Who owns
the machines?

Cheap labour is no defence.

AI progress will be exponential. AI will drive the value of most cognitive labour to zero. Robots will do the same to physical labour.

This is my thesis. My planning horizon is visible IT-services deflation by September 2028.

India’s advantage has been supplying human work at a lower price. That advantage disappears when a machine can do the work for less.

The threat to Indian IT is direct. As consumer AI becomes commoditised, frontier labs will move into enterprise. They will sell software built, customer problems resolved and business operations completed. They will compete for the same budgets that pay Indian service companies today.

Hiring cheaper people cannot defend a business against a competitor eliminating the need for those people.

And this extends far beyond IT. Robots bring the same pressure to physical work. India cannot bet its future on a permanent supply of cheaper labour.

In its Strategic Review 2025, Nasscom estimated FY2025 technology export revenue at roughly $224 billion. That income pays salaries, supports households and brings in the dollars that fund imports. Intelligence deflation attacks the income engine, not just the job title.

Export figure: Nasscom Strategic Review 2025.

Own production or depend on its owners.

Power will belong to those who build, own and control the machines.

That means robots, chips, energy, precision parts, factories and the supply chains behind them. It means knowing how to design, manufacture, repair and improve the systems the economy depends on.

A country that cannot build its essential machines gives other countries power over its production. They can decide what it gets, what it pays and whether the parts keep arriving.

Sovereignty is the power to keep producing when somebody else says no.

Labour has been the route from production to wages, and from wages to household purchasing power. When machines take over the work, wages stop being a sufficient claim on the output. Indians need ownership of productive assets and the income they generate.

Turn existing wealth, land, infrastructure demand and our consumer market into an industrial base. Build engineers, manufacturers, founders and owners. Waiting for cheap labour to create the capital that will automate it leaves the machines in somebody else’s hands.

Ownership must mean enforceable economic rights over productive assets. Dividing an asset into smaller claims does not improve the asset, its cash flow or its operating economics.

Build the industrial stack.

India will not remain sovereign unless we radically pivot into building robots, hardware and improving manufacturing across the whole country. We need to scale our manufacturing capability 100× and catch up with China.

Use AI to design the machines. Build the factories that produce them. Develop the suppliers that keep them running. Make the journey from prototype to mass production possible across India.

A robot is a system of capabilities: sensors, actuators, motors, reducers, batteries, controllers, electronics, software, manufacturing and maintenance. Final assembly is only one part of the stack.

An Indian badge on a machine is not control of the machine. Control means knowing which critical parts we can design, manufacture, repair, replace and improve. Buy inputs where they advance that capability. Build alternatives wherever a supplier can hold production hostage.

Start with a builder.

Choose a concrete hardware milestone. Bring the engineering, customers, capital and operating competence that move it. Build capability through work that reaches the factory.

Build what the AI economy runs on.

AI runs on physical infrastructure. Compute needs power, cooling, land, fibre and reliable operations. A robotics economy also needs factories, logistics, tooling and supply chains.

My capital priorities are productive assets: energy, data centres, logistics and manufacturing capacity. Capital must build the physical systems this economy runs on. Underwrite each asset by demand, cash flow, price and operating economics.

Property tied to technology wages or conventional office demand must be assessed against the same AI thesis. Putting an asset on a digital ledger does not improve its tenants, its cash flow or its price.

Use well-underwritten capital to recapitalise useful assets in distress. Earn value from the asset and its operation. A story about inevitable recovery does not pay the bills.

Turn capital into capacity.

Through Anagya Capital, my task is to turn productive assets into enforceable investment claims, build the competence to execute and administer them, and direct capital toward Indian hardware.

Productive assets → credible investment claims → capital and execution capacity → Indian hardware.

Build an accountable sponsor, real assets and businesses, clear rights, sound underwriting, reliable records and a way to resolve failure. The substance must work without fashionable technology.

Own asset selection, investor rights, reporting and capital allocation. Connecting everyone else is not enough. Build an institution that takes responsibility for the result.

Give useful manufacturers useful capital.

A component maker with real demand needs capital for tooling, inventory and production. Venture equity demands outcomes many useful businesses are not designed to deliver. Fixed repayments drain cash before uncertain or lumpy orders turn into collections.

Match financing to the business. Compare revenue participation, project or product-line vehicles, receivables finance and other instruments against a specific company and a specific use of funds. Preserve the founder’s ability to build while giving investors enforceable economic rights.

Revenue participation ties capital to a defined activity and an agreed share of its economics. The mechanism lives or dies in the details:

• Define which revenue belongs to the arrangement and verify collections.
• Leave enough cash for operations, reinvestment and growth.
• Control related-party fees and leakage.
• Establish rights when the business fails or the founder breaches the agreement.
• Set the return cap, term and buyout mechanism, with the effects on investor upside explicit.
• Establish the legal and regulatory treatment of the actual instrument.

No instrument abolishes dilution, repayment obligations, investor risk and limits on upside at once. Make the trade-offs explicit. Finance a defined need. Prove the collections and operating result.

Rights first. Tokens second.

Use digital ownership rails where they improve records, administration and permitted transfers. The ledger represents rights. Those rights must exist in contracts, securities or other lawful instruments that work when the software stops.

Property needs an official title system. A factory needs verifiable sales and controls against diverted revenue. An on-chain record supplies neither by itself. Banking records, collection controls, independent checks and enforceable obligations form the bridge.

A tradeable token does not guarantee a buyer. A transfer permission is not a liquid market. Fractionalisation does not make a bad asset good, and a global distribution mechanism does not remove investor eligibility rules.

Build a programme that works without the token layer. Establish the asset, operating economics and legal rights. Then use a digital representation only where it earns its cost and complexity.

Dollar investors need dollar economics.

Bring global capital into Indian productive capacity. A dollar-denominated token or offshore wrapper leaves the currency risk of a rupee-earning business intact.

Underwrite the cash flow, currency exposure, hedging cost, entry valuation, enforceability, taxation and permitted money flows. Dollar-linked revenue changes exposure. Hedging reduces it at a cost. A lower entry price improves the economics without abolishing the risk.

Make the structure serve the asset. A vehicle is not an investment case. Start with a real company and identifiable investors. Scale the arrangement after its underlying economics and enforceability have been demonstrated.

Industrial ambition needs institutions that execute.

Patient capital, procurement, infrastructure, technical education and private execution must reinforce each other. Build strategic capacity through a state-private effort. Isolated startups cannot carry a national industrial transition alone.

Define the asset. Complete diligence. Assign accountable operators. Document the rights. Establish the route through the relevant institutions. State-level ambition does not replace national authority over the rules that govern the project.

The first proof is execution: clean records, honest reporting, working assets and resolved exceptions. Build an institution that repeats the work without depending on one person’s memory or relationships.

Indian companies need customers.

Financing supply is only half the job. Companies need customers, clear product explanations and trust. Send more growth value to customers, creators and local businesses instead of treating attention as an end in itself.

Serve existing demand and create new demand. Matching an interested buyer to a supplier is one job. Reaching someone who has never considered the product is another. An intent exchange must not be mistaken for the whole acquisition system.

Test referral rewards, useful content, creator relationships, owned channels and in-person communities against customer experience and acquisition economics. Pay for results that produce a better business.

The ambition goes beyond Vishwakarma tees. Build effective ways for Indian companies to reach customers and retain value. Start with one product, one audience, one route to a customer and a measured acquisition cost.

Measure the economic claim properly. Gross advertising revenue is not equivalent to money remitted abroad. A replacement for platform advertising must prove that it delivers customers at workable economics.

Make building sacred again.

Industrial capacity needs people who want to build. Give engineering status. Put people in front of machines. Let them meet the team, touch the hardware and see the work it takes to make a part.

Vishwakarma is the god of engineering and craft. To honour him today is to build the machines that give India control over its future.

The tee began as something I wanted to wear myself: a statement to start a conversation with a stranger. The design language is engineering drawings, components, sacred geometry and blunt words. It must carry the thesis, rather than merely look good.

Build or kneel.

Take people into factories. Bring music and actual hardware into one room through Hardware Mela. Make people who did not come for robotics encounter the machines and the builders. Turn attention into participation in the work.

Prove it in the factory.

Start with a builder and a concrete milestone. Bring the capital, engineering, customers and relationships that move it. Build the next stage from what works.

Judge execution by results.

Financing that extracts too much cash from growth must be redesigned. An event without useful follow-through has failed its purpose. Strategic importance does not replace viable commercial economics. Fix the mechanism. Measure the result. Keep building.

The mission must produce working hardware companies, engineering knowledge and productive capacity. Delay extends dependence on somebody else’s machines. Judge the programme by what India can design, make, repair, own and keep producing.

Bring something real.

If you are building hardware, bring the product, the problem and the next milestone. If you are an engineer, bring a skill and a willingness to work on a concrete task. If you are a customer, tell us what you need a machine to do.

If you work in capital, policy, manufacturing or infrastructure, help make a sound project executable. If you make culture, help people encounter the machines and the builders behind them.

My own commitment is to acquire and allocate capital, and to persuade more people to direct their capital, talent, engineering, focus and attention toward Indian hardware. This is an organising principle for my life.

Help the first builder. Earn the next milestone. Build the capacity to do it again.

Sources and project status.

This public essay brings together my September 2026 Ownership Imperative paper and the later Vishwakarma, event and distribution ideas. It presents a thesis, current directions and proposals. It does not announce executed deals or imply that all of the work is already operating.

Primary public reference for the historical export figure: Nasscom, Technology Sector in India: Strategic Review 2025. Financing routes require current, deal-specific analysis. This essay is not an investment offering or legal advice. Updated September 2026.

Current hardware work

Start with working businesses.

The Open Robot Company is a concrete relationship in this mission. Its current focus is robot training-data capture through cameras, synchronised recording and software workflows. That is different from claiming that a finished Indian humanoid is already available.

Sensing can be a starting point. Motion, tactile systems, components and complete robots are larger ambitions. Each step needs its own technical and commercial proof. Strategic value and investor returns also need separate evaluation: a company can matter to India without automatically being an attractive investment at any price.

Learn about the company at theopenrobot.com. This site announces no investment or robot delivery obligation.

Project and transaction status

This is research and structuring work. A fund, issuance or investment product has not been launched through this website. The right structure depends on the asset, investor, operating company and current law.

The original Ownership Imperative paper examines West Bengal as a possible starting point for a bounded productive-asset pilot. That is a proposal, not a claim of government approval or regulatory access.

These are early concepts and design work. The robot reservation idea attached to the first tee still needs a maker's agreement and clear rights, allocation, delivery and refund terms before it can become a public offer. No preorder is open on this site.

Domestic and global routes are still being compared. This site does not settle the legality of an instrument or propose a way around securities, lending, property, tax or foreign-exchange rules.

GIFT City, domestic structures and offshore arrangements are research directions. The vehicle must follow the economic and legal case, rather than becoming the case itself.

Related builder: The Open Robot Company. Current work and project stages: the work. Updates and contact: @Eaccvishwakarma.