About Everything Deep Tech

A sector page is a claim. A vertical is a commitment.

Most studios add deep tech as a page. The work still goes to whoever is free, the process is the process, and the brief passes through an account manager who did not follow the technical middle of the call. What comes back is competent and describes your category correctly. It does not describe your company.

We ran that experiment for years across categories, and deep tech kept failing in the same place. Not at craft. At the handover between what a founder explained and what got written down. Every hop lost the differentiator, because the differentiator was the part that needed a spec sheet to understand.

Fixing that is not a page. It changes who you hire, what stages the process has, and what you are allowed to say. So it became its own vertical, with its own team, its own review stage and its own proof.

The capital arrived. The explanation did not.

India now has more than 4,200 deep tech startups, with over 550 added in a single year. Cumulative private capital into the sector reached roughly $11.4 billion between 2015 and 2026, and 2025 was the record year at about $2.96 billion across 189 deals. That record was set while the wider Indian startup market was in a funding slowdown, which is the part worth noticing. The government's RDI scheme adds a further one trillion rupees aimed at exactly these categories. Figures as of August 2026.

Money is not the constraint it was. The constraint is that a semiconductor retimer, a molten salt reactor and a soil carbon measurement workflow all have to be explained to someone who controls a budget and did not do a PhD in it. Founders with deep technical backgrounds are, reliably, the worst-placed people to do that translation, because everything obvious to them is the thing the buyer needed explained.

That gap has a name in the literature, the commercialisation gap, and it is usually discussed as a funding or manufacturing problem. A large part of it is a communication problem, and communication problems are cheap to fix relative to reactors.

What we can do that a generalist cannot.

Four things, and they are all structural rather than stylistic. A studio cannot buy any of them with a better portfolio.

• Engineers by degree, in the roles that decide the work. 10 of 19 people, across strategy, 3D, delivery and the build. The person reading your spec sheet has built to one. That removes the glossary call and it shortens technical review, because fewer things are wrong by the time your team sees them.
• One category, 15 of them, argued separately. We maintain a distinct positioning argument for each deep tech category we work in rather than one deck with the noun swapped. A semiconductor design win and a robotics integration cost are not the same sale and should not share a narrative.
• Strategy and production in the same room. Strategists settle the audience and the technical claim before the motion or web team picks a format. When a question comes up in production it is resolved against the original briefing, not through a chain of external handoffs.
• Technical review as a stage, not a courtesy. Your engineers mark up the work before anything is rendered or built. A wrong claim caught in the script costs a sentence. The same claim caught after a 3D sequence is modelled, lit and graded costs the sequence.

Fixed scope, fixed timeline, one price.

Nine to sixteen weeks from kickoff to a finished system, quoted after a thirty minute call and not moved afterwards. Most of the risk sits in the first fortnight, where the category, the buyer, the claim and the evidence get settled and changes are cheap. Almost none of it sits in production, where they are not.

That shape is only possible because the discovery does not have to be repeated. A studio that needs three calls to understand what the machine does cannot quote a fixed price on it honestly.

21 companies, 13 funds.

Defence, nuclear, semiconductors, robotics, climate measurement, healthcare AI, quantum and advanced manufacturing. Some of that work is public and linked; some is under NDA and is not listed. We are brought in by founders and, often, by the funds who backed them before the founder has called us.

See the customers →   Meet the team →

What we will not claim.

• We do not take credit for your round. A company we work with raises, and the engineering is why. Design removes the friction between the two. It does not replace the first part.
• We are not a performance agency. If the problem is that nobody has heard of you, a brand system is not the first purchase. If people find you, read the page and still cannot tell what you do, that is what this is for.
• We will say where the experience stops. Some categories we have named clients in. Others we do not, and we say nothing that implies otherwise.
• We do not pad a film or a page to look substantial. Overclaiming is not a marketing risk in this category, it is a sales risk. The engineer who catches one wrong number stops believing the other twelve.

Everything Design, since 2020.

Everything Deep Tech is the deep tech vertical of Everything Design, a Bengaluru studio working across brand, web, 3D and film. The vertical shares the studio's craft and standards and keeps its own team, its own review process and its own hiring bar. Film and 3D are produced in house.