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It was our first full year out of stealth and into the real world, into real conversations, real customers, real expectations, and real belief. What had lived quietly as ideas, architectures, and whiteboard debates finally had to stand on their own.
For me personally, this year pushed me far outside my comfort zone. I’ve spent most of my career as an engineer, and stepping into this role didn’t feel natural at first. It was intimidating, unfamiliar and honestly uncomfortable in the beginning. But over the course of the year, through the team, the customers, and the challenges, it slowly started to feel less foreign and more real.
Until late 2024, we were mostly heads-down. Stealth was comfortable. It allowed us to build, break, rebuild, and learn without noise. As an engineer, that phase felt familiar, almost natural. But 2025 changed the question. It was no longer just about whether the architecture was elegant. It was about whether we could deliver, repeatedly, with real customers, real schedules, and real reputations on the line.
One moment I would be deep in fabric tradeoffs. The next, I would be in conversations where the only thing that mattered was a simple question:
“Are you ready to bet your next product on this?”
Here is what surprised me.
I thought I would miss the comfort of being purely technical. I didn’t. Because there is something deeply energizing about stepping into the arena about building something that matters, in full view, where success earns trust and failure is visible.
Looking back now, it’s clear that this shift didn’t start in 2025. The seeds were planted earlier, before there was a company, before there was a plan, and before I fully understood what I was saying yes to. Baya began with a phone call I’ll never forget.
Jim Keller said very plainly that data movement is the central problem. And in the era of AI, it becomes the bottleneck that defines everything. He believed it was time to rethink how on-chip and system data movement should really work and told me, with a level of confidence I hadn’t expected, that he trusted me to take this on and build something real around it. It was incredibly encouraging. And at the same time, deeply humbling.
Because when someone like Jim frames the problem that way, it isn’t praise. It’s a responsibility.
So, we took the leap with a small group of builders (co-founders Eric, Joji with James, Nishant, Pritam, plus an incredible half dozen starter team) who care deeply about hard problems and clean execution. By the end of 2024, we had grown into a deeply technical, engineering-first team, ready to stop hiding and start building a business.
2025 was the year we came out swinging, with Nandan and Casey taking charge of the commercial operations.
We raised a $36.5M Series B. We moved from promise to proof. And most importantly, we started earning real trust.
We didn’t just launch a product. We launched a full-stack fabric solution.
We introduced Weave IP, our coherent and non-coherent fabric IP for modern SoCs and chiplet-based systems. We rolled out Weaver Pro, the software platform that enables teams to design, configure, and deploy these fabrics with speed and confidence. And we launched NeuraScale, our scale-up and scale-out fabric aimed at breaking through the data-movement limits of AI systems. What made this especially meaningful is that each fabric has multiple design wins across all four market segments we are focused on. With our fabric, customers are building products that are genuinely pushing performance and efficiency boundaries, where failure is not an option.
Seeing all of this come together, IP, software, and system-level fabrics, was one of those moments where you pause and realize something.
This is real now.
And then something happened that I still find hard to fully process.
In some of our larger meetings this year, conversations would drift almost casually into places that felt surreal. People would talk about trajectory. About bookings. About momentum. About what this could become if we keep executing.
Occasionally, close partners and investors would say:
“we’d love to stay close as you think about what comes next”, and
“this has crossed the threshold that changes how a company is viewed.”
I remember sitting there, listening, with a mix of disbelief and gratitude.
When we began this journey, those words would have felt unimaginable, not even something you allow yourself to think about. And yet here they were, not as hype or bravado, but as a reflection of real business progress, real customer adoption, and the strength of the technology.
In 2025, we also learned what being wrong could actually cost, for our team, for our customers, and for the trust we were earning.
So, I don’t take that lightly. And I don’t take it for granted for a second.
To be honest, moments like that do not make me feel bigger. They make me pause. There is excitement, pressure, and a quiet voice asking whether we are ready for what comes next. Because the higher the trust, the higher the cost of failure. But there is also something else, a sense of possibility that reminds you why you started in the first place.
And when that feeling settle, it becomes clear that this journey is not carried by any one person. Whatever momentum we are seeing is the result of many people moving together, aligned by belief and effort.
None of this happens in isolation.
It happens because of an incredible board that has consistently challenged us, supported us, and kept us grounded: Jim Keller, Stan Reiss (Matrix), Manish Muthal (Maverick), and Siva Yerramilli (Synopsys). Their perspective, conviction, and long-term thinking have mattered more than I can express.
It also happens because of an outstanding leadership team. I want to personally thank the Baya executive team, the group that turns ambition into execution every single day. Their judgment, partnership, and ownership have been critical to everything we achieved this year.
And most importantly, it happens because of the broader Baya team. We are now more than 100 strong, a hungry, fast-growing group across the U.S., U.K., India, Japan, Canada and France. Builders who move fast, raise the bar, challenge assumptions, and genuinely care about getting this right. Watching this team (and myself hopefully 
) grow in maturity, capacity, and confidence has been one of the most rewarding parts of this journey.
2025 was also a year of personal growth for me. Some days felt effortless. Other days felt like learning in public. There were moments I asked myself hard questions about whether we were early, whether I was learning fast enough, and whether I was doing justice to the trust people placed in me.
That tension never really goes away. And I have learned that it should not. Leadership is not about certainty. It is about staying honest while moving forward anyway.
We also saw real momentum across the company this year. While these are outcomes and not the point, they do reflect the strength of what is being built:
But metrics are only signals. The point is that we are building something real. Something fundamental. In the AI era, compute alone does not define success. Data movement does. And we are here to help solve one of the most important bottlenecks in modern systems with rigor, humility, and ambition.
As we wrap 2025, I do not feel exhausted. I feel energized. I feel grateful. And above all, I feel fortunate to be on this journey with this team, supported by people who believe deeply in what we are building.
It truly feels like we are just getting started. We see immense opportunity ahead, tremendous room to grow, and a real chance to make a lasting impact on how next-generation systems are built.
If we stay disciplined.
If we stay curious.
If we stay humble.
I believe the best chapters are still ahead.
Wishing everyone a warm, healthy, and happy New Year. One lesson we should all internalize as we step into 2026: step into the arena sooner, get out of the comfort zone, and keep fear from setting the pace. It may surprise you what you learn once you do.
