Tanuj Mohan On Raising Over $100 Million To Build An Intelligent Buildings Systems Platform Later Acquired By Siemens

Tanuj Mohan is no stranger to the world of entrepreneurship. From growing up in India to becoming a successful, repeated founder, his journey is a testament to innovation, perseverance, and a deep understanding of technology.

Tanuj’s latest company is AirEye, which has attracted funding from top-tier investors like Canaan, USVP, toDay Ventures, and Steve Krausz.

In this episode, you will learn:

• Tanuj’s career began in engineering. Driven by curiosity and big-picture thinking, he moved away from corporate roles into entrepreneurship.
• His first venture in network management set the foundation for acquisitions by industry giants like Cisco and Siemens.
• Enlighted, Tanuj’s smart building solutions, addressed energy inefficiency by integrating sensors into light fixtures, enabling local optimization.
• Enlighted’s pivot to retrofit solutions and data-driven SaaS applications helped overcome market barriers in the construction industry.
• Fundraising was challenging due to a lack of credibility in the energy sector, but Tanuj eventually raised over $100M by aligning with investors who believed in his vision.
• Siemens’ acquisition of Enlighted brought global scale to smart building technology, reinforcing the long-term viability of the system.
• Tanuj’s current role at AirEye continues his mission of solving critical problems, which, this time, focuses on securing Wi-Fi-enabled devices from remote hackers.

 

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About Tanuj Mohan:

Tanuj Mohan is an experienced entrepreneur and technology executive known for his visionary leadership and innovative thinking. He is currently serving as CEO of AirEye.

Most recently, while at Amazon, he successfully unveiled Amazon Sidewalk, the world’s largest IoT network, which now extends its coverage to over 90% of the US population.

Before this, he served as the CTO and Founder of Enlighted Inc., a pioneering company in the digital transformation of buildings, which Siemens acquired.

Tanuj has also played integral roles at Cisco and Novell, where he contributed to the development of network, security, and data products. His impressive track record includes holding more than 50 granted US patents.

Connect with Tanuj Mohan:

• LinkedIn
• MarketScreener
• Crunchbase
• RocketReach

Read the Full Transcription of the Interview:

Alejandro Cremades: All right. Hello, everyone, and welcome to the Deal Makers Show. So today we have a repeated founder, you know a founder that has been very successful, you know successfully exited founder. So he’s one of those tier zero founders and that are out there. And they we’re going to be talking about all of the good stuff. We’re going to be talking about how to think about fundraising, how he actually went about getting his last company acquired, what he’s doing now because he’s building a rocket ship.

Alejandro Cremades: sort of thing about go-to- marketet How-to How do you think about building your board? you know i’m Making the board they really be an effective tool you know when you’re really pushing strategy and implementing then on the execution side of things. But again, building, scaling, financing, exiting, all of that good stuff. So without without further ado, let’s welcome our guest today, Tanush Mohan. Welcome to the show.

Tanuj Mohan: Hey, thank you, Alejandro. Very nice to be here.

Alejandro Cremades: So originally born in India, so give us a walk through memory lane. How was life growing up over there?

Tanuj Mohan: You know, it was fun and very diverse. My dad was a doctor, is a doctor, and my mother is English. So I grew up in a very diverse environment in India. of Ended up going to IIT Delhi, not a computer science degree. And I loved roaming the world. At that time, the only way to roam the world was to come to the US. So I did end up coming to the US s after that.

Alejandro Cremades: So then, let’s talk about the let’s talk about you getting into the workforce too. Because i mean obviously, see you know you got you got going you know early on. i mean And even before that, you know you started but the computer science, the engineering. Why engineering out of all things?

Tanuj Mohan: Honest answer, so growing up, there were two paths forward, a middle class India, you become a doctor or you become an engineer. and My dad was a doctor and I actually saw him work late nights, get hauled back from vacations to treat patients. And I said, man, I’m not sure I want that kind of life. So I decided to become an engineer and I was actually really good at it. I took everything apart. I was very curious as a kid and it it was natural for me.

Alejandro Cremades: so then So then in that case for you, tell us about getting into the workforce because you got started with Hughes and then you know that kind of like graduated. but then But what was that like for you, you know getting into the corporate world?

Tanuj Mohan: You know, when I when i reflect now with with my career, it was a good learning experience, but I always felt like a little bit of a misfit because I always saw things at the system level. And when you start your career, you are given little tasks without looking at the big picture. And I always realized I was a big picture person and wanted to ask the questions of why you were doing what you were doing.

Tanuj Mohan: ah you just Thinking about it, somebody explained this really well. you were There was a problem and somebody was optimizing the traffic signals for for a future where self-driving cars would be there. They could communicate with the traffic signals.

Tanuj Mohan: And you know people would be waiting to cross the road. And they and they were saying, OK, the cars will notify the signals you know whether to be green and let all the cars through in one direction. If somebody shows up, we should stop it. They were doing a whole bunch of optimization of how communication between the traffic signals and the cars would work.

Tanuj Mohan: And then when you step back and looked at it and you said, well, if they were all self-driving cars, you don’t need traffic signals. They already know how to identify human beings, pets. They already know where each other is. So you know the traffic signals would be eliminated. And growing up, that’s what I actually felt in the corporate world, that when you as an engineer were given a little task and not allowed to understand the context of the task,

Tanuj Mohan: you know It was a little frustrating for me, though I learned a lot you know in the companies that I was, great companies, very well managed, and gave me a lot of exposure. Luckily, I started in networking at the time when Apple Talk, XNS, Frame Relay, they were all protocols and IP wasn’t the dominant protocol. So it was a great experience for me to learn how people thought and how they came up with their own protocols. Apple talked from one extreme ease of use, and then IPX performance, and then IP was somewhere in between between ease of use and performance. So you know it was very insightful to see you know what people took as the main tenant for what they were solving for and how they came to the solution. And if you just changed what you were solving for, you would come up with a completely different answer.

Alejandro Cremades: so then So then in your case, you know what would you say were the immediate steps that needed to happen for you to eventually become an entrepreneur?

Tanuj Mohan: I was fortunate. Nowell was starting in India in Bangalore and that was my second job and three folks from the US came to start the company. We started Nowell, so it was like a little bit of a startup. We took over a ah product for Nowell and started to build the next generation version around fault tolerance, building high availability systems.

Tanuj Mohan: What happened after that was the the three founders after the two-year duration came back to the US and started a company. and The company was called iManage. It was in the network management space. And they asked if I would like to join. So I left India to join them in in in in my first startup. and I was like the first engineer, but it was the first startup I was part of. And we built a network management system for A company called Yago, which was yet another gigabit operation at that time, that was very successful, ended up getting bought by CableTron and then became reversed on later on.

Tanuj Mohan: During that journey, our network management platform was very generic. It was built in a very generic fashion, and a company called Pipelinks at that time came to us and said, hey, could we do the network management for their, this was an optical switch, for for their switch. And we decided to do it. Yago was getting bought by CableTron.

Tanuj Mohan: the pipe links were getting bought by Siemens and we were the network management team for both companies. We kind of had to pay. And at that time, you know Cisco was a, and still is a big, much bigger brand. So we decided to go with pipe links and then found our way into Cisco. So at Cisco, you know continued building the same network management system. At the end, it became the de facto network management system for all of Cisco’s.

Tanuj Mohan: optical line of business units. So it was built in such a generic fashion and was so scalable that it actually became really popular and was actually one of the only things that continued for years after the acquisition. The the actual product kind of disappeared into another acquisition that Cisco did afterwards called Saran. But the network management system we built survived for decades after our acquisition.

Alejandro Cremades: So let’s talk about Enlighted. So how did the whole concept of Enlighted come to mind? Because at this point, you know you were you were for many years in the corporate world. And I’m sure that going from the paycheck 9 to 5 to all of a sudden, you know you got to build your own destiny. I’m sure that was quite a you know nerve wracking.

Tanuj Mohan: It was. And look, working in Cisco, I was optimizing one packet per second, of you know optimizing code so that the router throughputs could go up you know by one packet per second. And I was sitting on a floor where the entire floor was lit up.

Tanuj Mohan: One person would come in, work late, go to the restroom, have a coffee, and the whole floor would be lit for hours after that. And I just looked at the sheer wastage. The whole building is being lit up. The HVAC for the entire building is working. And maybe there are five people in the building.

Tanuj Mohan: where there could have been 1,500 people. So that’s when I was like, wow, what am I doing here? you know I’m optimizing something whereas the environment around me is so wasteful. and And that’s where the idea struck me as to why is that the case?

Tanuj Mohan: And I realized there that the the sensing was very broad. They had one sensor for the entire floor. And the way they could affect change was also very broad. They could affect change at the you know and half a floor level. so So I was thinking about it. And I said, you know what would the right answer be? The right answer was, well,

Tanuj Mohan: you know versus a bolt-on technology, it should be a built-in technology. Every light fixture should be able to sense its own environment, make its own local optimized decision. And that’s the leap we made from the way all the other companies were operating because lights were one thing, sensing was one thing, actuation was another thing, software was running somewhere else. And we brought all of that together and said, well,

Tanuj Mohan: you know, if the thing itself could sense what it needs to do and could operate with the brain, nothing could be more effective. And that’s when I you know decided to to to move out of the corporate world and start this company. Now, you said I was in the corporate world. That was true. But because of acquisitions, I still felt I was in a startup working on the same thing with the same team, moving a lot quicker than the bigger corporation. So it never really felt. Maybe Siemens felt a lot more corporate. But when ah during my early career, it didn’t feel that corporate. at Amazon, obviously.

Tanuj Mohan: and know has a very, very strong culture and you you know but get to know it and get to work with it. So that that those were different.

Alejandro Cremades: Because for Enlighted, why ended up being the business model there? How were you guys making money?

Tanuj Mohan: you know It was one of the toughest businesses to pick, honestly, because construction is where we were selling. And the first thing that happened was new construction when we started the company had stopped. It was the previous crash. So we had to say, wow, you know we can’t get into a new building. Getting into a new building had ah another set of challenges because what we would say is the the construction mafia still exists.

Tanuj Mohan: and the way the channel is set up, it is not set up to take in a new startup. So we had no way get to get into deal in new contraction then the the downturn happened. And the only thing that were happening were were fixture replacements. Luckily for us, LEDs were happening. And at that time, we said, well, the best way for us to do it is to integrate our sensors with the LEDs and do it as a package. So so we we created a retrofit kit that could replace the floras existing fluorescence with LEDs. And the savings we realized would pay for the system.

Tanuj Mohan: So that’s the unique insight we had with with how we constructed our product so that we could get into the market, and not having to dis disrupt the entire chain, but just come in over the top, sell directly to the end customers, sell the proposition. And we were lucky that companies like Google, et cetera, could look at the solution and embrace it directly and then instruct the channel and the industry to embrace our solution.

Tanuj Mohan: now There was one Google and not most other companies, you know the CEO, wouldn’t know whether he had fluorescence or he had LEDs. They simply didn’t care about it. So we had to step back and say, how can we make this a real sale besides the the leading tech companies that are willing to lean in and, quote unquote, help a startup? And we realized the energy savings were were significant. 70%, 80% of the energy spent on lighting is what was being wasted. And we were able to recover that.

Tanuj Mohan: Given the significant savings, we then created a finance model where we actually made it a CFO sale. And this we went to AT&T and said, hey, we will simply replace all your fixtures with our technology. And you pay us over the next yeah three, five, seven years for for the system. As a fraction of the savings that you are getting. So in fact, you know it’s a no risk system and you you know you are actually making money off of it. Now the idea was this would allow us to scale the company

Tanuj Mohan: And the platform, the key thing about the platform was that it was gathering data. It was not just doing lighting control. It was gathering second by second data of what the movement in the in the building was. We had an additional radio that you know we put in so that we could scan for Bluetooth signals and we could do indoor location. So the idea that you know We were putting something in that was far more expensive than a regular sensor but had value in the future from the data that would create SaaS applications on top or something that we never lost sight of. and

Tanuj Mohan: We invented the global energy optimization program that normalized the energy rates in Hawaii versus Texas and allowed people to do their entire portfolio. And once their entire portfolio was done, we were able to launch sa applications on top of that because you know you are not doing it building by building.

Tanuj Mohan: the the buildings might be managed by local facilities but the corporation as a whole could benefit from this application. ah maybe that

Alejandro Cremades: And how do you guys ah go about raising money? Because all you know, you raised day over $100 million. That’s a lot of money. So how do you guys go about going through the emotions of the financing cycles, too?

Tanuj Mohan: So we we started with some seed money and There was an investor who told us something and it’s very critical. What he said is you can draw all investments in four quadrants. He says, know the people, know the industry. So if the investor knows the industry and knows the people, the most number of investments happen over there. The second number of investments happen when they know the people, they don’t know the industry.

Tanuj Mohan: The third number of investments happen is when they know the industry, they don’t know the people. And the fourth is they don’t know the industry and they don’t know the people. And they said, you are in that quadrant. You are doing something that you are creating a market. Nobody knows this market. And nobody knows you in this market. You are doing energy efficiency. You are known in networking. You are not known in energy efficiency and buildings. So you have no credibility from that perspective.

Tanuj Mohan: So you have to move into one of these quadrants before you can actually get invested. And I was thinking about it. So what we did is we got a seed investor to join our team, who was known to most of Silicon Valley. And he took us to another set of seeds that allowed us to get first down the funding, which happened to be from the, at that time, the partners of Silver Lake, a large PV fund.

Tanuj Mohan: oh So, that’s how we started and and that’s and and know something that most that what you know people fundraising should know when they’re talking to an investor and if they haven’t already decided to invest in the space, all they’re doing is educating the investor.

Tanuj Mohan: And they should be careful because if you are educating the investor, it is highly unlikely the investor will invest in you. Once the education is done, he might find somebody else. But now he’s there aware of the industry. They might invest in the next person. So be very clear when you are educating the investor, it is very unlikely that that investor will invest in you.

Tanuj Mohan: because they haven’t already made the decision to invest in the space. So that was something very critical that was put in a very simple terms to figure out which part of the quadrant you’re in.

Alejandro Cremades: And at what point does the whole idea of Siemens coming knocking and and an acquisition become something that it was a possibility?

Tanuj Mohan: So when I built this company, I didn’t fully appreciate that when you actually solve a customer’s problem, and that’s what you know I think, see, uml Amazon is really good at. They look at the customer’s problem and work backwards from there. Sometimes we work as a startup, hey, I don’t want hardware, I just want SaaS, market value’s that a lot.

Tanuj Mohan: And when we did our business, you know there was installation. you know There was the construction industry. There was the construction channel. There are regulations. There’s Title 24. And then there is a data business. There’s a SAC business at the other end. So there were very few companies that were willing and and capable to you know look at everything at that scale.

Tanuj Mohan: so We were lucky that Siemens saw this and said, okay, you know this is something that is very important to us, you know from the from know saving carbon all the way to using this data for other purposes, including HVAC optimization, from you know mustering in case there’s a fire alarm, from physical security, even in COVID times, you know the same system could have been used for you know contact tracing.

Tanuj Mohan: So, Siemens was one of the few companies that you know could could solve for a number of those applications you know because they had it in their portfolio.

Tanuj Mohan: So it was a great acquisition for us. They were in all countries. And they have a very distributed, strong channel. So it gave us a lot of exposure to the construction industry.

Tanuj Mohan: And and brand. Siemens is a big brand. you know Our system is going to go in for 20, 30 years. So when you make that decision to put us in a building, you are making the decision for 20, 30 years.

Tanuj Mohan: And it’s a tough decision to make with a smaller company. So that’s the other problem that got solved.

Alejandro Cremades: So after the after the acquisition happened, you know there’s something really interesting here that happened for you. And that is that you went to workforce events. And then after that, you go to Amazon. But what is mind-blowing to me is that you went back into the corporate world for another five years. And as the saying goes, once an entrepreneur, always an entrepreneur. What took you so long to get going again?

Tanuj Mohan: You know, sidewalk was a very unique opportunity. It was one of the few divisions in Amazon that had all of the functions. It had product management, it had business development, it had all the functions in a small team. Normally in large companies, those roles roll up to very senior levels. In Amazon, Cyborg would like a startup in Amazon, a well-funded startup with a big brand. so So the opportunity was very unique and

Tanuj Mohan: and the Amazon brand could accelerate this startup. like nothing else so I actually viewed it as the best thing you know you don’t have to go fundraising which is you know which is always one of the worst things while building a company and and and you can open doors you can call anybody you can call you know a chip manufacturer and say hey you would love them to work on the sidewalk chips and they would take your call seriously as a startup you know to get the the big chip

Tanuj Mohan: you know you you have to be four or five years in the in the journey with large volumes with amazon you could just promise a volumes are coming and they will take you very seriously and price it for those volumes which would make the business real so now when i looked at so many things i said well you know this is This is something you know that is very compelling. It’s like a startup without all the problems of a startup around you know fundraising, you know brand recognition, and longevity issues. Are you going to be around? So that’s the reason I actually joined Amazon to do Cyborg. And I actually passionately believe in the vision.

Tanuj Mohan: There are so many things that can’t be done because companies that you have a tap that’s leaking. Now, the person knows how to make taps. He cannot actually build a smart tap that easily because it requires a whole bunch of other skills. And with something like Sidewalk, you could put a Sidewalk chip in it. The tap could directly talk to the cloud. And now, as a user, I could just scan the tap and say, hey, if it’s leaking, let me know with the text.

Tanuj Mohan: I was talking about, you know you could have a tap that’s leaking. And if the manufacturer installed a sidewalk sensor in it, ah the the tap could become a smart tap, i.e. a user would simply scan the tap and say, here’s my phone number. If it leaks, let me know. It could sell through the regular channel. It could sell through your Home Depot, your Lowe’s. And you wouldn’t have to actually figure out whether you need a you know You need a gateway or anything. The tap would find some network, find its way back to the cloud, and and would just work. so so So sidewalk was that unique opportunity where IoT for things could be made real.

Tanuj Mohan: and and And that’s kind of the you know the reason I looked at this as a very unique startup that could have a huge impact. So we launched our ah Sidewalk in March of 2023, and ah the networks up and running folks can build on it.

Tanuj Mohan: when ah

Tanuj Mohan: you know When Arai came to me and at Amazon, ah Honestly, I was speaking to the you know the the investors and the founders there, and I looked at how broad they were approaching the company with every vertical. They believed there was a play with the with Amazon, with Ring doorbells and alex Alexa speakers to scan the air to make sure that nothing unknown was happening in the air. So what AirEye does is we are your first line of wireless defense.

Tanuj Mohan: Today, more than half the devices that are Wi-Fi enabled are not your laptop or not tablets or not phones. You have Wi-Fi radios and printers and coffee machines and TVs. And all of these devices can be accessed directly over the air. So if there is a camera next door to you and it has been hacked by a remote attacker, that camera is in your airspace. So if a remote attacker hacks into your TV directly over the air. You have no first line of defense. Your defense is you know ah is a firewall you know that comes in from the network side. But the TV, the coffee machine, the printer has nobody defending its wireless interface. And most of these devices have a very low bar for security. They were made for ease of use. They aren’t patched regularly, et cetera.

Tanuj Mohan: so Whenever I came to me, it dawned on me that and a lot of the OT work I had done in the past, with all these you know critical devices managing critical things, didn’t have a first line of defense on their wireless side.

Tanuj Mohan: so so ah I started to speak with them and said, hey, you can’t do all verticals. you know Home is a different vertical. Healthcare is different. Airports are different. So based on my startup experience, I was the telling them, you really need to focus with the resources you have. Make a compelling story for one vertical.

Tanuj Mohan: And then you know start moving to the to the other verticals. So during that process, they asked if I would like to join a CEO and and and and take over the company.

Tanuj Mohan: and And I felt it compelling enough to go you know build something, be my own boss ah again.

Alejandro Cremades: I love it.

Tanuj Mohan: so so So I said, OK, I’ll jump into it.

Alejandro Cremades: So I guess, obviously, you know you guys are now you know still in the early stages. I mean, you just say got started last year. I know that you guys say raised about $8 million bucks or so. I wonder you know if if if I was to put you guys, you know or let’s say I put you now into a into a position where you go to sleep and you wake up in a world where the vision of AI is fully realized. What does the world look like?

Tanuj Mohan: So yeah I’ll give some context to that. yeah yeah Recently, there was an airport attack where people who are trying to connect to the public Wi-Fi connected to somebody who was broadcasting the public Wi-Fi. And that person, this was ah an Australian citizen who got who got arrested. He stole the consumer’s social media credentials.

Tanuj Mohan: So now things like that are happening all around us and people don’t know. you know Had that person actually connected the ah the unfortunate victim to the actual internet, they wouldn’t even have known that there was a man in the middle.

Tanuj Mohan: okay but But because the connection went nowhere, the person finally got caught. Now, this is a blind spot for everybody that nobody is actually looking after you where it comes to wireless Wi-Fi. So in in a world where you know I would look at this, you would have a specific wireless airspace defense.

Tanuj Mohan: in every area that provides wireless services. And the wireless airspace defense does two things. One, it stops you from connecting to rogue networks, evil twins, bad actors. And it stops bad actors from connecting into your devices. So this would be the vision.

Tanuj Mohan: Today, we are doing an overlay network, i.e. we install alongside existing hardware. Tomorrow, I believe this functionality will get consumed by the access providers, and they would have to run more resources to do continuous active defense at every node. So defense won’t be an afterthought. It would be integrated with the service provided and would consume you know quite often as much resources as providing the the service.

Tanuj Mohan: Today, it’s an afterthought with 15%, 20% of resources assigned towards defense.

Alejandro Cremades: no So let’s say I put you nine into a time machine and I bring you back in time. And let’s say I bring you back in time to perhaps around 2008, where you were thinking about the opportunity or the possibility of launching something of your own for the first time.

Alejandro Cremades: Now, let’s say you’re able to have a conversation with your younger self and you’re able to give that younger self one piece of advice before launching a business. What would that be and why, given what you know now?

Tanuj Mohan: working backwards. so So I used to say, but you asked me about AI, at Enlighted I used to say my vision is our sensing technology would be every in every commercial light fixture in the world. I would say that was our vision and that way anybody could write an application, because the data stream was consistent across the world. So you could, you know, you would have a iOS or an Android like app platform. But the way I went around building that business was we were making money on the sensors, you’re making a lot of money on the c sensors, and we kept building our sensors. And there was a lot of ah room in the margin for

Tanuj Mohan: our competitors. There was nobody there, but you know there were lighting companies that they said, well, you know we should build our own sensors. you know Our margins are half the margins of Enlighted. This and know sensing technology looks off the shelf. So we should go build our own sensor. At that time, I should have realized, and they did come for licensing opportunities, and we were priced at software margins.

Tanuj Mohan: and When I looked at my vision, I said I should have just given it away. I should have given our hardware reference designs away. I should have given our software away just so that the data was coming to our cloud. And we should have focused on building a SaaS application, paying back to you know a percentage back to the light fixture manufacturer who actually helped us get there.

Tanuj Mohan: But we were making so much money on the hardware that we we couldn’t take our revenue from $100 down to $5 for a future. And now I realize that the only way the vision could have been achieved was that we you know when we were far ahead, we should have licensed our technology to everybody to make sure that our data

Tanuj Mohan: platform and the applications could become a reality. So that’s one thing I would say that work backwards from your vision and make sure you know how to achieve it versus getting stuck. Okay. I’m doing commercial buildings. I’m doing parking lots. I’m doing, you know, we got lost in the verticals and forgot about the vision and how would one achieve the vision? So that’s something I would tell people work backwards.

Tanuj Mohan: actually you know figure out the steps to achieve your vision. And in a don i mean don’t get sidetracked because your you know it looks like, hey, so much revenue is coming. So let’s go after it. And revenue is king, I agree. But then it sometimes comes with the cost of losing sight of what you started off to achieve.

Alejandro Cremades: Absolutely. So Tanuj, for the people that are listening that would love to reach out and say hi, what is the best way for them to do so?

Tanuj Mohan: ah ah LinkedIn. So Tanuj Mohan, you can find me on LinkedIn and they could reach out on LinkedIn and we can connect from there.

Alejandro Cremades: Amazing. Well, hey, Tanuj, thank you so much for being on the Dealmaker show today. It has been an absolute honor to have you with us.

Tanuj Mohan: Alejandro, thank you. ah Very nice meeting you and ah hoping the listeners enjoy this as much as I have.

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