The Customer Curation Playbook: How Vayu Robotics Selects and Works with Early Adopters

The Customer Curation Playbook: How Vayu Robotics Selects and Works with Early Adopters

Tripling your customer funnel sounds impressive. But in a recent episode of Category Visionaries, Anand Gopalan from Vayu Robotics reveals a counterintuitive truth: their growth came not from pursuing every possible customer, but from carefully selecting who not to work with.

The Art of Customer Curation

“We are essentially in that first push into the market where you’re not trying to basically get every single customer,” Anand explains. “You’re trying to actually carefully curate your first group of customers who can truly make you successful and also make your product the best product that it can be.”

This selective approach starts with identifying the right decision-makers. “It’s really the challenge is not finding the company, but it’s finding the right person within the company to go talk to and digging through your electronic Rolodex and then finding that connection to that person,” Anand shares.

Building the Customer Pipeline

Their customer acquisition strategy divides potential clients into three distinct categories. As Anand outlines, “There’s customers who have robots already, who want their robots to see the world better or move through the world better.” The second category includes “customers who are looking for either sensing technology or looking for both sensing and drive technology.” The third group consists of “customers who have an automation need” but might not have existing robotics infrastructure.

Structured Feedback Loops

The real magic happens after customer acquisition. “There’s a tight feedback loop with these first group of customers who are constantly basically calling you and giving you feedback and saying, this doesn’t work, or this could better, and you’re refining the product as you’re also working with these customers to make their end system successful,” Anand reveals.

From Customer to Partner

Sometimes these relationships evolve in unexpected ways. Anand’s co-founder Mahesh was actually a customer at his previous company. “Mahesh and I have known each other for many years. He was actually my customer,” Anand shares. This history of customer relationships turning into deeper partnerships shapes how they view early customer interactions.

The Deep Tech Difference

Their approach to customer relationships reflects the unique challenges of deep tech sales. “Ultimately, robotics is very much hard tech sell,” Anand notes. “So you’re selling, it’s engineers selling to engineers.” This technical foundation means conversations go beyond typical vendor-client dynamics into collaborative problem-solving.

Measuring Success

While their selective approach might seem limiting, the results suggest otherwise. Their customer funnel has tripled in size over the past year, with improving conversion rates from initial interest to design wins. More importantly, the quality of these relationships has enabled them to refine their product based on real-world implementation.

For founders building deep tech products, Vayu Robotics’ approach offers valuable lessons. Success isn’t just about growing your customer base – it’s about finding the right customers who can help shape your product and become long-term partners in your journey.

The key is to think beyond traditional customer acquisition metrics. Instead of maximizing leads, focus on maximizing learning. Instead of closing deals, focus on opening dialogues. And most importantly, don’t be afraid to be selective. The right early customers can become more than just revenue sources – they can become crucial partners in building your product and company.