Thanks @TECH gives us why we need to keep up with remuneration to retain the talent we have, We have surely lost few great talent and minds.
Episode 9: BrainChip Talks Corporate Remuneration
Episode 9: BrainChip Talks Corporate Remuneration In this ninth episode of BrainChip’s Investor Podcast Series, Dawe presents questions to Pia Turcinov. Non-Executive Director Chair of the Remuneration Nomination Committee, and Jelena Tasker, Client Partner, Executive Pay Governance at Korn...brainchip.com
BRN Discussion Ongoing
- Thread starter TechGirl
- Start date
Frangipani
Top 20
It’s great to see PROPHESEE highlighting the power of event-based cameras in aerospace and defense! | Neurobus
It’s great to see PROPHESEE highlighting the power of event-based cameras in aerospace and defense! 🚀🛡️ At Neurobus, we’re using event-based sensors and AI processors for real-time drone surveillance, GPS-denied navigation, and Space Situational Awareness. Check out their article about use cases...www.linkedin.com
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Event-based Vision for Defense & Aerospace
Experience next-level drone detection, navigation, situational awareness with Prophesee event cameras, combining ultra high speed, dynamic range and optimal SWaPwww.prophesee.ai
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“NEUROBUS: FRUGAL AI SERVING DEFENSE AND AEROSPACE
(…) Though Space remains a core sector for Neurobus, its technology's practical application in the drone sector unlocks compelling possibilities for autonomy. Drones equipped with Neurobus's frugal AI can execute missions more independently, making real-time decisions with minimal human oversight. While human validation remains crucial for strategic actions, tasks like area surveillance can be managed autonomously.For instance, a drone could autonomously evade an oncoming object at high speed. However, directing itself toward a target would require prior human authorization.
Although the present application is primarily focused on defense, driven by the current geopolitical climate and pressing demands, Neurobus also foresees a future in the civilian domain, particularly in applications like autonomous drone delivery services.
(…) Identifying the ideal market for a disruptive technology proved difficult. After considering the automotive and space sectors, both with lengthy integration cycles, Neurobus found its niche in drones.”
🛰 ✳️ Neurobus: Frugal AI serving Defense and beyond! | HEC Paris - Innovation & Entrepreneurship Institute
🛰 ✳️ Neurobus: Frugal AI serving Defense and beyond! Discover how Neurobus, founded by Florian Corgnou (HEC Alumni), is revolutionizing the autonomy of drones and embedded systems with frugal artificial intelligence. How does this all work? 🧠 Neurobus achieves this through neuromorphic...
Neurobus: Frugal AI Serving Defense and Aerospace
Combining Deep Tech and Sustainability is the winning bet of Neurobus, an innovative startup founded by Florian Corgnou, an entrepreneur whose successive periods at HEC Paris have greatly impacted Neurobus's trajectory.
INNOVATION & ENTREPRENEURSHIP INSTITUTE
Apr 17, 2025
NEUROBUS: FRUGAL AI SERVING DEFENSE AND AEROSPACE
SHARECombining Deep Tech and Sustainability is the winning bet of Neurobus, an innovative startup founded by Florian Corgnou, an entrepreneur whose successive periods at HEC Paris have greatly impacted Neurobus's trajectory.
AEROSPACE, A CORE SECTOR
Initially destined for an engineering career in aeronautics, Florian's trajectory gradually shifted toward entrepreneurship and the business world, a change accelerated by a significant period in the United States. Following this, his desire to engage with cutting-edge technologies drew him to Tesla's European headquarters in the Netherlands for his first experience. Though formative and inspiring, this experience ultimately led Florian to make a 360-degree turn. The engineer departed from his favored sector, becoming an entrepreneur in an unexpected field: finance.With Trezy, his startup, SME managers could monitor their company's financial situation in real-time. The venture proved successful, raising 3.5 million euros and continuing to operate today. Yet, despite Trezy's success, Florian felt compelled to invest in a more meaningful project, one within a field that genuinely excited him.
Aerospace beckoned him once more. It was there, while participating in a space entrepreneurship program in partnership with Airbus Defense & Space, that the idea for Neurobus began to germinate.
NEUROBUS, A SOLUTION THAT COMBINES ENERGY EFFICIENCY AND INTELLIGENCE
By observing technological advances at Tesla and SpaceX, and then participating in the Airbus Defense Space program, Florian established the groundwork for Neurobus. Immersion with engineers and space experts allowed him to pinpoint market trends and unmet needs, needs Neurobus was determined to address.So, what does Neurobus offer? It's an embedded, frugal Artificial Intelligence – specifically, an AI engineered for minimal energy consumption and direct integration into host systems like drones and satellites. Data processing occurs locally, eliminating the costly energy expenditure of transferring data to centers.
Neurobus's initial focus was the space sector, a field inherently linked to defense, with partners like Airbus Defense and Space, the European Space Agency, and the French Space Agency. However, the company adroitly adapted its promising technology to the drone sector, a rapidly expanding market with more immediate demands. Winning a European defense innovation competition further validated the potential of their solution for drone detection.
The core of Neurobus's innovation lies in its biologically-inspired approach: the neuromorphic system. This disruptive technology draws inspiration from the human brain and retina to create processors and sensors that are remarkably energy-efficient. For Florian, the human brain serves as an unparalleled source of inspiration:
"The brain is one of the best computers that exists today because it delivers immense computing power with extremely low energy consumption."
DRONES: A TESTED AND VALIDATED FIELD OF APPLICATION TESTED AND VALIDATED
Neurobus sidesteps the capital-intensive manufacturing of components like processors and sensors. Instead, its value proposition lies in assembling these components and developing tailored software layers to meet specific manufacturer needs. This positions the startup as both an integrator and a software publisher, streamlining the adoption of this cutting-edge technology.As Florian Corgnou explains, "Neurobus operates precisely between the manufacturer and the industrialist. We don't create the hardware, but we assemble it into a product that specifically addresses our customers' requirements and develop software layers that cater to the unique applications of that industrialist."
Though Space remains a core sector for Neurobus, its technology's practical application in the drone sector unlocks compelling possibilities for autonomy. Drones equipped with Neurobus's frugal AI can execute missions more independently, making real-time decisions with minimal human oversight. While human validation remains crucial for strategic actions, tasks like area surveillance can be managed autonomously.
For instance, a drone could autonomously evade an oncoming object at high speed. However, directing itself toward a target would require prior human authorization.
Although the present application is primarily focused on defense, driven by the current geopolitical climate and pressing demands, Neurobus also foresees a future in the civilian domain, particularly in applications like autonomous drone delivery services.
OVERCOMING CHALLENGES, STEP BY STEP
Like any entrepreneurial venture, Neurobus faced its share of challenges – challenges Florian embraces. As he notes, "The biggest challenge was securing our market within a limited timeframe and on a tight budget." A dual problem indeed.Identifying the ideal market for a disruptive technology proved difficult. After considering the automotive and space sectors, both with lengthy integration cycles, Neurobus found its niche in drones.
Financially, Florian acknowledges the perpetual challenge for startups: "Financial resources are the lifeblood of any venture, and as a startup, we're constantly in survival mode."
However, Neurobus distinguished itself through its initial financing strategy. Rather than immediately pursuing fundraising to convince investors of a nascent technology, Florian prioritized securing R&D contracts with clients. "Having already gained institutional and industrial validation in previous roles, I ensured clients financed the R&D, guiding us toward the optimal applications."
Another inherent difficulty with disruptive technologies is their vast potential scope. Florian stresses the importance of discipline: "In Deep Tech, it's easy to get lost – a trap we all fall into, myself included!" While the technology's versatility is tempting, the real challenge lies in identifying the application offering the greatest business and technological value. "You must focus, master a single use case, execute it flawlessly, and avoid spreading yourself too thin," he advises.
This strategy is paying dividends, with R&D contracts generating roughly €600,000 in revenue in 2024, excluding public subsidies. The team, currently composed of two partners and three employees, plans to expand to approximately ten members by June through four new hires.
With this traction and a refined roadmap, Neurobus is planning an ambitious fundraising round of €5 to €10 million by year-end to initiate the conceptual phase – developing the final product based on client feedback.
HEC PARIS, THE COMMON THREAD OF THE NEUROBUS ADVENTURE
Would Neurobus be where it is today without Florian's HEC Paris experience? Unlikely. While launching Neurobus, Florian simultaneously pursued HEC Paris's Executive Master of Science in Innovation & Entrepreneurship (EMSIE) to "gain support and surround myself with expertise." This, combined with Neurobus's participation in the Incubateur HEC Parisand Creative Destruction Lab (CDL) - Paris, provided a framework and strategic guidance instrumental in shaping Neurobus's trajectory. The Challenge+program further honed the team's skills.
CDL Next Gen Computing Session
Mentors from these programs challenged the company's direction and refined its strategy. "The Incubator team provided invaluable assistance in finalizing complex client contracts," Florian explains, "and the CDL mentors challenged us on critical issues. This external perspective enabled us to ask the right questions and minimize mistakes."
Finally, Florian shares advice for aspiring Deep Tech entrepreneurs:
- Validate your idea with customers before seeking funding.
- Securing a paying customer – a champion and internal advocate – is the best possible validation.
- Develop a true 'customer obsession' to deeply understand your clients' needs and confirm their willingness to pay upfront."
Neurobus team
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Getupthere
Regular
This is a perfect example of how the brainchip management attitude views its entitlement to be rewarded the same as successful companies producing revenue and signing commercial agreements.
They need to Stop trying to feed shareholders nonsense. I don’t think shareholders will have an issue with issuing free shares and bonuses if you simply perform your role, which is signing commercial agreements and creating revenue.
In the real world, you’re paid based on your performance. At the moment, you haven’t achieved acceptable results from the last AGM.
Mccabe84
Regular
If what they have done is not worthy of an ASX announcement then is it really worth giving them performance shares ?
Getupthere
Regular
We are losing talent because the company isn’t moving quickly enough for them to stay. If BRN had signed more commercial agreements and generated revenue, no one would be leaving.
Gidday Yogi,
I thought it was a very good podcast, both guests spoke plain English, any educated person can see what the company is
trying to do, to me it just reflects the integrity starting from the founders down.
The demand for talent in the AI sector is huge, you can then lift that to another level when you enter the SNN space, as the
pool of talent would have to be considered way smaller, the next wave (the future) is going to be coming from all the Universities
who are promoting Neuromorphic Computing courses for the next generation of engineers and Neuroscientists etc.
It's important to remember that, not all staff are going to be driven by the almighty dollar, a lot of our staff over the years have been
approaching the last part of their careers, so money may not have been the driving force, but I think that incentives for the younger
staff is extremely important, the instant pay rise would always attract some, but being acknowledged for great work, achieving valid
milestones and earning the respect of both Peter and Anil (for example) would be the incentive from my point of view.
Kris Carlson would be a prime candidate in my opinion...he's been a loyal staff member and super talented!
Regards..........Tech
!00% that @TECH
Is this really the Podcast shareholders are looking for leading into the AGM? I would have thought a podcast on products and sales may be more appropriate.
I found the comment regarding non exec's holding their bonuses over to 2026 interesting. Does this mean they are not expecting a favourable Agm this year but confident the 2026 Agm will be more palatable. Hmmm
I find it really exhausting to constantly see the same people always looking for a hair in the soup…and thinking they’ve found one. Then they try to remove it with full effort, only to realize it was just a bit of oil on the surface. And after that, they quietly go back to eating… until the next chance comes to complain again, maybe this time about the ice cream being too cold.
Everyone sees what they want to see in the information we’re given… it’s always filtered through their own mindset. Personally, I see it as a positive that the BrainChip team is at least sharing monthly updates through podcasts. That’s not something every company does.
I also don’t agree with making a big drama out of every single personnel change. This kind of ‘personality cult’… something we’ve seen from companies like Microsoft or Apple… really gets on my nerves. People come and go. It’s normal. Sometimes they just want a change in their personal life or career. Linking every departure directly to the company’s internal health is often misleading.
Instead of constantly seeing things in a negative light, maybe it’s time to zoom out and look at the bigger picture.
Sure, I don’t agree with everything, but I accept it, because it was my decision to invest. And yes, knowing that it might not work out. But my mindset is still optimistic.
Wishing everyone a happy Easter!
Everyone sees what they want to see in the information we’re given… it’s always filtered through their own mindset. Personally, I see it as a positive that the BrainChip team is at least sharing monthly updates through podcasts. That’s not something every company does.
I also don’t agree with making a big drama out of every single personnel change. This kind of ‘personality cult’… something we’ve seen from companies like Microsoft or Apple… really gets on my nerves. People come and go. It’s normal. Sometimes they just want a change in their personal life or career. Linking every departure directly to the company’s internal health is often misleading.
Instead of constantly seeing things in a negative light, maybe it’s time to zoom out and look at the bigger picture.
Sure, I don’t agree with everything, but I accept it, because it was my decision to invest. And yes, knowing that it might not work out. But my mindset is still optimistic.
Wishing everyone a happy Easter!
Frangipani
Top 20
The below LinkedIn post is another reminder that our friends at TCS Research - Sounak Dey, Arijit Mukherjee & Arpan Pal - are not exclusively friends with us, when it comes to neuromorphic computing, but also close friends with others developing their own technology in that field, eg. Manan Suri and his research group at IIT Delhi. In 2018, Manan Suri founded CYRAN AI Solutions as a spinoff from that uni lab and has been a Research Advisor to the TCS Innovation Team on Neuromorphic Computing and Edge AI since June 2021.
www.linkedin.com
www.linkedin.com
spectrum.ieee.org
23 JAN 2024
5 MIN READ
Manan Suri displays a wafer-level testing system for unpackaged chips and devices built by researchers at the Indian Institute of Technology Delhi.
MANAN SURI
In work and in life, it’s easy to get stuck in your ways. That’s why Manan Surihas always looked to expand his horizons both professionally and personally.
Growing up in India, he was used to transitions and new experiences because his family frequently moved around the country as his father relocated for his job as a chemical engineer. Traveling stuck with Suri in adulthood. He studied and worked in Dubai, the United States, France, and Belgium over the course of his twenties.
Indian Institute of Technology Delhi
OCCUPATION:
Associate professor and founder of Cyran AI Solutions, New Delhi
EDUCATION:
Bachelor’s and master’s degrees in electrical and computer engineering, both from Cornell; Ph.D. in nanoelectronics from the CEA-Leti research institute in Grenoble, France
Eventually, Suri moved back to India to become an assistant professor at the Indian Institute of Technology Delhi. There he set up a research group focused on developing brain-inspired (neuromorphic) computer hardware for low-power devices like sensors, drones, and virtual-reality headsets. He is now an associate professor.
He also launched a startup to commercialize his lab’s expertise: Cyran AI Solutions, based in New Delhi, works with companies and government agencies on a variety of projects. These include automating the inspection process for identifying defects in semiconductors and developing computer-vision systems to improve crop yields and analyze geospatial Earth-observation data.
While balancing a career in academia and industry is challenging, Suri says, he relishes the opportunity to constantly learn.
“Once I’ve figured out how a system works, I start getting bored,” he says.
Suri, an IEEE member, believes that embracing change is a key ingredient for success. This is what has driven him to continually move on to new projects, push into new disciplines, and even move from country to country to experience a different way of life.
“It accelerates your ability to learn new things,” he says. “It puts you on a fast trajectory and helps shed some of your inhibitions or get over the inertia in what you’re doing or how you’re living.”
In 2005 he initially enrolled at the Birla Institute of Technology and Science, Pilani, in India, and studied electronics and instrumentation at the institute’s campus in Dubai. After his second year, he transferred to Cornell, in Ithaca, N.Y. His first six months living in the United States, acclimating to a new culture and a different academic environment, were overwhelming, Suri says. What hooked him were Cornell’s high-end facilities available to students studying semiconductor engineering and nanofabrication—in particular, the industry-grade semiconductor clean rooms.
He earned a bachelor’s degree in electrical and computer engineering in 2009 and a master’s degree in the same subject the following year.
The work would push Suri to develop new skills in computational neuroscience and computer science. In 2010 he started a Ph.D. program in the institute’s Advanced Memory Technology Group. There he worked on low-power AI hardware that uses new kinds of nonvolatile memory to emulate how biological synapses process data. This involved using phase-change memory and conductive-bridging RAM to create neural networks for visual pattern extraction and auditory pattern sensitivity.
Suri discovered that his experience with electronics allowed him to approach neuromorphic engineering problems from an entirely different angle than his colleagues had considered. Experts can develop fairly rigid and conventional ways of thinking about their own field, he says, but when those with different skill sets apply them to the same problems, it can often lead to more innovative thinking. “You bring a completely different perspective,” he says. “It leads to a lot of creativity.”
When the opportunity of setting up his own lab at IIT Delhi came along, he jumped at it. He had also been away from his home country for almost a decade and wanted to be closer to family and contribute to the Indian science and technology ecosystem, he says.
“Moving abroad was more a matter of collecting experiences and seeing how different places work,” he says.
Suri’s group at IIT Delhi has made contributions to AI hardware, neuromorphic hardware, and hardware security. The group collaborates with industry research teams around the world, including Meta Reality Labs, Tata Consultancy Services, and GlobalFoundries.
Suri launched his startup in 2018 to turn some of his lab’s work in AI and neuromorphic hardware into commercial products. Cyran AI Solutions’ customers hire the company to solve a range of problems. These have included computer-vision systems for detecting defects in computer chips; hyperspectral data-analysis algorithms designed to run in real time on chips for crop-inspection drones; and AI systems for small, low-power devices and challenging environments like satellites.
Manan Suri and researchers at the Indian Institute of Technology Delhi’s lab designed this custom electrical test setup for the characterization of memory-computing chips. MANAN SURI
While Cyran makes use of its neuromorphic expertise for some problems, it often uses more mature and simpler-to-deploy machine-learning approaches.
“Most users don’t really care about what technology we are using,” Suri says. “They just want functional performance at the most cost-effective price.”
One of the biggest lessons Suri learned from running a startup is to consider the market being served. For earlier projects, he says, the company often devised a solution that was specific to just one customer’s needs and couldn’t be repurposed for other uses. To create a sustainable business, he realized he needed to develop generic solutions that could be deployed more broadly.
“Running Cyran has been like [pursuing a] mini-MBA,” he says. “You need to really pay attention to the market aspects and not just the technology.”
In 2018, MIT Technology Review named Suri one of its 35 Innovators Under 35for his work on neuromorphic computing.
If you can manage it, Suri says, having your fingers in many pies can have major benefits. In particular, working on problems that bridge several disciplines can help you break out of rigid thinking and come up with novel solutions.
It’s not possible to dedicate equal amounts of time to learning every area, he says, so he advises up-and-coming engineers to carefully pick the topics that are most likely to advance their progress. It’s also crucial to dive in and get your hands dirty, rather than focusing on theory, initially.
“Take the plunge and try and figure it out,” he recommends. “As the problem unravels, then you can start getting into the theory or the more formal aspects of the project. You also start to appreciate learning more about the theory as it gets more hands-on.”
#indian #industry #deeptech #academia #intelligent #neuromorphic… | Manan Suri | 12 comments
Common discourse goes- "#Indian #Industry is often not investing in #deeptech R&D while #Academia stays away from ground requirements of the industry" There are increasing number of exceptions to this chatter 🙂! Here, I'll highlight one such close collaboration b/w our research group (at...
Manan Suri - Indian Institute of Technology, Delhi | LinkedIn
| MIT - TR 35 | IEEE EDS Early Career | Young Scientist NASI | Young Engineer IEI |… · Experience: Indian Institute of Technology, Delhi · Education: Institut national polytechnique de Grenoble · Location: India · 500+ connections on LinkedIn. View Manan Suri’s profile on LinkedIn, a...
This Engineer’s Hardware Is Inspired by the Brain
Manan Suri’s neuromorphic systems run AI on sensors, drones, and VR headsets
spectrum.ieee.org
This Engineer’s Hardware Is Inspired by the Brain
Manan Suri’s neuromorphic systems run AI on sensors, drones, and VR headsets
EDD GENT23 JAN 2024
5 MIN READ
Manan Suri displays a wafer-level testing system for unpackaged chips and devices built by researchers at the Indian Institute of Technology Delhi.
MANAN SURI
In work and in life, it’s easy to get stuck in your ways. That’s why Manan Surihas always looked to expand his horizons both professionally and personally.
Growing up in India, he was used to transitions and new experiences because his family frequently moved around the country as his father relocated for his job as a chemical engineer. Traveling stuck with Suri in adulthood. He studied and worked in Dubai, the United States, France, and Belgium over the course of his twenties.
Manan Suri
EMPLOYER:Indian Institute of Technology Delhi
OCCUPATION:
Associate professor and founder of Cyran AI Solutions, New Delhi
EDUCATION:
Bachelor’s and master’s degrees in electrical and computer engineering, both from Cornell; Ph.D. in nanoelectronics from the CEA-Leti research institute in Grenoble, France
Eventually, Suri moved back to India to become an assistant professor at the Indian Institute of Technology Delhi. There he set up a research group focused on developing brain-inspired (neuromorphic) computer hardware for low-power devices like sensors, drones, and virtual-reality headsets. He is now an associate professor.
He also launched a startup to commercialize his lab’s expertise: Cyran AI Solutions, based in New Delhi, works with companies and government agencies on a variety of projects. These include automating the inspection process for identifying defects in semiconductors and developing computer-vision systems to improve crop yields and analyze geospatial Earth-observation data.
While balancing a career in academia and industry is challenging, Suri says, he relishes the opportunity to constantly learn.
“Once I’ve figured out how a system works, I start getting bored,” he says.
Suri, an IEEE member, believes that embracing change is a key ingredient for success. This is what has driven him to continually move on to new projects, push into new disciplines, and even move from country to country to experience a different way of life.
“It accelerates your ability to learn new things,” he says. “It puts you on a fast trajectory and helps shed some of your inhibitions or get over the inertia in what you’re doing or how you’re living.”
Inspired by Cornell’s semiconductor lab
Growing up, Suri’s passion was physics, but he quickly realized he was drawn more to the practical applications than theory. This led to a fascination with electronics.In 2005 he initially enrolled at the Birla Institute of Technology and Science, Pilani, in India, and studied electronics and instrumentation at the institute’s campus in Dubai. After his second year, he transferred to Cornell, in Ithaca, N.Y. His first six months living in the United States, acclimating to a new culture and a different academic environment, were overwhelming, Suri says. What hooked him were Cornell’s high-end facilities available to students studying semiconductor engineering and nanofabrication—in particular, the industry-grade semiconductor clean rooms.
He earned a bachelor’s degree in electrical and computer engineering in 2009 and a master’s degree in the same subject the following year.
New skills in computational neuroscience
After graduating, Suri received offers for Ph.D. positions in the United States and Europe to work on conventional electronics projects. But he didn’t want to get pigeonholed as a traditional semiconductor engineer. He was intrigued by an offer to study neuromorphic systems at the CEA-Leti research institute in Grenoble, France. He was also eager to broaden his life experience and get a taste of the European way of doing things.The work would push Suri to develop new skills in computational neuroscience and computer science. In 2010 he started a Ph.D. program in the institute’s Advanced Memory Technology Group. There he worked on low-power AI hardware that uses new kinds of nonvolatile memory to emulate how biological synapses process data. This involved using phase-change memory and conductive-bridging RAM to create neural networks for visual pattern extraction and auditory pattern sensitivity.
Suri discovered that his experience with electronics allowed him to approach neuromorphic engineering problems from an entirely different angle than his colleagues had considered. Experts can develop fairly rigid and conventional ways of thinking about their own field, he says, but when those with different skill sets apply them to the same problems, it can often lead to more innovative thinking. “You bring a completely different perspective,” he says. “It leads to a lot of creativity.”
Setting up his own research lab
After finishing his doctorate in nanoelectronics, Suri got a job working on high-voltage transistors for automotive applications at the semiconductor designer NXP Semiconductors, in Brussels. Since his role was to take a project all the way from concept to fabrication, it was as close to pure research as he could get in industry. But as interesting as the work was, Suri says, he missed the intellectual freedom of academia.When the opportunity of setting up his own lab at IIT Delhi came along, he jumped at it. He had also been away from his home country for almost a decade and wanted to be closer to family and contribute to the Indian science and technology ecosystem, he says.
“Moving abroad was more a matter of collecting experiences and seeing how different places work,” he says.
Suri’s group at IIT Delhi has made contributions to AI hardware, neuromorphic hardware, and hardware security. The group collaborates with industry research teams around the world, including Meta Reality Labs, Tata Consultancy Services, and GlobalFoundries.
Launching a startup
Despite returning to academia, Suri says he has always been interested in developing practical solutions to real-world challenges, and this goal has guided his research. Whatever project he works on, he always asks himself two questions: Will it solve a real problem? And will someone buy it?Suri launched his startup in 2018 to turn some of his lab’s work in AI and neuromorphic hardware into commercial products. Cyran AI Solutions’ customers hire the company to solve a range of problems. These have included computer-vision systems for detecting defects in computer chips; hyperspectral data-analysis algorithms designed to run in real time on chips for crop-inspection drones; and AI systems for small, low-power devices and challenging environments like satellites.
Manan Suri and researchers at the Indian Institute of Technology Delhi’s lab designed this custom electrical test setup for the characterization of memory-computing chips. MANAN SURI
While Cyran makes use of its neuromorphic expertise for some problems, it often uses more mature and simpler-to-deploy machine-learning approaches.
“Most users don’t really care about what technology we are using,” Suri says. “They just want functional performance at the most cost-effective price.”
One of the biggest lessons Suri learned from running a startup is to consider the market being served. For earlier projects, he says, the company often devised a solution that was specific to just one customer’s needs and couldn’t be repurposed for other uses. To create a sustainable business, he realized he needed to develop generic solutions that could be deployed more broadly.
“Running Cyran has been like [pursuing a] mini-MBA,” he says. “You need to really pay attention to the market aspects and not just the technology.”
In 2018, MIT Technology Review named Suri one of its 35 Innovators Under 35for his work on neuromorphic computing.
The need to be hands-on
Keeping a foot in both academia and industry can be challenging, Suri says. Facing resource crunches, whether in time, staffing, or funding, is common. The only way he’s able to manage things is to plan extensively and remain nimble, building in contingencies.If you can manage it, Suri says, having your fingers in many pies can have major benefits. In particular, working on problems that bridge several disciplines can help you break out of rigid thinking and come up with novel solutions.
It’s not possible to dedicate equal amounts of time to learning every area, he says, so he advises up-and-coming engineers to carefully pick the topics that are most likely to advance their progress. It’s also crucial to dive in and get your hands dirty, rather than focusing on theory, initially.
“Take the plunge and try and figure it out,” he recommends. “As the problem unravels, then you can start getting into the theory or the more formal aspects of the project. You also start to appreciate learning more about the theory as it gets more hands-on.”
Smoothsailing
Regular
Bravo
If ARM was an arm, BRN would be its biceps💪!
I suppose this means we could be working with Elon Musk at some point in time.
Reuters in Washington
Fri 18 Apr 2025 02.33 AEST
Share
Elon Musk’s SpaceX and two partners have emerged as frontrunners to win a crucial part of Donald Trump’s “Golden Dome” missile defense shield, six people familiar with the matter said.
Musk’s rocket and satellite company is partnering with the software maker Palantir and the drone builder Anduril on a bid to build key parts of Golden Dome, the sources said, which has drawn significant interest from the technology sector’s burgeoning base of defense startups.
In his 27 January executive order, Trump cited a missile attack as “the most catastrophic threat facing the United States”.
All three companies were founded by entrepreneurs who have been major political supporters of Trump. Musk has donated more than a quarter of a billion dollars to help elect Trump, and now serves as a special adviser to the president working to cut government spending through his so-called “department of government efficiency”.
Despite the Pentagon’s positive signals to the SpaceX group, some sources stressed the decision process for Trump’s Golden Dome was in its early stages. Its ultimate structure and who is selected to work on it could change dramatically in the coming months.
The three companies met with top officials in the Trump administration and the Pentagon in recent weeks to pitch their plan, which would build and launch 400 to more than 1,000 satellites circling the globe to sense missiles and track their movement, sources said.
A separate fleet of 200 attack satellites armed with missiles or lasers would then bring enemy missiles down, three of the sources said. The SpaceX group is not expected to be involved in the weaponization of satellites, these sources said.
One of the sources familiar with the talks described them as “a departure from the usual acquisition process. There’s an attitude that the national security and defense community has to be sensitive and deferential to Elon Musk because of his role in the government.”
SpaceX and Musk have declined to comment on whether Musk is involved in any of the discussions or negotiations involving federal contracts with his businesses.
The Pentagon did not respond to detailed questions from Reuters, only saying it will deliver “options to the president for his decision in line with the executive order and in alignment with White House guidance and timelines”.
The White House, SpaceX, Palantir and Anduril also did not respond to questions.
In an unusual twist, SpaceX has proposed setting up its role in Golden Dome as a “subscription service” in which the government would pay for access to the technology, rather than own the system outright.
The subscription model, which has not been previously reported, could skirt some Pentagon procurement protocols allowing the system to be rolled out faster, the two sources said. While the approach would not violate any rules, the government may then be locked into a subscription and lose control over its ongoing development and pricing, they added.
Some Pentagon officials have expressed concerns internally about relying on the subscription-based model for any part of the Golden Dome, two sources told Reuters. Such an arrangement would be unusual for such a large and critical defense program.
The US space force general Michael Guetlein has been in talks on whether SpaceX should be the owner and operator of its part of the system, the two sources said. Other options include having the US own and operate the system, or having the US own it while contractors handle operations. Guetlein did not respond to a request for comment.
The retired air force general Terrence O’Shaughnessy, a top SpaceX adviser to Musk, has been involved in the company’s recent discussions with senior defense and intelligence leaders, the two sources said. O’Shaughnessy did not respond to requests for comment.
Should the group led by SpaceX win a Golden Dome contract, it would be the biggest win for Silicon Valley in the lucrative defense contracting industry and a blow to the traditional contractors.
However, those long-standing contractors, such as Northrop Grumman, Boeing and RTX are expected to be big players in the process as well, people familiar with the companies said. Lockheed Martin put up a webpage as a part of its marketing efforts.
SpaceX is pitching for the part of the Golden Dome initiative called the “custody layer”, a constellation of satellites that would detect missiles, track their trajectory, and determine if they are heading toward the US, according to two sources familiar with SpaceX’s goals.
SpaceX has estimated the preliminary engineering and design work for the custody layer of satellites would cost between $6bn and $10bn, two of the sources said. In the last five years, SpaceX has launched hundreds of operational spy satellites and more recently several prototypes, which could be retrofitted to be used for the project, the sources said.
Reuters reviewed an internal Pentagon memo from the defense secretary, Pete Hegseth, issued shortly before a 28 February deadline to senior Pentagon leadership asking them for initial Golden Dome proposals and calling for the “acceleration of the deployment” of constellations of satellites.
The time frame could give SpaceX an advantage because of its fleet of rockets, including the Falcon 9, and existing satellites that could be repurposed for the missile defense shield, the people familiar with the plan said.
www.theguardian.com
Musk’s SpaceX is frontrunner to build Trump’s ‘Golden Dome’ missile shield
SpaceX-led group is pitching the Pentagon on a ‘subscription model’ for missile defenseReuters in Washington
Fri 18 Apr 2025 02.33 AEST
Share
Elon Musk’s SpaceX and two partners have emerged as frontrunners to win a crucial part of Donald Trump’s “Golden Dome” missile defense shield, six people familiar with the matter said.
Musk’s rocket and satellite company is partnering with the software maker Palantir and the drone builder Anduril on a bid to build key parts of Golden Dome, the sources said, which has drawn significant interest from the technology sector’s burgeoning base of defense startups.
In his 27 January executive order, Trump cited a missile attack as “the most catastrophic threat facing the United States”.
All three companies were founded by entrepreneurs who have been major political supporters of Trump. Musk has donated more than a quarter of a billion dollars to help elect Trump, and now serves as a special adviser to the president working to cut government spending through his so-called “department of government efficiency”.
Despite the Pentagon’s positive signals to the SpaceX group, some sources stressed the decision process for Trump’s Golden Dome was in its early stages. Its ultimate structure and who is selected to work on it could change dramatically in the coming months.
The three companies met with top officials in the Trump administration and the Pentagon in recent weeks to pitch their plan, which would build and launch 400 to more than 1,000 satellites circling the globe to sense missiles and track their movement, sources said.
A separate fleet of 200 attack satellites armed with missiles or lasers would then bring enemy missiles down, three of the sources said. The SpaceX group is not expected to be involved in the weaponization of satellites, these sources said.
One of the sources familiar with the talks described them as “a departure from the usual acquisition process. There’s an attitude that the national security and defense community has to be sensitive and deferential to Elon Musk because of his role in the government.”
SpaceX and Musk have declined to comment on whether Musk is involved in any of the discussions or negotiations involving federal contracts with his businesses.
The Pentagon did not respond to detailed questions from Reuters, only saying it will deliver “options to the president for his decision in line with the executive order and in alignment with White House guidance and timelines”.
The White House, SpaceX, Palantir and Anduril also did not respond to questions.
In an unusual twist, SpaceX has proposed setting up its role in Golden Dome as a “subscription service” in which the government would pay for access to the technology, rather than own the system outright.
The subscription model, which has not been previously reported, could skirt some Pentagon procurement protocols allowing the system to be rolled out faster, the two sources said. While the approach would not violate any rules, the government may then be locked into a subscription and lose control over its ongoing development and pricing, they added.
Some Pentagon officials have expressed concerns internally about relying on the subscription-based model for any part of the Golden Dome, two sources told Reuters. Such an arrangement would be unusual for such a large and critical defense program.
The US space force general Michael Guetlein has been in talks on whether SpaceX should be the owner and operator of its part of the system, the two sources said. Other options include having the US own and operate the system, or having the US own it while contractors handle operations. Guetlein did not respond to a request for comment.
The retired air force general Terrence O’Shaughnessy, a top SpaceX adviser to Musk, has been involved in the company’s recent discussions with senior defense and intelligence leaders, the two sources said. O’Shaughnessy did not respond to requests for comment.
Should the group led by SpaceX win a Golden Dome contract, it would be the biggest win for Silicon Valley in the lucrative defense contracting industry and a blow to the traditional contractors.
However, those long-standing contractors, such as Northrop Grumman, Boeing and RTX are expected to be big players in the process as well, people familiar with the companies said. Lockheed Martin put up a webpage as a part of its marketing efforts.
SpaceX is pitching for the part of the Golden Dome initiative called the “custody layer”, a constellation of satellites that would detect missiles, track their trajectory, and determine if they are heading toward the US, according to two sources familiar with SpaceX’s goals.
SpaceX has estimated the preliminary engineering and design work for the custody layer of satellites would cost between $6bn and $10bn, two of the sources said. In the last five years, SpaceX has launched hundreds of operational spy satellites and more recently several prototypes, which could be retrofitted to be used for the project, the sources said.
Reuters reviewed an internal Pentagon memo from the defense secretary, Pete Hegseth, issued shortly before a 28 February deadline to senior Pentagon leadership asking them for initial Golden Dome proposals and calling for the “acceleration of the deployment” of constellations of satellites.
The time frame could give SpaceX an advantage because of its fleet of rockets, including the Falcon 9, and existing satellites that could be repurposed for the missile defense shield, the people familiar with the plan said.
Musk’s SpaceX is frontrunner to build Trump’s ‘Golden Dome’ missile shield
SpaceX-led group is pitching the Pentagon on a ‘subscription model’ for missile defense
Last edited:
Thanks.Episode 9: BrainChip Talks Corporate Remuneration
Episode 9: BrainChip Talks Corporate Remuneration In this ninth episode of BrainChip’s Investor Podcast Series, Dawe presents questions to Pia Turcinov. Non-Executive Director Chair of the Remuneration Nomination Committee, and Jelena Tasker, Client Partner, Executive Pay Governance at Korn...
The most boring podcast EVER from the company, WTF!
I spend 5 minutes on it, 4 too many.
Off course, these persons needs to be paid well, or we are not getting the good ones.
I suppose this means we could be working with Elon Musk at some point in time.
Musk’s SpaceX is frontrunner to build Trump’s ‘Golden Dome’ missile shield
SpaceX-led group is pitching the Pentagon on a ‘subscription model’ for missile defense
Reuters in Washington
Fri 18 Apr 2025 02.33 AEST
Share
Elon Musk’s SpaceX and two partners have emerged as frontrunners to win a crucial part of Donald Trump’s “Golden Dome” missile defense shield, six people familiar with the matter said.
Musk’s rocket and satellite company is partnering with the software maker Palantir and the drone builder Anduril on a bid to build key parts of Golden Dome, the sources said, which has drawn significant interest from the technology sector’s burgeoning base of defense startups.
In his 27 January executive order, Trump cited a missile attack as “the most catastrophic threat facing the United States”.
All three companies were founded by entrepreneurs who have been major political supporters of Trump. Musk has donated more than a quarter of a billion dollars to help elect Trump, and now serves as a special adviser to the president working to cut government spending through his so-called “department of government efficiency”.
Despite the Pentagon’s positive signals to the SpaceX group, some sources stressed the decision process for Trump’s Golden Dome was in its early stages. Its ultimate structure and who is selected to work on it could change dramatically in the coming months.
The three companies met with top officials in the Trump administration and the Pentagon in recent weeks to pitch their plan, which would build and launch 400 to more than 1,000 satellites circling the globe to sense missiles and track their movement, sources said.
A separate fleet of 200 attack satellites armed with missiles or lasers would then bring enemy missiles down, three of the sources said. The SpaceX group is not expected to be involved in the weaponization of satellites, these sources said.
One of the sources familiar with the talks described them as “a departure from the usual acquisition process. There’s an attitude that the national security and defense community has to be sensitive and deferential to Elon Musk because of his role in the government.”
SpaceX and Musk have declined to comment on whether Musk is involved in any of the discussions or negotiations involving federal contracts with his businesses.
The Pentagon did not respond to detailed questions from Reuters, only saying it will deliver “options to the president for his decision in line with the executive order and in alignment with White House guidance and timelines”.
The White House, SpaceX, Palantir and Anduril also did not respond to questions.
In an unusual twist, SpaceX has proposed setting up its role in Golden Dome as a “subscription service” in which the government would pay for access to the technology, rather than own the system outright.
The subscription model, which has not been previously reported, could skirt some Pentagon procurement protocols allowing the system to be rolled out faster, the two sources said. While the approach would not violate any rules, the government may then be locked into a subscription and lose control over its ongoing development and pricing, they added.
Some Pentagon officials have expressed concerns internally about relying on the subscription-based model for any part of the Golden Dome, two sources told Reuters. Such an arrangement would be unusual for such a large and critical defense program.
The US space force general Michael Guetlein has been in talks on whether SpaceX should be the owner and operator of its part of the system, the two sources said. Other options include having the US own and operate the system, or having the US own it while contractors handle operations. Guetlein did not respond to a request for comment.
The retired air force general Terrence O’Shaughnessy, a top SpaceX adviser to Musk, has been involved in the company’s recent discussions with senior defense and intelligence leaders, the two sources said. O’Shaughnessy did not respond to requests for comment.
Should the group led by SpaceX win a Golden Dome contract, it would be the biggest win for Silicon Valley in the lucrative defense contracting industry and a blow to the traditional contractors.
However, those long-standing contractors, such as Northrop Grumman, Boeing and RTX are expected to be big players in the process as well, people familiar with the companies said. Lockheed Martin put up a webpage as a part of its marketing efforts.
SpaceX is pitching for the part of the Golden Dome initiative called the “custody layer”, a constellation of satellites that would detect missiles, track their trajectory, and determine if they are heading toward the US, according to two sources familiar with SpaceX’s goals.
SpaceX has estimated the preliminary engineering and design work for the custody layer of satellites would cost between $6bn and $10bn, two of the sources said. In the last five years, SpaceX has launched hundreds of operational spy satellites and more recently several prototypes, which could be retrofitted to be used for the project, the sources said.
Reuters reviewed an internal Pentagon memo from the defense secretary, Pete Hegseth, issued shortly before a 28 February deadline to senior Pentagon leadership asking them for initial Golden Dome proposals and calling for the “acceleration of the deployment” of constellations of satellites.
The time frame could give SpaceX an advantage because of its fleet of rockets, including the Falcon 9, and existing satellites that could be repurposed for the missile defense shield, the people familiar with the plan said.
Musk’s SpaceX is frontrunner to build Trump’s ‘Golden Dome’ missile shield
SpaceX-led group is pitching the Pentagon on a ‘subscription model’ for missile defense
So basically you say….. 20 dollars after eastern?
Realinfo
Regular
I largely agree with you Tech…BUT !!!
As I believe you will recall, my issues with remuneration go back to the 2018 AGM, when I robustly challenged then CEO Lou and Chairman Manny about the crazy high levels of reward they were granting themselves.
My first job upon leaving high school in 1966 was a cadet journo for the then privately owned Adelaide Advertiser, a morning broadsheet similar to the then AGE and SMH. Over the next decade, I gained experience at various levels in radio, television and print media. I observed popular radio and television personalities receiving far bigger remuneration than all the senior executives and directors…because they were the ones actually generating the ratings and readership, which allowed advertising rates to be set higher and thus generate more revenue for the company.
I left what was an exciting, rewarding career to start my own business...one that was going to offer a new way to distribute products from maker to retail outlets. My observance described above, of rewarding key people vital to the success and revenue generation of Advertiser Newspapers Limited, stayed with me, and throughout my working life, I always rewarded these people more than myself.
I see no difference with a company like our little battler. We have to create the right environment and pay level, for people who are capable of and critical to the development of world beating technology, and for people who have the ability to sell it.
We have to create a workplace and pay these people whatever is necessary, so that they are happy to stay.
As I pointed out at the 2022 AGM, our directors and CEO receive remuneration very similar to those at CBA and BHP… companies that generate billions of profit and pay attractive dividends to shareholders. They are overpaid, and should not continue to be rewarded as they are, until the company becomes profitable and pays dividends.
Happy Easter 2025…and be kind to each other.
Space Cadet
Regular
Doesn't matter. I can say it anyway!OMG! NASA is planning to grow wacky tobaccy in space!
So now, if you smoke a joint, you'll be able to say "Wow! I feel really "spaced-out" and you'll be 100% accurate!
The cannabis grower, NASA and the International Space Station: how an AI project is set to monitor plant health on earth and in space
Queensland grower Medicinal Harvest is trialling AI-driven technology at its indoor facility in a project involving a mission to space.www.cannabiz.com.au
Space Cadet
Just for a nice conversation with different opinions.. not offensive! I see it differently. I think , You can’t compare a private company to a publicly listed firm like BrainChip. There are clear structures in place, supervisory boards, and shareholder interests that must be taken into account..nothing just happens on a whim.
As for the remuneration: sure, it’s not a small salary, but we’re talking about a high-tech company with massive potential. If you want to retain top talent, even in management, you have to stay competitive. The CEO carries huge responsibility, especially during this critical development phase.
I believe the people who are leaving now simply couldn’t handle the pressure, are looking for new experiences, or maybe just didn’t fit into the company’s long-term vision. Or perhaps they didn’t contribute as much as some make it seem from the outside. Things are often portrayed differently than they actually are…we all know that from experience.
In the end, all of this was disclosed and discussed at the AGM. As long as there are clear and transparent goals, I think the remuneration is justified. If you want to cut costs, don’t start with the people who are actually driving the company forward.
Peace
Getupthere
Regular
Could you please clarify which clear and transparent goals you’re referring to?Just for a nice conversation with different opinions.. not offensive! I see it differently. I think , You can’t compare a private company to a publicly listed firm like BrainChip. There are clear structures in place, supervisory boards, and shareholder interests that must be taken into account..nothing just happens on a whim.
As for the remuneration: sure, it’s not a small salary, but we’re talking about a high-tech company with massive potential. If you want to retain top talent, even in management, you have to stay competitive. The CEO carries huge responsibility, especially during this critical development phase.
I believe the people who are leaving now simply couldn’t handle the pressure, are looking for new experiences, or maybe just didn’t fit into the company’s long-term vision. Or perhaps they didn’t contribute as much as some make it seem from the outside. Things are often portrayed differently than they actually are…we all know that from experience.
In the end, all of this was disclosed and discussed at the AGM. As long as there are clear and transparent goals, I think the remuneration is justified. If you want to cut costs, don’t start with the people who are actually driving the company forward.
Peace
For example, are you talking about the transparent 5-year plan that no one has seen?
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