Transcript
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Think a lot of companies or investors would
like to replicate the process that you went
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about identifying new markets and executing
against that.
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Talk me through the process.
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How did you gather the intelligence and the
data in order to repurpose your technology?
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Paying attention to what your customers are
saying very closely, paying attention to mega
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trends going on in the world.
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So folks who maybe your customers, maybe not
your customers today, but, are they gonna be
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potentially your customers down the line?
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So listening to these massive mega trends and
knowing that you're going to intersect the
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world, and the puck where it will go to, not
where it is today.
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I think that that's a key element to trying to
position your company for where the world is
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emerging into.
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Otherwise, you just miss the boat.
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So what is Akash Systems?
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Akash Systems is a company that uses synthetic
diamond to cool down microchips.
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These are microchips that are so powerful that
we are able to do things like, what chat gbt
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does or what a satellite does.
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Very powerful electronics.
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We're able to use synthetic diamond to cool
them down, and make them perform much, much
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better than otherwise.
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And And when I say much better, I'm talking
about in terms of raw power or efficiency.
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We've picked 2 products to start.
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1 is the AI server, the types of systems that
use GPUs, which you may have heard about.
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And then we have also picked satellite radios.
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These are very, very effective satellite
communication systems that beam down from
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space, data such as you might see in your GPU,
your your GPS system when you pull up Google
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Maps to navigate your your your drive.
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We grow diamonds in the lab.
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These are synthetic diamond materials, and we
use these diamond materials to cool down these
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chips.
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How much of the cost of a server chip has to do
with heat and power?
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Oh my god.
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Most of it.
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So in a typical data center, for example,
something like 40% of the cost of operating a
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data center, which is essentially a very large
warehouse collection of servers, 40% of the
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operating cost monthly is cooling, air
conditioning, trying to reduce that heat.
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Similarly, in your your something as small as
your iPhone.
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I've seen some pretty crazy numbers thrown out
there in terms of market size for for data
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centers, data warehouses, chips.
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How do you quantify the opportunity set for
investors?
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We estimate our market size to be anywhere from
200 to about $400,000,000,000.
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Keep in mind that we sell servers as well as
satellite communication systems and a radio,
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that fits into a satellite about the size of a
of an iPhone, maybe twice the size of an
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iPhone.
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These systems sell for 100 of 1,000 of dollars
per unit.
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And so we estimate that our market is on the
order of, 2 to $400,000,000,000, just looking
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at those two markets.
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There are other markets which we haven't
started to address today but are in our road
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map, such as you might have in EVs, electronic
vehicles, such as in smartphones, communication
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systems, and not just in the phone but also in
the base stations that route the calls from
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phone to phone.
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And then, of course, in radar systems, which is
used in in defense.
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It's a radar is a kind of listening device that
depends heavily on the kinds of cooling, chips
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that we that we make.
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You just received $65,000,000 from the Chip
Hacks.
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Congratulations.
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Tell me a little bit about that.
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Thank you.
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We're excited about it.
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So we just received $68,000,000 in chips
funding from the government, the Department of
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Commerce's Chips and Science Act and the
funding is coming to us to help us scale, scale
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our manufacturing and assembly of our products,
namely the ones I just mentioned, the servers,
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the DiamondCool servers as well as the
satellite radio systems.
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This funding will help us set up a plant, a
semiconductor fab and assembly house in
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Oakland, and just help us scale in terms of
getting space, equipment, hiring people, and
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doing so as fast as possible.
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This is, this is nontrivial to do.
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There is a race right now to scale.
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All of us who are manufacturing gear in in, in
in tech, have a challenge in in trying to
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scale, and this funding helps us address that.
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We just received as well a large customer order
for, for servers.
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We've seen bipartisan calls for onshore and
critical technologies in the US and not to rely
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on foreign countries or foreign adversaries.
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Tell me a little bit about the Chips Act.
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Was that part of that effort, or is this, just
a totally unrelated trend that you're seeing in
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the market?
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The Chips Act is absolutely connected to the
bipartisan effort to try to bring back to the
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US manufacturing and assembly of
semiconductors.
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We are extremely excited about that effort,
because the Chips Act helps us, not only, bring
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back manufacturing, semiconductor manufacturing
to the US, but also shores up our national
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defenses.
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Okay?
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So being able to make your own semiconductors,
the thing that powers all defense equipments is
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an essential part of a country's national
security.
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And we view our work, to be very, very vital
and central to that national security strategy.
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It helps us in securing our supply chain, for
all of our nation's major and critical
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economies.
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We will never again have to depend on other
countries, certainly not our adversaries, to
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make the things that we need, and and making,
these semiconductor chips and materials in
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Oakland is central to that.
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This is also a question of our economic
security.
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We're building jobs.
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We're going to hire hundreds of people in on
the order of 4 to 500, new people in Oakland,
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over the next 4 to 5 years.
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These are all things that every American, is
excited about, certainly on both sides of the
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aisle.
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And I should say that, the hiring we're doing
is going beyond California.
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We have a site in Texas that will benefit from
this as well.
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And you mentioned the space is really heating
up.
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Obviously, there's a lot of demand from AI
companies.
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Who are your biggest competitors, and how are
you guys differentiating against those
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companies?
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In the area of sort of high powered, highly
cooled, high efficiency servers, I don't think
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that we have any competitor, at this point,
certainly someone who we have to, worry about
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in terms of performance, in any conversation
with a customer.
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So far, we always win because of the the
performance that we bring to bear.
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Just to illustrate that example of how diamond
is so effective, we do this in front of
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customers.
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Every time since we do it, you know, people
just sort of light up even before we show how
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the server performs.
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If you don't mind, I'd like to show you how
diamond works, by by moving heat as rapidly as
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possible.
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This is a piece of this is a piece of diamond,
that we've grown in the lab.
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It's about half a millimeter.
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Absolutely.
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Very, very thermally conductive.
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Five times more thermally conductive than the
next best material in nature that being copper.
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I'm gonna show you, some ice cubes, and the ice
obviously is cold.
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My hand is naturally warm.
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My body temperature.
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I'm gonna hold this ice and you're gonna watch
as it slices into this ice cube as if it were
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butter.
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And my fingers are gonna feel so cold.
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You can't tell but I can I can tell you that
that's what I will feel?
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But what you will see is the diamonds moving
heat from my fingers into the ice cube rapidly,
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and that'll just be and you'll see that because
it just goes right in like butter.
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I don't know if you can see it, but, yeah, it's
going right in.
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I just sliced it right there.
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I'll do this other one here as you can see.
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So there's some thermodynamic factors coming
into play here.
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So there's a transfer of heat from your fingers
to the to the ice and from your ice to your
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fingers with the diamond being a conductor?
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That is correct.
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And that's exactly the feature that we bring to
bear in a server in a diamond cool server,
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which which we sell.
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And, again, we're making a very big
announcement next week, a big order, a massive
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order from a customer, one of the biggest,
cloud, AI, compute companies in the world.
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And this feature is what is making that
possible.
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Explain exactly, how that works within a server
or within a chip.
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So we take this diamond, and, and the diamond
the the features of the diamond, the way we we
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grow the diamonds, the dimensions of the
diamond are all proprietary, and we use
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proprietary adhesives, and we apply it to the
GPU.
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Okay.
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So just like you saw with the diamond touching
the ice, the diamond is is is on top of the
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GPU, the main heat source.
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We also do the same thing with other chips in
the server.
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And because of that, because you have the
diamond, being such a great thermal conductor,
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it is able to spread the heat and reduce the
temperature of the server.
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You reduce the temperature of the server, it
means that your fans or your liquid cooling do
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not have to work as hard.
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The burden on those cooling systems is greatly
reduced.
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In fact, we have found that we're able to
reduce the electricity going into the fan, the
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cooling system by 90%.
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This is money going straight to the operators
of the data centers, the folks who are paying
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the light bill.
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If you are doing inference work, it means you
can overclock the GPU a lot faster.
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You can get more clock cycles.
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You can train your models faster, all because
we're able to, by thermal conduction, extract
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the heat directly from the GPU to the diamond,
and then to whatever liquid cooling or other
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fan cooling systems that you may have in the
server.
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And we do this demonstration for for customers
all the time.
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We just had the US election.
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There's been a lot of exuberance in different
parts of the tech ecosystem.
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From business perspective, how does that
practically affect Akash and your business?
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We were very excited because as far as we are
concerned, the things that we we extol, the
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virtues of our business, the fundamentals of
our business have benefits that apply to all
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Americans regardless of your political lenient,
whether you're on the left or on the right,
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middle, if you're pro business, pro jobs,
whatever you may feel, we think that, there is
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universal appeal for our commercial security,
our national security for creating jobs,
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bringing manufacturing back to the United
States so that it is not outsourced to our
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adversaries in in China.
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There is universal appeal, and we have just
received nothing but support from from everyone
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who's heard our message.
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Folks who saw that we won the Chips Act have
sent in, very positive support to us, and we're
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excited about that.
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I invested in 2019 in the series a, and then
you guys had a tough time between 2020 and
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2022.
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You did another round at that point.
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I'm I'm very glad I reinvested then.
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But tell me about those times, and how did that
affect the organization?
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Those were tough times.
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I think it was, those were the COVID years,
very difficult for everyone in the country.
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I think other than the handful of businesses,
this was something that every country, every
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company had to had to grapple with.
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And the thing about these tough times, times of
correction is that it forces everyone to step
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back and think about your fundamentals.
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Do you have a distinctive technology or product
that makes you stand out?
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These quiet times as I call them, enable
companies to slow down and and get back to
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basics.
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What is your business plan?
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And that's what, the COVID years enabled us to
do.
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We've been focused on literally making our
products for space even stronger, and we're
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gonna see some launches.
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Several companies are launching our satellites
with our radios in in January, just a few weeks
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from now in April.
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But also, we started to extend our products
technologies into new markets, chief among
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them, AI and data centers.
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That wouldn't have it wouldn't have happened
had it not been for the quiet time afforded by
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the COVID years.
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That's what we did.
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We step back, in a very disciplined way,
develop some very new applications of our
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technology, went into the new markets that we
could see coming down the pike, AI, and and
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that's enabled us to to launch the products,
just a few weeks ago and to now sign this large
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contract with a with a major compute company,
that we'll be announcing next week.
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I believe that organisms, when dealt with any
kind of issues, either become antifragile or
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die.
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You're basically either growing or dying.
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How did that affect Akash Systems as an
organization?
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I think that it affects organizations, either
positively or negatively depending on those
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basic business plan questions that I I listed.
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K?
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So I think that, in in tough times, if you're
not able to answer those fundamental business
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one zero one questions of is there something
very distinctive that has a 10 x, value
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proposition over competitors that you have, is
there a significant market size for that
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distinction that you have?
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I mean, you know, this like, you know, 100 of
1,000,000,000 of dollars in in market size.
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Are you the very best team on the planet poised
to deliver that distinction?
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If you're not able to answer these questions
favorably, then I think you will struggle.
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If you do, then I think you have some very good
years ahead.
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I think I've we've looked at I read this,
recently how a lot of our great businesses
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today were were born out of the tough times
we've had when there's a correction.
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The corrections of exactly exactly, that's
usually the time when there's just a mental
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there's mental space for people to just think
calmly about big opportunities and and the in
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these fundamental questions I I described.
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Otherwise, when there's just a lot of euphoria
and hysteria
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Recessions.
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And there's a lot of slush money going around,
it's easy for, that type of hysteria to fund
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everything, and then these questions aren't
really answered in a very disciplined way.
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What what would Akash Systems be if that bull
market kept on going?
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Would would just be the wrong business?
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Would it just be one product?
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Like, what would have happened if there was no
correction?
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If there's no correction, we were probably,
would have gone further with the space business
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and maybe, the AI might have been pushed out a
bit more into the future.
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Perhaps the world as we know it wouldn't have
leaned in.
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I think AI was gonna happen no matter what, but
maybe a little bit more pushed out.
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I think that the, it's possible that the
inspiration for the chips act wouldn't be
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there, possibly this desire and belief to step
back.
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Hey.
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Let's shore up our supply chain.
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Let's not be dependent on everyone in the world
for our very vital, microchips.
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I think that that those, those questions would
have been answered in a different way.
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And, Akash, we would have evolved.
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I mean, we have some very smart people in our
management team.
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And throughout the company, I think we would
have answered the questions, well, given the
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circumstances that the world presents to us.
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Think a lot of companies or investors would
like to replicate the process that you went
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about identifying new markets and executing
against that.
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Talk me through the process.
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How did you gather the intelligence and the
data in order to repurpose your technology?
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Paying attention to what your customers are
saying very closely, paying attention to mega
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trends going on in the world.
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So the folks who may be your customers, maybe
not quite your customers today, but, are they
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gonna be potentially your customers down the
line?
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So listening to these massive mega trends and
knowing that you're going to intersect the
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world, and the puck where it will go to not
where it is today, I think that that's a key
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element to trying to position your company for
where the world is emerging into.
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Otherwise, you just missed the boat.
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I think having an amazingly talented people
around you, people that are even smarter than
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you in the things that you want to do is
essential.
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I have an amazing team around me, Ty and Dan
and Pimmy.
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These are brilliant folks who are extremely
good at what they do, and we're constantly
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challenging ourselves, asking ourselves the
right questions.
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My VCs, Khosla and Kearny Jackson, Founders
Fund, these are are brilliant folks who just
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have been very helpful to us in making us
making sure that we we answer the questions in
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the right way and that we steer clear of of,
the potholes that can oftentimes sink a company
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that's trying to evolve out of some very
difficult times.
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I mean, we essentially the world had a force
majeure events, you know, an event that sank
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most companies, most series a companies in the
world.
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And to navigate that, you need some amazingly
talented people, and luckily, we had that
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around the table.
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There's this repeated concept in venture
capital that you have to be nonconsensus.
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Right?
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I think a lot of the times, people don't really
think about how painful mentally, economically
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could be to be nonconsensus for several years.
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How are you guys able to kind of go against the
grain?
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And walk me through those difficult years where
the market had not yet come to.
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As the founder have to have conviction and
belief, in in in in fundamentals and in your
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core, of of your value proposition.
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If you don't have that, then nothing else
matters.
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You know, running with the herd is, can be
great when the herd is right in good times.
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But when times are tough, then I think having
that contrarian view is what can, can give
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lasting value, you know, because it's, you
know, when everyone's moving left and you see
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opportunity by turning right, that's when you
can make some serious bets.
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And it's interesting because there are
different types of personalities I find, you
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know, and the types of, you know, engineers,
smart people, PhDs that we interview, they're
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the folks who always are thinking of solutions.
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You know?
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It, you know, it doesn't matter what problem
they're faced with.
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Their instinct is to have ideas for for for
moving forward for solving the problem.
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And then there are folks I find who have an
instinct for, identifying the pitfalls, the
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problems lurking around the corner.
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Yes.
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There's a big opportunity here but look at the
25 things that prevent others from achieving
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that.
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So let's not lose sight of these and I always
want both at the table.
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I especially want the people who see those
those risky, hurdles lurking around the things
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that are uncomfortable to talk about.
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We may not wanna fess up to them and it's just
a a party pooper to bring up those issues when
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there's so much euphoria about an opportunity.
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I always want everyone at the table and and
that nothing because you know what?
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We are the most successful when we address
every problem in hardware engineering,
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electrical engineering, and and and and
physics.
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Problems don't just vanish unless you fess up
to them and deal with them head on.
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They will be there forever.
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So, yeah, we just have to you know, if if these
problems are not being talked about, I get
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worried.
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There's some kind of healthy mix of optimism
and pessimism you need on every team.
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You need the entrepreneurs that see the ideal
how things could be, and then you need as a
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second step, ideally, you need somebody to say,
yeah.
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But here are the different things that we need
to hear the landmines to avoid so that we could
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actualize that future.
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Yes.
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Yes.
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That's I totally agree with that.
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You need both.
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What what's next for Akash?
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We've got a lot on our plate coming up in the
weeks ahead.
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We're announcing this big order next week.
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We're going to there's a bunch of satellites
going up with our radios in January.
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We will start shipping the servers in q one.
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There's another bunch of satellites going up
with our radios in April.
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I think that next year, we are on pace to have,
probably one of the fastest growing company
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curves, in in a very long time, and I can't I
can't even begin to imagine what 2026 might
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look like.
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But it's just all about execution right now.
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It's, you know, go go go go go, build up as
many servers as possible for this AI
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exponentially growing market that we see and
then starting to get some space hardware,
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assets in in space.
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That's that's the future for us.
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I think that we see a place, a world where
Akash could become the world's preeminent high
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end server company in AI, period.
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I think that that's well within within our
grasp.
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But, obviously, if you should, I'm talking
about, like, the next 12 months.
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Okay?
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So those are exciting things to look forward
to.
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This has been great, and it's great to catch up
and always inspiring to talk to you, Felix.
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Thank you.
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Look forward to sitting down soon.
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Cheers.