This is another one from the Reindustrialize conference in Detroit. I got to sit down with Karan Talati, CEO and co-founder of First Resonance, the factory operating system used by companies like Astranis, Radiant and now nearly 60 companies across mission-critical industries—think aerospace, defense tech, energy (including nuclear), heavy machinery, and robotics. With $30M raised and a rapidly growing 50-person team in Los Angeles, First Resonance is streamlining the orchestration of chaotic, high-stakes factory environments so that "good designs get into the process, good products get built, and we can manage all the chaos that inherently happens in the physical world."
His journey started just over a decade ago: Illinois engineering grad, early SpaceXer (he arrived when Falcon 9 launches were still cool and they risked blowing up more engines than they landed), then a key player connecting engineering and production as SpaceX transitioned from “N of 1” rocket builds to genuine factory-scale assembly lines.
He almost got his start in manufacturing accidentally. His father helped bring up Motorola’s early global supply chains, and would bring early prototypes for him to test, play and hack. But how does one go from hacking into pre-release phones to building scalable companies?
What SpaceX early days looked like, how does SpaceX compare to legacy brands like Boeing in terms of culture and what Elon Musk’s relationship with Gwynne Shotwell taught Karan about co-founder relationships.
Some other things we talk about:
How the average age at SpaceX was 26, and what it meant to be forged in an environment of “high agency, high accountability, and directness”, traits now baked into First Resonance’s culture (every new hire writes a one-pager on why they want to join, and references are non-negotiable).
His journey from seeing rocket blow up every other week at SpaceX to launching a platform helping the next generation of hardware companies iterate, scale, and hyperscale
What it means to test early and fail often
Take on co-founder relationships (real trust and complementary ways of thinking)
Why “organizations are organisms”?
The art of relationship building (“social capital compounds just like any other capital”), and Karan’s learned nuance from pitching to skeptical senior execs at SpaceX, to now selling software infrastructure to peers, many of whom came up beside him on those aerospace factory floors
Hope you enjoy this one! As always, DMs are open, would love to hear your feedback.
– Suffiyan Malik
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Timestamps
00:00 - Introduction
03:00 - Marriage, Startup, Early Life
07:30 - Early SpaceX life and intersection with Tesla
11:39 - Gwynne Shotwell & Elon Musk and co founder relationships
15:52 - Learnings from SpaceX
24:45 - Boeing vs SpaceX, difference in company culture
34:41 - Relationship building and nurturing
41:20 - How to build company culture and hiring
50:22 - Evaluating agency in new hires
58:50 - Defining high agency and importance in founders
1:04:49 - Making intentional choices that compound
1:07:48 - Early interest in hardware and father’s impact
1:12:58 - Why hacking appealed to Karan?
1:16:52 - Mentors in career
1:20:09 - The art of soft influence
1:24:00 - Internship at Samsung in Korea
1:27:50 - Software, taste and distribution
1:32:48 - What makes a good story?
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