Que: With growing global investments in grid modernisation, which international markets present the most promising opportunities for Kimbal, and what factors are guiding your expansion strategy?

Ans: Our international expansion strategy is guided by entering markets that sit at the leading edge of the energy transition. We are focused on both residential and Commercial and Industrial (C&I) segments.

Specifically, in terms of countries, Australia is our first global market because no nation is adopting behind-the-meter assets faster; more than 40 percent of energy is generated from renewables, and its households added over 12 GWh of behind-the-meter batteries in the first year of its national battery program alone. Australian households are rapidly becoming active power plants, making it the ideal proving ground for world-class comms (K Mesh), edge intelligence, analytics and orchestration platforms.

Beyond Australia, we are focusing on markets across Southeast Asia and select international regions where high renewable penetration, distributed consumer energy resources, and grid loss reduction targets require an integrated, hardware-to-software solution. Five years from now, our goal is to contribute directly to the energy transition of more than 100 countries. Beyond AMI, we are looking at Power Quality (PQ), Batteries (BESS) and other energy transition segments.

Que: India has emerged as a large-scale testbed for smart energy solutions. What lessons from India's smart meter and grid modernisation journey can be replicated in other emerging and developed markets?

Ans: India has taught us how to operate at scale in a highly complex, competitive, innovative and cost-conscious environment. The first major lesson is that multi-partner, fragmented deployments struggle. In complex grid environments, bringing together separate hardware vendors, communication providers, and system integrators leads to long execution cycles and operational friction over a 10-to-15-year asset life. Single-point, integrated ownership of the tech stack delivers vastly superior execution, speed, and long-term agility.

Second, smart grid infrastructure must be designed for extreme manufacturing scale and cost efficiency without compromising quality or cybersecurity resilience.

Third, technology adoption must be paired with long-term lifecycle thinking, relentless customer service focus and active end-consumer engagement. Whether an emerging market is solving for commercial losses or a developed market is managing distributed solar, AMI should never be treated as a simple billing upgrade, but as an adaptable digital nervous system built for multi-decade operations.

Que: As Kimbal expands globally, what role will partnerships, technology collaborations and local market alliances play in building a competitive international business?

Ans: No single company can transform global energy infrastructure in isolation. Building a competitive international business requires pairing our deep in-house engineering and manufacturing scale with world-class technology collaborations and strong local partnerships. A prime example is our co-development partnership with MicroEJ to deploy virtual execution environments at the edge.

On the talent front, we run engineering as a unified global organisation across centres in Delhi, Bengaluru, Singapore, Seoul, Indonesia, and Australia, maintaining engineering excellence with agility and rapid AI adoption.

As we scale into new international territories, collaborating with trusted local market partners ensures we respect regional regulatory nuances and operational realities, while delivering a globally validated, hyper-agile energy platform. We are also partnering in parallel with local universities and communities to ensure Kimbal is a local player contributing to the overall economic and social development of the region we are a part of. Partners will play a critical role in helping Kimbal achieve our global growth ambitions and ensure that customers get world-class solutions from Kimbal’s ecosystem.