit: why you, why nowCorePlanned
1.10Fellowships for pre-company founders (Activate, EF, IndieBio, CDL, Breakthrough Energy Fellows)DeeptechPlanned
1.11Indian incubators: IIT and IISc incubators, C-CAMP, Venture Center, NSRCELIndiaPlanned
1.12Finding mentors and early advisorsCorePlanned
1.13Building a public profile as a researcher-founderDeeptechPlanned
1.14Accelerators: YC, Techstars and sector programmes, and when to join oneCorePlanned
1.15Employer IP clauses and turning a side project into a companyCorePlanned
1.16A fast business curriculum for PhDsDeeptechPlanned
1.17Talking to family and handling social pressureIndiaPlanned
1.18Solo founder or team?CorePlanned
1.19Customer discovery from inside the lab (I-Corps method)DeeptechPlanned
1.20Writing a one-page thesis for the companyCorePlanned
2 · Lab to company: IP, tech transfer and spinouts 1 of 20 written
These 20 playbooks cover getting the technology out of the institution with clean rights. Most deeptech deals that fail in diligence fail here.
2.01Who owns your invention? Reading your university's IP policyDeeptechPlanned
2.02Invention disclosures: what, when and howDeeptechPlanned
2.03Working with the tech transfer office (TTO)DeeptechPlanned
2.04Patent or publish first?DeeptechRead2.05Provisional filings and the PCT timelineDeeptechPlanned
2.06Freedom to operate: the basicsDeeptechPlanned
2.07Licence anatomy: exclusivity, field of use, territoryDeeptechPlanned
2.08Royalties, milestones, equity in lieu and anti-stackingDeeptechPlanned
2.09Sublicensing and change-of-control clausesDeeptechPlanned
2.10Negotiating with a university: tactics and benchmarksDeeptechPlanned
2.11Spinout equity norms (UK USIT guide, spinout.fyi, Indian institutes)DeeptechPlanned
2.12Professor as co-founder, advisor or CSO: designing the roleDeeptechPlanned
2.13Students and postdocs as founders: conflicts, time and authorshipDeeptechPlanned
2.14Using university labs after spinout; sponsored research agreementsDeeptechPlanned
2.15Licensing from government labs (CSIR, DRDO, ISRO; US CRADAs)DeeptechPlanned
2.16Open source or proprietary: research code and modelsDeeptechPlanned
2.17Rights to research data and datasetsDeeptechPlanned
2.18Trade secrets vs patents for process technologyDeeptechPlanned
2.19Patent landscape mappingDeeptechPlanned
2.20IP budget: what to file at pre-seedDeeptechPlanned
STAGE 2 · PRE-SEED — Forming the company
3 · Co-founders and the founding team 1 of 18 written
These 18 playbooks cover finding, splitting equity with, working with and sometimes parting from co-founders.
3.01Do you need a co-founder? Pairing science with business skillsDeeptechPlanned
3.02Where to find co-founders: programmes, EF, CDL, networksCorePlanned
3.03Co-founder dating: trial projects and the questions to askCorePlanned
3.04Bringing in a business CEO for a scientist founderDeeptechPlanned
3.05Frameworks for splitting founder equityCorePlanned
3.06Founder vesting, cliffs and accelerationCoreRead3.07Founder agreements: roles, decision rights, deadlocksCorePlanned
3.08Assigning titles: CEO, CTO, CSOCorePlanned
3.09Adding a co-founder late or after a roundCorePlanned
3.10Part-time and academic co-foundersDeeptechPlanned
3.11Resolving co-founder conflictCorePlanned
3.12Co-founder breakups: buybacks and good/bad leaver termsCorePlanned
3.13Paying founders before and after fundingCorePlanned
3.14Couples, friends and family as co-foundersCorePlanned
3.15Co-founding across countries and time zonesCorePlanned
3.16How each founder's role changes as the company growsCorePlanned
3.17Replacing yourself as CEOCorePlanned
3.18Running reference checks on a potential co-founderCorePlanned
4 · Legal and corporate structure 0 of 20 written
These 20 playbooks cover the entity, its contracts and the filings that keep it in good standing.
4.01When to incorporateCorePlanned
4.02Choosing an entity: Indian Pvt Ltd vs LLP; US Delaware C-corpCorePlanned
4.03Flipping to a Delaware holding company, and reverse-flipping back to IndiaIndiaPlanned
4.04DPIIT recognition and Startup India benefitsIndiaPlanned
4.05Assigning founder IP to the companyCorePlanned
4.06Shareholder agreement basicsCorePlanned
4.07Articles of association and bylawsCorePlanned
4.08Setting up the cap table and choosing a toolCorePlanned
4.09Employment contracts, NDAs and invention assignmentCorePlanned
4.10Contractor and consultant agreementsCorePlanned
4.11Advisor agreements (FAST template)CorePlanned
4.12Trademarks and brand protectionCorePlanned
4.13Data protection: India's DPDP Act, GDPR and privacy policiesCorePlanned
4.14Customer contracts: MSAs, SOWs and pilot agreementsCorePlanned
4.15Joint development agreements and who owns co-developed IPDeeptechPlanned
4.16Export controls: ITAR, EAR, SCOMETDeeptechPlanned
4.17Choosing and paying lawyers at an early stageCorePlanned
4.18Compliance calendar: ROC filings, annual returns, Delaware franchise taxCorePlanned
4.19FEMA, FDI and ODI rules for foreign moneyIndiaPlanned
4.20Litigation and IP dispute basicsCorePlanned
8 · Idea to MVP: discovery and validation 0 of 20 written
These 20 playbooks cover reducing risk before you build. In deeptech an MVP is often a demo, a lab prototype, a paid pilot or a signed LOI rather than an app.
8.01Problem discovery interviewsCorePlanned
8.02Customer segments and the ideal customer profile (ICP)CorePlanned
8.03Jobs to be doneCorePlanned
8.04Designing the value propositionCorePlanned
8.05Mapping competitors, incumbents and substitutesCorePlanned
8.06Hypothesis mapping: finding the riskiest assumptionCorePlanned
8.07Which first: technical risk or market risk?DeeptechPlanned
8.08Planning your path up the TRL and MRL laddersDeeptechPlanned
8.09What counts as an MVP in deeptech: demo, prototype, pilot, LOIDeeptechPlanned
8.10Designing a proof of conceptDeeptechPlanned
8.11Concierge and Wizard-of-Oz MVPsCorePlanned
8.12No-code and rapid prototyping toolsCorePlanned
8.13Pre-sales and LOIs as proof of demandCorePlanned
8.14Running a design-partner programmeCorePlanned
8.15Testing prices before the product existsCorePlanned
8.16Landing pages and other demand testsCorePlanned
8.17Build, buy or partner for each componentDeeptechPlanned
8.18Cutting MVP scopeCorePlanned
8.19Kill or continue: deciding on an ideaCorePlanned
8.20Types of pivotCorePlanned
13 · Non-dilutive capital 0 of 19 written
These 19 playbooks cover grants, prizes, contracts and loans. For deeptech they often fund the first two years of technical work before any equity round.
13.01Map of non-dilutive money by stageCorePlanned
13.02Grant-writing fundamentalsDeeptechPlanned
13.03BIRAC: BIG, SPARSH, PACEIndiaPlanned
13.04DST NIDHI: PRAYAS, Seed Support, EIRIndiaPlanned
13.05ANRF and the RDI Fund (through TDB and BIRAC)IndiaPlanned
13.06Defence and space funding: iDEX, TDF, IN-SPACeIndiaPlanned
13.07MeitY SAMRIDH and the Startup India Seed Fund SchemeIndiaPlanned
13.08US SBIR/STTR, including the new Strategic Breakthrough awardsDeeptechPlanned
13.09ARPA-E, DARPA, DOE and NSF programmesDeeptechPlanned
13.10EIC Pathfinder, Transition and AcceleratorDeeptechPlanned
13.11Innovate UKDeeptechPlanned
13.12Philanthropic and foundation grantsCorePlanned
13.13Prize competitions and challengesCorePlanned
13.14Corporate R&D contracts and sponsored researchDeeptechPlanned
13.15Venture debt and revenue-based financingCorePlanned
13.16Government loans and concessional financeCorePlanned
13.17Grant compliance, reporting and auditsCorePlanned
13.18Combining grants with equity: how investors see itDeeptechPlanned
13.19R&D tax credits and incentivesCorePlanned
14 · Pre-seed and seed fundraising 0 of 25 written
These 25 playbooks are the largest area, because this is where minus-one founders get stuck most. They cover what investors look for, explaining science to generalists, and Indian instruments and rules.
14.01How much to raise, and whenCorePlanned
14.02Fundraising readiness checklistCorePlanned
14.03Investor types: angels, angel networks, micro-VCs, deeptech funds, CVCs, family officesCorePlanned
14.04Map of deeptech specialist investors in India, the US and the EUDeeptechPlanned
14.05Building an investor pipelineCorePlanned
14.06Getting warm introsCorePlanned
14.07The deeptech pitch deck: the science slide and the path to marketDeeptechPlanned
14.08Explaining science to generalist investorsDeeptechPlanned
14.09Running the pitch meetingCorePlanned
14.10The seed data roomCorePlanned
14.11Technical due diligenceDeeptechPlanned
14.12Instruments: SAFE, convertible note, iSAFE, CCPS, CCDIndiaPlanned
14.13Valuation at pre-seed and seedCorePlanned
14.14Term sheet anatomyCorePlanned
14.15Negotiating termsCorePlanned
14.16Finding a lead investor and building a syndicateCorePlanned
14.17Rolling closesCorePlanned
14.18Angel platforms and SPVs (LetsVenture, AngelList)CorePlanned
14.19What seed investors look for: team, insight, market, technologyCorePlanned
14.20Handling rejection and using the feedbackCorePlanned
14.21Bridge roundsCorePlanned
14.22Writing investor updatesCorePlanned
14.23Cleaning up the cap table before seedCorePlanned
14.24Raising from corporates: pros and consDeeptechPlanned
14.25Indian rules for raising: FEMA, valuation reports, angel tax statusIndiaPlanned
STAGE 3 · SEED — Building product and team
5 · Equity, ESOPs and compensation 0 of 20 written
These 20 playbooks cover how much equity to set aside, how to split it by level, and how it is taxed in India and the US.
5.01Sizing the ESOP pool at each stageCorePlanned
5.02ESOP plan design: India (Companies Act rules) vs US (ISOs and NSOs)CorePlanned
5.03Pool top-ups and who absorbs the dilutionCorePlanned
5.04Allocating equity by level: founding team, minus-one hires, executives, individual contributorsCorePlanned
5.05ESOPs for second-line employees: grant bands and refreshesCorePlanned
5.06Vesting schedules, cliffs and back-loaded vestingCorePlanned
5.07Setting the strike price: US 409A and Indian valuations by a merchant bankerCorePlanned
5.08ESOP tax: Indian perquisite tax and the deferral for DPIIT startups; US ISO and AMTIndiaPlanned
5.09Exercise windows and what happens when people leaveCorePlanned
5.10ESOP buybacks and liquidity programmesCorePlanned
5.11Explaining equity to employees: offer letters and equity educationCorePlanned
5.12Trading off cash and equity in offersCorePlanned
5.13Salary benchmarks for startups in India and the USCorePlanned
5.14Paying PhDs and scientists compared with engineersDeeptechPlanned
5.15Alternatives to options: phantom stock, SARs, RSUsCorePlanned
5.16Advisor equity normsCorePlanned
5.17Bonuses, commissions and sales compensation plansCorePlanned
5.18Equity for employees in other countriesCorePlanned
5.19Modelling the cap table across roundsCorePlanned
5.20Founder secondary salesCorePlanned
6 · Hiring and team building 0 of 20 written
These 20 playbooks run from the minus-one team, hired before funding or PMF, to executive hires and headcount plans.
6.01The first 10 hires: which profiles, in what orderCorePlanned
6.02Hiring the minus-one team before funding or PMFCorePlanned
6.03Scientists, engineers or operators: the deeptech hiring mixDeeptechPlanned
6.04Writing job descriptions that attract strong candidatesCorePlanned
6.05Sourcing through networks, universities and referralsCorePlanned
6.06Interview loops and work-sample testsCorePlanned
6.07Judging research talent: publications vs ability to shipDeeptechPlanned
6.08Reference checksCorePlanned
6.09Closing candidates and selling the missionCorePlanned
6.10When to hire a VP Engineering, VP Sales or CFOCorePlanned
6.11When recruiters and search firms are worth payingCorePlanned
6.12Hiring from big tech, big pharma and national labsDeeptechPlanned
6.13Running intern and fellowship programmesCorePlanned
6.14OnboardingCorePlanned
6.15Early performance managementCorePlanned
6.16Firing and layoffs, done humanelyCorePlanned
6.17Hiring abroad and using employers of record (EORs)CorePlanned
6.18Diversity in hiringCorePlanned
6.19Hiring lab, manufacturing and technician staffDeeptechPlanned
6.20Tying headcount plans to milestonesCorePlanned
9 · Product and R&D execution 0 of 20 written
These 20 playbooks cover building the thing. They include the hardware, bio and manufacturing work that software playbooks leave out. Deeptech founder playbook library: master taxonomy
9.01Turning a research roadmap into a product roadmapDeeptechPlanned
9.02Stage-gate R&D managementDeeptechPlanned
9.03Experiment design and lab notebook practiceDeeptechPlanned
9.04Technical milestones that investors will fundDeeptechPlanned
9.05Engineering practice: sprints and code reviewCorePlanned
9.06Choosing the tech stack and managing technical debtCorePlanned
9.07Hardware development stages: EVT, DVT, PVTDeeptechPlanned
9.08Design for manufacturingDeeptechPlanned
9.09Working with contract manufacturers and foundriesDeeptechPlanned
9.10Supply chains and long-lead componentsDeeptechPlanned
9.11Biotech: the preclinical path, CROs and CDMOsDeeptechPlanned
9.12Lab space: renting, shared labs, biosafety levelsDeeptechPlanned
9.13Equipment: buy, lease or use core facilitiesDeeptechPlanned
9.14Scaling up from pilot plant to productionDeeptechPlanned
9.15Quality systems: ISO 9001, ISO 13485, GMPDeeptechPlanned
9.16Setting up product managementCorePlanned
9.17User research and UXCorePlanned
9.18Security engineering basicsCorePlanned
9.19Developing AI/ML models and running evalsCorePlanned
9.20Documentation and knowledge managementCorePlanned
10 · Product-market fit 0 of 16 written
These 16 playbooks cover what PMF looks like and how to measure it. In deeptech the main test is turning pilots into repeat purchases. Deeptech founder playbook library: master taxonomy
10.01What PMF looks like for SaaS, hardware, bio and marketplacesCorePlanned
10.02Deeptech PMF: from pilot to repeatable purchaseDeeptechPlanned
10.03Measuring PMF: the Sean Ellis survey and retention cohortsCorePlanned
10.04Leading indicators before revenueDeeptechPlanned
10.05Converting pilots into production contractsDeeptechPlanned
10.06Avoiding pilot purgatoryDeeptechPlanned
10.07Narrowing the ICPCorePlanned
10.08Customer feedback loopsCorePlanned
10.09Retention analysisCorePlanned
10.10Usage and engagement analyticsCorePlanned
10.11False PMF signalsCorePlanned
10.12Iterating on positioningCorePlanned
10.13Platform or single product?DeeptechPlanned
10.14When to scale after PMFCorePlanned
10.15Losing PMF when the market shiftsCorePlanned
10.16When to launch a second productCorePlanned
11 · Go-to-market, sales and marketing 0 of 22 written
These 22 playbooks cover selling, with extra weight on long-cycle buyers: enterprises, governments, defence, utilities, pharma and OEMs.
11.01Choosing a GTM motion: product-led, sales-led or partner-ledCorePlanned
11.02Selling to enterprises with long sales cyclesCorePlanned
11.03Selling to government and defence: GeM, iDEX, tendersIndiaPlanned
11.04Selling to utilities, pharma and OEMsDeeptechPlanned
11.05Founder-led salesCorePlanned
11.06Making the first sales hireCorePlanned
11.07Sales process and CRM setupCorePlanned
11.08Sales playbook and qualification (MEDDIC)CorePlanned
11.09Channel partners, distributors and OEM dealsCorePlanned
11.10Strategic partnerships with corporatesDeeptechPlanned
11.11Positioning and messagingCorePlanned
11.12Brand buildingCorePlanned
11.13Content and thought leadership for technical foundersDeeptechPlanned
11.14Conferences and trade showsCorePlanned
11.15Demand generation and performance marketingCorePlanned
11.16PR and mediaCorePlanned
11.17Developer relationsCorePlanned
11.18Community buildingCorePlanned
11.19Marketing technical products to non-technical buyersDeeptechPlanned
11.20Customer success and onboardingCorePlanned
11.21Case studies and reference customersCorePlanned
11.22Answering RFPs and tendersCorePlanned
STAGE 4 · SERIES A — Proving it can grow
12 · Customers, pricing and revenue 0 of 16 written
These 16 playbooks cover the business model, pricing and unit economics. Deeptech often adds licensing, royalties and hardware margins to the choice. Deeptech founder playbook library: master taxonomy
12.01Value-based pricingCorePlanned
12.02Pricing hardware: bill of materials and marginsDeeptechPlanned
12.03Deeptech pricing: licensing, royalties, per-unit or outcome-basedDeeptechPlanned
12.04Choosing a business model: product, licensing, services or platformDeeptechPlanned
12.05Unit economics: CAC, LTV and paybackCorePlanned
12.06A roadmap for gross marginDeeptechPlanned
12.07Contract terms: payment terms, SLAs and warrantiesCorePlanned
12.08Structuring paid pilotsDeeptechPlanned
12.09Revenue recognition basicsCorePlanned
12.10Expansion revenue and upsellCorePlanned
12.11Reducing churnCorePlanned
12.12Customer concentration riskCorePlanned
12.13Discounting policyCorePlanned
12.14Usage-based pricingCorePlanned
12.15Pricing in other countriesCorePlanned
12.16Working capital and receivables in Indian B2BIndiaPlanned
15 · Series A and later rounds 0 of 18 written
These 18 playbooks cover raising from A to pre-IPO, including first-of-a-kind project finance, which many deeptech companies need.
15.01Series A readiness: the metric bars for each business typeCorePlanned
15.02What Series A investors look forCorePlanned
15.03Deeptech Series A: technical milestones plus first revenueDeeptechPlanned
15.04Building the Series A storyCorePlanned
15.05The Series A process: timeline and sprintCorePlanned
15.06Diligence: financial, legal, technical and commercialCorePlanned
15.07Term sheet terms: preferences, participation, anti-dilution, protective provisionsCorePlanned
15.08The board after Series ACorePlanned
15.09Valuation and dilution at Series ACorePlanned
15.10Series B and growth roundsCorePlanned
15.11Crossover and late-stage investorsCorePlanned
15.12Strategic investors and CVCs at scaleDeeptechPlanned
15.13Project finance for first-of-a-kind (FOAK) plantsDeeptechPlanned
15.14Down rounds and recapitalisationsCorePlanned
15.15Raising in a downturnCorePlanned
15.16Bringing global investors into an Indian companyIndiaPlanned
15.17Debt at scaleCorePlanned
15.18Pre-IPO roundsCorePlanned
16 · Finance, operations and metrics 0 of 18 written
These 18 playbooks cover the back office, from bookkeeping to a deeptech financial model with long R&D phases and capex. Deeptech founder playbook library: master taxonomy
16.01Setting up bookkeeping and accountingCorePlanned
16.02A financial model for deeptech with long R&D phasesDeeptechPlanned
16.03Budgeting and burnCorePlanned
16.04Managing runwayCorePlanned
16.05KPI dashboards by stageCorePlanned
16.06The board and investor reporting packCorePlanned
16.07Tax basics: GST and TDS in India; US sales taxIndiaPlanned
16.08Banking, treasury and FXCorePlanned
16.09Payroll and benefitsCorePlanned
16.10Procurement and vendor managementCorePlanned
16.11Insurance: D&O, product liability, clinical trialsDeeptechPlanned
16.12Getting ready for auditsCorePlanned
16.13Hiring the first finance person or CFOCorePlanned
16.14Accounting for inventory and capexDeeptechPlanned
16.15Internal controls and fraud preventionCorePlanned
16.16Legal ops and contract managementCorePlanned
16.17IT, tools and security for a young companyCorePlanned
16.18Space: offices, labs and factoriesDeeptechPlanned
20 · Board and governance 0 of 12 written
These 12 playbooks cover forming and running a board, including a scientific advisory board.
20.01When to form a boardCorePlanned
20.02Board composition and independent directorsCorePlanned
20.03Running board meetingsCorePlanned
20.04Scientific and technical advisory boardsDeeptechPlanned
20.05Board decksCorePlanned
20.06Directors' fiduciary dutiesCorePlanned
20.07Managing investor relationsCorePlanned
20.08Information rights and investor consentsCorePlanned
20.09Conflicts of interestCorePlanned
20.10Ways founders keep controlCorePlanned
20.11ESG and impact reportingCorePlanned
20.12Indian governance: company secretary duties, related-party transactionsIndiaPlanned
STAGE 5 · GROWTH — Scaling the company
7 · Culture, org design and leadership 0 of 18 written
These 18 playbooks cover how the company runs: values, cadence, managers, and getting research and product teams to work together. Deeptech founder playbook library: master taxonomy
7.01Defining values earlyCorePlanned
7.02A writing culture: memos and docsCorePlanned
7.03Org design at 1, 10, 50 and 150 peopleCorePlanned
7.04Bridging research culture and product cultureDeeptechPlanned
7.05Training first-time managersCorePlanned
7.06Meetings and operating cadenceCorePlanned
7.07OKRs and goal settingCorePlanned
7.08Internal communication: all-hands meetings and updatesCorePlanned
7.09Remote, hybrid or onsite when a lab is involvedDeeptechPlanned
7.10Decision-making frameworksCorePlanned
7.11Building a feedback cultureCorePlanned
7.12Leadership skills for founder-CEOsCorePlanned
7.13DelegationCorePlanned
7.14Building the exec team and running staff meetingsCorePlanned
7.15Lab safety culture and EHSDeeptechPlanned
7.16Retention and career laddersCorePlanned
7.17Handling politics and conflictCorePlanned
7.18Keeping the culture through growth and acquisitionsCorePlanned
17 · Regulatory, compliance and government 0 of 16 written
These 16 playbooks are organised by sector, because each deeptech vertical has its own regulator and approval path.
17.01Regulatory strategy as product strategyDeeptechPlanned
17.02Medical devices: CDSCO, FDA 510(k)/De Novo/PMA, CE markingDeeptechPlanned
17.03Approval pathways for drugs and biologicsDeeptechPlanned
17.04Regulating diagnosticsDeeptechPlanned
17.05Drones: DGCA rulesIndiaPlanned
17.06Space: IN-SPACe authorisation, FCC and ITU filingsDeeptechPlanned
17.07Energy: grid interconnection and PLI schemesDeeptechPlanned
17.08Semiconductors: India Semiconductor Mission incentivesIndiaPlanned
17.09Biosafety and GMO rules (RCGM)DeeptechPlanned
17.10AI regulation and governanceCorePlanned
17.11Environmental permits for manufacturingDeeptechPlanned
17.12Standards and certification: BIS, UL, CEDeeptechPlanned
17.13Government relations and policy advocacyCorePlanned
17.14Defence procurement and security clearancesDeeptechPlanned
17.15Research-security and foreign-influence rules, including new SBIR screeningDeeptechPlanned
17.16Sector incentives: PLI and state startup policiesIndiaPlanned
18 · Scaling the company 0 of 18 written
These 18 playbooks cover what breaks after PMF and how to rebuild it: management layers, systems, manufacturing, and going from first-of-a-kind to many units.
18.01Stages of scaling and what breaks at eachCorePlanned
18.02From founder-led to process-ledCorePlanned
18.03Scaling engineeringCorePlanned
18.04Scaling manufacturingDeeptechPlanned
18.05Scaling salesCorePlanned
18.06Adding management layersCorePlanned
18.07Operating plans and annual planningCorePlanned
18.08Systems and tools at 50, 150 and 500 peopleCorePlanned
18.09Running several products or business unitsCorePlanned
18.10Buying companies: tuck-in acquisitionsCorePlanned
18.11Pricing and packaging at scaleCorePlanned
18.12Building a brand and creating a categoryCorePlanned
18.13Customer success at scaleCorePlanned
18.14Building a data and analytics functionCorePlanned
18.15Security certifications: SOC 2, ISO 27001CorePlanned
18.16Building the HR functionCorePlanned
18.17Strategic planning and responding to competitorsCorePlanned
18.18From first-of-a-kind to Nth-of-a-kind deploymentDeeptechPlanned
19 · International expansion 0 of 12 written
These 12 playbooks cover taking an Indian company abroad, including exporting hardware and managing geopolitical supply risk.
19.01When to go internationalCorePlanned
19.02Expanding from India to the USIndiaPlanned
19.03Choosing the first foreign marketCorePlanned
19.04Setting up entities abroadCorePlanned
19.05Hiring abroad and building GTM teams thereCorePlanned
19.06Transfer pricing and international taxCorePlanned
19.07Localisation and local complianceCorePlanned
19.08Exporting hardware: logistics, customs, certificationsDeeptechPlanned
19.09Global partners and distributorsCorePlanned
19.10Moving HQ or running two HQsCorePlanned
19.11Government trade and export programmesCorePlanned
19.12Geopolitics and supply-chain riskDeeptechPlanned
21 · Founder wellbeing 0 of 10 written
These 10 playbooks matter more in deeptech, where timelines run 7–10 years and the science can fail for reasons outside your control.
21.01Founder mental healthCorePlanned
21.02Preventing burnoutCorePlanned
21.03Founder coaches and peer groupsCorePlanned
21.04Living with uncertainty over long timelinesDeeptechPlanned
21.05Personal finances as a founderCorePlanned
21.06Health and routinesCorePlanned
21.07Relationships and familyCorePlanned
21.08Imposter syndrome for researcher-foundersDeeptechPlanned
21.09Handling public criticism and failureCorePlanned
21.10Protecting yourself legally as a founderCorePlanned
STAGE 6 · EXIT — Exits and endings
22 · Crisis, pivots and shutdowns 0 of 14 written
These 14 playbooks cover when things go wrong, including the deeptech-specific case where the core technology does not work.
22.01Runway emergenciesCorePlanned
22.02Cost cuts and layoffsCorePlanned
22.03Executing a pivotCorePlanned
22.04When the core technology failsDeeptechPlanned
22.05Losing a key customerCorePlanned
22.06When a co-founder leaves suddenlyCorePlanned
22.07Responding to a security breachCorePlanned
22.08Product recalls and safety incidentsDeeptechPlanned
22.09Legal disputes and IP litigationCorePlanned
22.10Handling a PR crisisCorePlanned
22.11Conflict with investorsCorePlanned
22.12Acqui-hires as a soft landingCorePlanned
22.13Winding down a company in India and the USCorePlanned
22.14Life after a shutdownCorePlanned
23 · Exits and after 0 of 18 written
These 18 playbooks cover every route to liquidity, including licensing the technology out, which is a real exit path in deeptech.
23.01Overview of exit optionsCorePlanned
23.02Building for a strategic acquisition in deeptechDeeptechPlanned
23.03Getting to know likely acquirers earlyCorePlanned
23.04Bankers and M&A advisorsCorePlanned
23.05The M&A processCorePlanned
23.06Valuation in M&ACorePlanned
23.07Deal structure: cash, stock, earn-outs, escrowCorePlanned
23.08Liquidation preferences and the payout waterfallCorePlanned
23.09Employees in an exit: ESOP acceleration and retentionCorePlanned
23.10Getting ready for an IPOCorePlanned
23.11Listing in India: SEBI rules, NSE/BSE main board and SME platformsIndiaPlanned
23.12US IPOs, SPACs and direct listingsCorePlanned
23.13Secondaries and tender offersCorePlanned
23.14Licensing out the technology as an exitDeeptechPlanned
23.15Mergers of equalsCorePlanned
23.16Integration after an acquisitionCorePlanned
23.17Tax on exit proceeds for foundersCorePlanned
23.18After the exit: angel investing and the next companyCorePlanned