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Building an EV Battery Startup: R&D, Funding and Valuation | Nikita & Nishita Baliarsingh, Nexus Power

Nikita and Nishita Baliarsingh, Forbes 30 Under 30 twin co-founders of Nexus Power, explain how they approached biodegradable EV batteries, from market research and prototypes to funding, valuation and fundraising timelines.
Nikita and Nishita Baliarsingh, Nexus Power on The Builders Club Startup Founders Podcast
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What does it take to build an EV battery startup when there is no MVP, no playbook and no revenue for years? Twin sisters Nikita and Nishita Baliarsingh, co-founders of Nexus Power, say it takes research, patience and a calculated risk.

In this episode of The Builders Club Startup Founders Podcast, they explain how they chose the problem, why starting late can be an advantage, and how deep-tech founders should think about funding and valuation.

How do you build an EV battery startup? The Nexus Power founders’ approach

Nikita and Nishita started from a customer problem: electric vehicles charge slowly, have limited range and lack charging infrastructure, and the battery sits at the centre of all three. They spent about a year and a half researching the industry, the technology and the standards before committing.

Their approach to risk is to understand the depth of the well before you jump in. That means theoretical research first, then a proof of concept, then repeated trial and error while keeping the team motivated.

  • Find the root problem. They traced EV hesitation back to the battery.
  • Research before building. Industry norms, such as ARAI standards, shape what can be commercialised.
  • Treat failures as data. Many experiments failed before the first prototype worked.
  • Plan funding early. A first raise can take six to seven months, and the next one starts soon after.

What is Nexus Power and how did it start?

Nexus Power is building biodegradable, bio-organic batteries for electric vehicles. In the episode intro, the host says the batteries are designed to charge several times faster and last 20 to 30 percent longer than conventional ones, and that the company holds a patent.

The founders had wanted to be entrepreneurs since they were around 11 or 12, and sustainability papers in college pointed them toward clean technology. After researching electric vehicles, they asked people why they were not buying them and concluded that the battery was the real problem.

Their team grew from the two of them to about 18 people in roughly a year and a half.

How ready is the EV ecosystem in India?

The sisters described the sector as very new globally. Two-wheeler and three-wheeler EVs are only beginning to take off in India, four-wheelers are further away, and charging stations are far fewer than petrol pumps.

They pointed to government targets and state-level EV policies as strong green signals, and said people are accepting EVs more than before.

  • Two- and three-wheelers are the early segment
  • Four-wheelers are yet to see mass adoption
  • Charging infrastructure is still limited
  • State and central policies are supportive

Is starting later than established players a disadvantage?

Nikita sees it as an advantage. Companies that started a decade earlier have left behind research, patents and lessons, so newcomers know what not to try.

Nishita added a caution: an early mover could reach the market first, and she has felt some worry about that. Her way of managing it is to expect the product to evolve as the team learns.

They also said the timeline is long, with several years likely before revenue.

Where are the gaps for new EV founders?

The founders suggested looking beyond batteries and chargers. They noted that the auto components expo of 2020 had almost no EV-specific component players.

  • Motors and drive configurations
  • Single-gear transmissions and gearboxes
  • Chassis and vehicle body design
  • Sustainable materials for battery pack casing

Why do standards and raw materials matter in battery design?

Nishita explained that battery packs must meet norms set by the Automotive Research Association of India (ARAI), including size and weight ranges. A pack outside those ranges is hard to commercialise.

A pack also needs to be standardised so that it can fit multiple brands and vehicles. Cost depends heavily on raw materials and energy density, not only on size.

Nexus Power uses crop residue as raw material, which they say links two problems: stubble burning and battery materials. They also cautioned that EVs only cut pollution if the electricity comes from sustainable sources.

  1. Meet ARAI size and weight standards
  2. Design packs that fit multiple vehicle brands
  3. Choose raw materials that control cost
  4. Improve energy density to reduce the number of cells

How do you validate a product when there is no MVP?

The founders said validation is a series of steps: heavy theoretical research, a proof of concept, then trial and error. Hold your patience, record everything, and expect that the right chemistry may take years.

Their first prototype was made at home during the 2020 lockdown, using chickpeas and kidney beans. They say it surprised their parents and showed the value of exploring unconventional ideas.

They view failed experiments as steps that tell you what not to repeat.

How should deep-tech founders think about funding and valuation?

For R&D-heavy startups, the founders listed government grants, angel investors, early-stage VCs, incubator seed funds and Department of Science and Technology seed funds tied to technology readiness levels. They noted that ideas alone rarely get funded now, and a working prototype helps.

On valuation, Nishita said there is no fixed formula at the proof-of-concept stage; investors weigh technology, market size and the team. She mentioned that maximum dilution of about 10 to 15 percent is generally considered ideal at that stage, though it varies.

Her advice was not to accept an offer just to be funded, to keep the next round in mind, and to expect a first raise to take at least six to seven months. They also noted that bootstrapping is a valid option, with Zoho as an example.

  • Grants and seed funds for early R&D
  • Angels and early-stage VCs once a prototype exists
  • Avoid giving away too much in the first round
  • Start planning the next raise soon after the first

Further reading and sources

Frequently asked questions

How can a deep-tech startup raise funds without an MVP?

Nikita and Nishita say funding on an idea alone has become rare in India. Grants, family and friends and savings can fund early R&D, while angels, early-stage VCs and incubator seed funds typically want a working prototype. A strong team and a large market also help.

How much equity should founders give away at the prototype stage?

Nishita said around 10 to 15 percent maximum dilution is generally considered ideal at the proof-of-concept stage, though there is no fixed rule. Founders should avoid giving away too much in the first round because later rounds depend on it.

How long does it take to raise a first funding round?

The founders said it takes at least six to seven months, often longer, and involves heavy paperwork and due diligence. They advise planning the next raise as soon as you close a round.

Conclusion

Nikita and Nishita Baliarsingh show that deep-tech building is a long game: learn the industry, respect the standards, run disciplined experiments and plan your funding runway.

If you are exploring hardware or deep tech, write down the problem you are solving, the standards you must meet, and a realistic timeline to your first prototype and first raise.

Want more conversations like this? Join The Builders Club, our community of 35,000+ founders and CXOs, and explore more episodes of the Startup Founders Podcast.

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Silicon Valley VPs vs. Indian Family Business Promoters

The Executive Sponsor Trap: Selling to Silicon Valley VPs vs. Securing Commitments from Indian Family Business Promoters

A Silicon Valley VP can usually sign inside a budget they own. An Indian family business promoter often holds the final say but delegates the evaluation, and that gap is where deals stall. Treating a friendly mid-level sponsor as the decision-maker is the most common mistake in cross-border enterprise sales. Here is how the two models differ and how to secure a commitment that survives promoter review. What is the executive sponsor trap? It is the assumption that the person championing your product has the authority to buy it. In US enterprise sales, a VP or director often does hold budget. In many Indian family-run groups, authority sits with the promoter or family council, while managers and professional CEOs run evaluations. How do US VPs make buying decisions? Delegated authority. A VP typically owns a departmental budget with a defined spending limit. Process-led approval. Procurement and legal run a standard path once a business case is approved. Rep-free research. Buyers do much of their research independently, as shown in Gartner’s 2026 sales survey, so your first call is rarely the start of their evaluation. How do Indian family business promoters make buying decisions? Final say at the top. The promoter or a small family circle may approve significant spend, even when a professional CEO handles daily operations. For context, see Business Today on professional CEOs in Indian business families. Trust over process. A recommendation from a known peer, advisor or existing vendor carries heavy weight. Group thinking. Decisions consider the whole group, not only one business unit, which can slow or accelerate a deal sharply. Tech caution. Research on Indian family businesses by Inc42 describes growth-driven but technology-cautious attitudes, which means proof and references matter. Academic work such as the Indian School of Business research on family business groups offers background on how these groups are structured. Sponsor authority compared: Silicon Valley vs family-run Indian groups Factor Silicon Valley VP Indian family business promoter Budget ownership Often in the VP’s own budget Often approved at group or promoter level Who evaluates The VP’s team Managers, CIO or professional CEO What builds trust Data, ROI case, peer reviews Personal credibility, references, introductions Typical blocker Competing priorities and budget timing No access to the final decision-maker Commitment signal Signed order form Promoter or senior leadership endorsement, then paperwork How do you secure a real commitment from a promoter-led company? Ask the authority question early. “Who gives the final nod on a decision of this size?” is polite and effective. Arrange a senior-to-senior meeting. Your founder or most senior leader meets the decision-maker with the sponsor’s backing. Use a trusted introducer. A mutual contact, existing client or advisor opens doors more reliably than outreach. Give the sponsor a promoter-ready summary. One page covering outcome, risk, cost, and references in plain language. Confirm the paperwork route. Once approval is verbal, ask who triggers legal, security and procurement. What if you cannot reach the promoter? Work through the professional CEO or CIO, and ask them to describe what the promoter will want to see. Prepare that material in advance. FAQ Who makes the final software buying decision in an Indian family-owned business? It varies, but for significant spend the final approval often rests with the promoter or a small family group, while managers and a professional CEO run the evaluation. Ask early who gives the final nod. How is selling to a US VP different from selling to an Indian business promoter? US VPs typically own a budget and follow a defined buying process. Promoters weigh trust, references and group-level considerations, so you need senior access and credible introductions. How do I get a meeting with a promoter or business owner? Use warm introductions from mutual contacts, existing customers, advisors or community events. Ask your internal sponsor to request the meeting and prepare a short, outcome-focused briefing. Conclusion Do not mistake enthusiasm for authority. In the US, test whether your VP owns the budget. In Indian family groups, find the person who gives the final nod, and get there through trusted introductions and a promoter-ready summary. Need warm introductions to promoter-led enterprises? Join The Builders Club. References and further reading Gartner Sales Survey: 67% of B2B buyers prefer a rep-free experience (2026) Gartner: The B2B buying journey and how to optimise it Business Today: Why Indian business families are hiring professional CEOs Inc42: Indian family businesses are growth-driven but tech-cautious Indian School of Business: Family business groups in India About the author: Sohail Khan is Founder and Director of The Builders Club, a professional community of 35,000+ founders and CXOs across India, UAE, Singapore and the US.

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Why the Self-Serve PLG Playbook Fails with Indian Enterprise CXOs (And the High-Touch Assisted Model That Actually Wins)

Self-serve PLG works when the user is also the buyer. In Indian enterprises, they almost never are. A product-led funnel can get your tool into a team’s hands, but it rarely gets a CXO to sign. The model that wins is a high-touch, assisted motion that uses product usage as proof, not as the whole sales strategy. Here is why the standard playbook stalls in India’s large organisations, and what to run instead. Why does the self-serve PLG playbook fail with Indian enterprise CXOs? Product-led growth, as described by pioneers such as OpenView, assumes that users discover, try and adopt the product themselves, and that revenue follows usage. That assumption holds for tools with low risk, low price and individual buyers. Enterprise buying in India breaks all three conditions at once. The user is not the buyer. An analyst may love your tool. The budget sits with a CIO, CFO or business head who has never opened it. Risk is organisational. A CXO signs against security, vendor-continuity and reputational risk, none of which a free trial answers. Trust is personal. Decisions often move on credibility, references and conversations with someone they respect, not on a sign-up flow. Does a free trial or freemium plan ever work in Indian enterprises? It can work for teams, departments and SMB-sized units, where one manager has a card or small discretionary budget. It rarely scales to the top accounts without a human who turns usage into a business case. What does the high-touch assisted model actually look like? Assisted does not mean old-fashioned. It means every stage of the product experience is paired with a person who removes a specific obstacle. Stage Pure self-serve PLG Assisted model for Indian enterprises Discovery Organic search, product trial Warm introduction, peer room, referral Evaluation Self-guided trial Guided pilot with named success criteria Decision User upgrades with a card Business case built for the CXO and the committee Contracting Click-through terms Negotiated MSA, security review, procurement Expansion In-app prompts Account lead plans rollout across divisions How do you turn product usage into a signed enterprise contract? Use the product as the evidence, and a person as the translator. A practical sequence: Find your champion. Identify the user who gets the most value and ask them to explain the problem in their own words. Quantify the result. Convert usage into time saved, errors avoided or revenue influenced, in a one-page summary the CXO can read in two minutes. Map the buying committee. Ask your champion who else must say yes: IT, security, finance, legal, and the business owner. Run an executive conversation. A founder or senior lead speaks to the CXO about outcomes and risk, not features. Offer a scoped commitment. A defined pilot or first-division rollout with clear exit and expansion terms reduces perceived risk. When should you still invest in self-serve? Do not abandon it. Use self-serve as the top of the funnel and as a signal engine. Track which accounts have several active users, which teams invite colleagues, and which admins explore security settings. Those are the accounts your sales team should call first. Think of it as product-qualified leads feeding a human-led close. Many global companies now run exactly this hybrid, and it fits Indian enterprise buying better than a pure self-serve approach. FAQ Is PLG dead for B2B SaaS in India? No. PLG is useful for building awareness, usage data and champions inside accounts. It fails as the only motion for large enterprises, where committees, security reviews and relationships decide the contract. A hybrid model works better. What is a product-qualified lead (PQL)? A PQL is an account or user whose in-product behaviour suggests buying intent, such as multiple active teammates or admin-level exploration. Sales teams use PQLs to prioritise who to approach with a human conversation. How many people does an assisted enterprise sale need? It depends on deal size, but you typically need one senior owner for the relationship, one technical resource for security and integration questions, and a customer success lead after signing. Founders often cover the first two roles in early deals. Conclusion PLG gets you into the room, but it does not get a CXO to sign. In Indian enterprises, winning sales pair product evidence with human trust: a champion, a business case, a guided pilot and a senior conversation. Building an assisted enterprise motion? Meet founders and CXOs who have done it at The Builders Club, and bring your toughest sales question to our next roundtable. Join The Builders Club. About the author: Sohail Khan is Founder and Director of The Builders Club, a professional community of 35,000+ founders and CXOs across India, UAE, Singapore and the US.

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