Issue link: https://iconnect007.uberflip.com/i/1541670
36 SMT007 MAGAZINE I DECEMBER 2025 "Our current way of searching for parts felt back then, and even more so now, like looking through the Yellow Pages," Tambe says. "Kipo is the mar- riage of a longstanding, universal problem and a new, enabling technology that finally renders it solv- able." The inspiration for Kipo came from Arjun's back- ground in robotics, where he was first drawn to electronics. "I thought there was something magical about seeing phys- ical things move by themselves," he says. Designing hardware and writing the software that pow- ered it gave him a firsthand understanding of how critical, and often painful, component sourcing could be. That insight only deepened as he moved through different workplaces and heard engineers repeat the same frustrations. He saw an opportunity to develop a smarter, technology-driven way to source parts that could scale with the growing demands of modern manufacturing. Like any startup, Kipo's journey has been marked by technical and business challenges. Some were deeply complex engineering problems, which the team solved through collaboration. "With the right group of engineers in a room, you'd be surprised by what kinds of feats become possible," Tambe says. Hiring was another hurdle. They needed to attract the right talent to match the company's high techni- cal bar. It was a relentless interview process of cast- ing a wide net until the right people joined. "I think what sets us apart is that each new hire doesn't just add skills; they make the team greater than the sum of its parts," Tambe says. Resourcefulness has also been a defining trait. For example, Kipo has used creative, cost-effec- tive ways to gather data for training its AI mod- els, stretching limited resources while maintaining speed. The company's culture mirrors its product phi- losophy: quality, trust, and focus. They are deliber- ate about keeping standards high and expect every team member to deliver at an exceptional level. At the same time, transparency is built into its leader- ship style. "I put a lot of trust in my teammates and expect each person to deliver at a high level," Tambe says. "We cultivate participation, debate, and even dis- agreement, because that helps a team reach its best decisions." The result, he adds, is a culture that pushes employees to grow into the best versions of themselves while keeping the company aligned on its vision. Tambe has absorbed everything from running customer demos to avoiding falling behind on a roadmap after hitting obstacles from his teammates. "I've learned a ton," he says. "Every person we bring on makes me better, and that's part of what makes Kipo exciting." Even as a young company, Kipo has benefit- ted from the collective wisdom of mentors, team- mates, and industry peers. Retired Army General H.R. McMaster has coached Tambe on communicat- ing Kipo's broader importance to the world, beyond building cool tools. Meanwhile, polymath technolo- gist Dr. Vinay Prabhu has influenced Kipo's technical leadership approach, instilling resourcefulness and encouraging the search for opportunities in unex- pected places. The Kipo Vision While Kipo has an immediate mission to create a modern, intuitive platform for engineers, it also has a much bigger vision. "What we've heard from the industry suggests that while component sourcing has always been challenging, it's certainly not getting easier," Tambe says. "Companies are expected to ship increasingly sophisticated products, faster, and against a back- drop of new compliance requirements, cost pres- sures, and supply chain uncertainty." Kipo aims to become an enabling force for man- ufacturers to meet those demands, freeing compa- nies to focus on building the engineering marvels the future requires. Startups often pride themselves on agility, but Kipo sees its differentiator as curiosity and respon- siveness. The team is deeply engaged with custom- ers, not only iterating on feedback quickly but also A rj u n Ta m b e