From gold medals to drones: Agnishwar Jayaprakash on steering Garuda Aerospace into Industry 5.0

Agnishwar Jayaprakash’s journey has taken him from the swimming pool to the skies. A six-time South Asian Games gold medallist, he honed the discipline, tenacity, and focus required to succeed in competitive sports—skills that later powered him into the high-pressure, capital-intensive world of drones and entrepreneurship.

As Founder and CEO of Garuda Aerospace, he has transformed a fledgling start-up into one of India’s top drone companies, celebrated for indigenous innovation and profitability in an industry where many struggle to stay afloat. Under his leadership, Garuda developed India’s first Drone-as-a-Service aggregation platform, connecting farmers, businesses, and defence with affordable access to premium drone offerings. With operations across 84 cities, Garuda is now preparing for rapid global growth and a future IPO.

From precision agriculture to defence, drones are reshaping industries by combining human judgement with AI-driven insights.

Garuda’s success has come from balancing vision with execution: focusing on scalable service models over capital-heavy sales, investing in local manufacturing to build resilience, and navigating evolving drone regulations. Looking ahead, Jayaprakash envisions drones not as automated machines but as AI-powered collaborators, working alongside humans to shape the Industry 5.0 era.

From being a six-time South Asian Games gold medallist swimmer to leading one of India’s most successful drone start-ups, how did this personal journey shape your vision for Garuda Aerospace?

I began as a swimmer and transitioned into a drone entrepreneur; my journey and Garuda’s vision are closely linked. The discipline, focus, and drive to excel in competitive swimming helped me build the company. The lessons of setting ambitious goals, working hard, and overcoming setbacks shaped my belief that with dedication and creativity, we can navigate the complexities of this capital-intensive industry and tackle any challenge.

Garuda has achieved sustained profitability in a capital-intensive sector. What were the toughest trade-offs you had to make to balance growth with profitability?

Focusing on profitability in such a market required tough trade-offs. Instead of spreading resources across speculative R&D, we prioritised high-impact solutions such as agricultural and industrial services that generated immediate revenue. Rather than heavy capital investment in direct sales, we built a scalable Drone-as-a-Service model. With strong emphasis on operational efficiency and indigenous manufacturing, we could pursue growth targets while maintaining a sustainable financial position, even if it meant forgoing quick wins.

Garuda Aerospace shows how local innovation, indigenous manufacturing, and scalable services can turn drones into everyday business allies.

Industry 5.0 emphasises human–AI collaboration. How do you see drones evolving from being automated tools to becoming true collaborative partners for farmers, defence forces, and enterprises?

I see drones moving beyond automation to become true partners in Industry 5.0. For farmers, AI-powered drones will analyse crop health and soil conditions, offering insights for precision agriculture while farmers retain decision-making. In defence, drones will work alongside soldiers, providing real-time situational awareness and reconnaissance, making missions safer and smarter. By integrating AI and data analytics, drones will enhance human capabilities, not replace them.

You launched India’s first Drone-as-a-Service aggregation platform. How will AI, automation, and data analytics enhance this platform in the Industry 5.0 era?

AI will predict maintenance and optimise flight path planning for efficiency and safety. Automation will streamline service delivery, from ordering to deployment, ensuring a seamless experience. Data analytics will process thousands of missions, offering unique insights into operational trends and stakeholder needs. This will allow us to evolve our services continuously and provide sector-specific solutions for farmers, enterprises, and defence.

How has India’s drone policy shaped Garuda’s journey so far? What policy changes would accelerate drone adoption in agriculture, logistics, and defence?

India’s liberalised drone policies and the Production-Linked Incentive (PLI) scheme created a supportive environment for local innovation and manufacturing. While compliance has shaped our systems, clearer regulations have also enabled us to scale confidently. For mass adoption, I believe policies must encourage skilling and training, provide easier airspace permissions for complex operations, and extend financial assistance for farmers and SMEs to adopt drone technology.

With operations already spanning 84 cities, what are your next steps for global expansion, and how do you plan to compete in international markets?

Global expansion will be phased and partnership-driven. We aim to enter developing economies with similar needs to India, such as Africa and Southeast Asia. Rather than just selling drones, we will export a scalable Drone-as-a-Service ecosystem, tailored to local regulations and market needs.

With global expansion on the horizon, how do you plan to build manufacturing capabilities that can cater to both domestic and international markets?

We are scaling manufacturing through a modular and decentralised model. By collaborating with ancillary suppliers and industrial partners, we can increase capacity flexibly without heavy capital risks. This also allows for market-specific customisation of drone models while maintaining efficiency.

Industry 5.0 will not be about machines replacing people, but about drones and humans collaborating to create safer, smarter ecosystems.

Manufacturing in drones often faces challenges with component sourcing and supply chain dependencies. How is Garuda addressing these hurdles while maintaining profitability?

We tackle supply chain challenges by focusing on indigenous manufacturing and building multi-sourcing networks. Designing drones around locally sourced parts and integrating operations—from software to assembly—gives us greater control and reduces exposure to global disruptions. This strategy supports profitability while reinforcing our commitment to “Make in India.”

You’ve spoken about a path to IPO. What milestones are you targeting before taking Garuda Aerospace public?

Our IPO roadmap is tied to specific milestones. We want to expand global operations, materially scale our Drone-as-a-Service platform, and achieve critical mass in key sectors such as agriculture, logistics, and defence. Alongside consistent profitability, we aim to demonstrate business maturity and readiness to operate as a public company.

What kind of investment or partnerships are you seeking to fuel the next phase of growth?

We are seeking strategic investors who bring not just capital but also global networks and expertise in scaling tech companies. Partnerships with defence and technology players are also a priority to co-develop new applications and accelerate R&D, cementing our leadership in the global drone ecosystem.

Looking at FY25–26, what are Garuda’s top three priorities to cement its position as a leader in the drone ecosystem?

Our top three priorities are: expanding our global footprint, scaling manufacturing to meet domestic and international demand, and advancing R&D in AI and automation to enhance our Drone-as-a-Service platform. These will keep Garuda at the forefront of the industry.

aanchalg@cybermedia.co.in