Debasis Goswami, Head

Que: India’s startup ecosystem has changed significantly over the past decade. What are the biggest changes you have seen in the way deep-tech and energy startups are built, funded and scaled compared with when Shell E4 was launched nine years ago?

Ans: The most significant change is that India’s energy-startup ecosystem has moved from primarily celebrating ideas to real on-ground impact of deployment and scale. When Shell E4 was launched in 2017, one of the gaps in the ecosystem was the limited availability of energy-specific expertise, infrastructure and industry integration for startups operating in capital-intensive sectors. Since then, Shell E4 has worked with more than 40 startups, helping connect entrepreneurs with technical capabilities, business expertise, infrastructure, investors and potential customers. Today, founders are building at the intersection of deep engineering, digital technologies and energy systems. We are seeing energy solutions increasingly incorporate AI, advanced analytics, automation, new materials and industrial digitalisation. India is particularly well positioned for this convergence because it combines engineering and digital talent with a large and diverse base of real-world industrial and energy challenges. Funding expectations have also evolved. Investors and industry partners are looking beyond a compelling technology demonstration. They increasingly want to see validated products, customer traction, technology differentiation, regulatory awareness and a credible pathway to commercial scale. Shell E4’s own evolved approach reflects this emphasis on growth-stage solutions, due diligence and deployment readiness. The next chapter for India’s deep-tech ecosystem will therefore be defined not simply by how many technologies are developed, but by how many can cross the “commercialisation gap” and deliver measurable outcomes in live operating environments. That is where collaboration between startups, industry, research institutions, investors and government can create the greatest impact. Shell E4 Smart Energy Track is *inviting applications from global startups as well. Interested startups in India and globally can apply at – E4 | About us

Que: For energy and deep-tech startups, moving from proof of concept to commercial deployment can be difficult. What are the main barriers founders face in taking technologies from pilots to scale?

Ans: For an energy or deep-tech startup, a successful proof of concept is an important milestone, but it is not yet proof of a scalable business. The real test is whether the solution can operate safely, reliably and economically in a live industrial environment. Founders must demonstrate repeatable performance, integrate with existing systems, comply with technical and regulatory requirements, and build the capability to support customers over the life of the technology. The second challenge is what we might call the “pilot-to-procurement gap”. A pilot can establish technical feasibility, but commercial adoption requires a clear business case. Customers need to understand not only whether the technology works, but also whether it improves reliability, lowers costs, enhances safety, reduces emissions or creates another measurable operational benefit. Capital is another important consideration. Deep-tech ventures often require longer development, testing and certification cycles than conventional digital startups. This is why access to laboratories, subject-matter experts, operating environments, customers and patient capital can be as important as conventional mentoring. Shell E4 is structured around these needs. The programme provides startups with access to technical and commercial mentoring, Shell’s technology and IT laboratory infrastructure, industry problem statements, potential customer connections and investor engagement. It is designed to help startups improve product-market fit and build enterprise-ready solutions rather than treating acceleration as a short-term classroom intervention. Ultimately, the challenge is not a shortage of innovation. It is creating a stronger pathway through which innovation can be validated, adopted and scaled. That requires industry, startups, academia, investors and ecosystem partners to share both the opportunity and the work involved.

Que: Shell E4 has supported startups across industrial AI, robotics, clean mobility, green hydrogen and energy efficiency. Which areas are currently seeing the most promising innovation from Indian founders, and why?

Ans: We are seeing promising innovation across two connected fronts: technologies that can help transform energy supply, and digital solutions that can make existing energy and industrial systems more efficient, reliable and intelligent. On the digital side, industrial AI, predictive maintenance, intelligent asset management, digital twins, machine vision and energy-demand optimisation are gaining relevance. These solutions can potentially improve productivity, identify equipment issues earlier, reduce unplanned downtime and help organisations make better operational decisions. In parallel, innovators are addressing new energy pathways through advanced biofuels, hydrogen-related technologies, renewable natural gas, energy storage, new materials and carbon-management solutions. We are also seeing innovation in distributed energy, smart-meter management, renewable-energy trading and climate-data analytics. Shell E4’s existing portfolio illustrates this breadth, with ventures working on solid oxide energy conversion, green hydrogen, long-duration storage, peer-to-peer renewable-energy trading, printable photovoltaics, power-sector weather analytics and industrial biochar. What makes India particularly interesting is the combination of technical talent and market relevance. Founders can develop solutions against real challenges across manufacturing, mobility, power, agriculture, infrastructure and urban energy systems. This can enable them to build products that are not only relevant for India, but potentially applicable to other complex and cost-conscious markets. The energy transition journey will require multiple solutions, and their relevance will vary by sector, geography, infrastructure and customer need. Our focus is therefore on technologies that solve a clearly defined problem, demonstrate a credible advantage, and have a realistic pathway from validation to deployment.

Que: As Shell E4 enters its next phase, how has the programme’s approach to selecting startups evolved? What do you increasingly look for in a startup’s technology, founding team and business model?

Ans: Our selection approach has become more theme specific and problem statement based, focused on pilot and deployments. An innovative idea remains important, but it is no longer sufficient on its own. We look at whether the technology addresses an energy or industrial specific value proposition, whether it is differentiated, and whether there is credible evidence that it is proven beyond lab scale. We assess startups across three broad dimensions. • First is technology readiness. We look for a validated proof of concept or solution, a defensible technical advantage, and a clear understanding of what further testing or development is required. Shell’s application guidance identifies post-laboratory proof-of-concept ventures, typically at technology readiness levels 4 to 9, as relevant to the programme. • Second is the founding team. Deep-tech scaling requires resilience, technical depth and commercial discipline. We look for teams that understand both their technology and the customer problem, are open to external expertise, and can build the systems and partnerships required for growth. • Third is commercial scalability. A startup must be able to articulate who will buy the solution, why they will adopt it, what value it creates and how the business can scale sustainably. The Smart Energy Track is intended for early- to mid-stage startups with validated solutions, customer traction and the capability to scale operations and manage deployments. The overall question is straightforward: can this startup move from being an interesting technology company to becoming a credible industrial solution provider? Shell E4 then seeks to add value by connecting selected startups with technical expertise, infrastructure, business guidance, potential customers, investors and co-creation opportunities.

Que: What can you tell us about the latest Shell E4 cohort, and what technologies and market problems are these startups addressing? What opportunities will they have to validate their technologies and move towards commercial deployment?

Ans: The latest development is that applications are now open for the Shell E4 Smart Energy Track, with the application window running until September 30, 2026. The track is being powered by programme partner NASSCOM CoE IoT & AI and Investment Partner Shell Ventures. The focus is on identifying startups that can contribute meaningful solutions to the evolving energy ecosystem and are ready to move from technical promise towards market readiness. Rather than selecting technologies in isolation, we are looking for ventures where there is a strong connection between the solution, a significant market or industrial problem, and a credible path to deployment. The programme is designed to support startups across the full commercialisation journey. This includes assessing enterprise, market and investor readiness; accelerating product development through relevant problem statements and infrastructure; refining business and go-to-market strategies; and building connections with technical experts, potential customers and investors. Selected startups can benefit from technical and commercial mentoring, access to Shell’s technology and IT laboratories at the Shell Technology Centre Bengaluru for relevant product development and testing, and potential co-creation opportunities with Shell businesses and partners. They may also engage with investors and decision-makers through the programme and E4 Demo Day. Any pilot, investment or deployment opportunity would remain subject to technical fit, programme requirements, evaluation and the relevant approvals. The strategic objective is not simply to graduate another cohort. It is to build a stronger pipeline of startups capable of translating innovation into solutions that can be tested, adopted and scaled. For us, success is when a startup leaves the programme with greater technical credibility, a sharper commercial proposition and a clearer pathway to real-world impact.