Vikas comes to PeakSpan from Selective Intellect, a software development firm he founded and ran for nine years, where he helped organizations such as the Department of Defense, DARPA, and financial trading firms solve complex problems related to systems engineering, high-performance computing, cybersecurity, and more. He holds a Bachelor’s and Master’s degree in Aerospace Engineering from the Indian Institute of Technology, Bombay, India.

Vikas is a car enthusiast and electronics repair enthusiast who enjoys fixing old electronics and putting them to good use. He also loves reading about cars and driving them in his spare time.

What consistently pulls me in is the ability to operate with leverage, using accumulated context to solve the right problems for the firm and guide a team through ambiguity. I am motivated by building systems that endure, mentoring engineers, and translating messy data into tools that support real investment decisions. At this stage of my career, responsibility, trust, and impact matter more to me than novelty alone.

One of the most consequential contributions I have made at PeakSpan was building and evolving our proprietary deal-sourcing and company intelligence platform from the ground up. When I started, sourcing was fragmented across individual inboxes, spreadsheets, and ad hoc tools, which limited coverage and made institutional learning difficult.

I designed and implemented a centralized system that continuously discovers, classifies, and tracks private software companies, integrates multiple data sources, and surfaces actionable signals to the investment team. Over time, I scaled this from a personal tool into a platform that now underpins how most opportunities are identified, triaged, and advanced through the funnel.

The shift was not just technical. It changed our operating model. We moved from reactive, relationship-driven sourcing to proactive, systematic coverage of our target market. Deal flow became more repeatable, institutional knowledge became durable rather than individual dependent, and decision velocity improved because data and historical context were available immediately.

As a result, PeakSpan’s sourcing capacity expanded materially without a proportional increase in headcount, and the firm developed a differentiated, compounding advantage that off-the-shelf tools could not provide. The platform has continued to evolve through multiple fund cycles and team expansions, and it remains a core part of how we operate today.

PeakSpan was a strong fit for me because it provided a blank slate from a technology perspective. With no existing tech stack or internal technical ownership, I had the opportunity and responsibility to build core systems from the ground up.

I do my best work in situations where I can take a system from zero to fully operational: setting the technical direction, making architecture and tooling decisions, and translating evolving business needs into scalable platforms. PeakSpan’s culture of trust and minimal bureaucracy allowed that work to happen quickly and effectively, without the friction that often comes from inherited systems or overly constrained processes.

From my seat, hands-on partnership means being embedded at the point where questions are still forming, not just when tools are breaking or answers are needed quickly. In practice, that has meant working directly with the investment team to translate ambiguous investment questions into concrete data, workflows, and systems that support better decisions.

My work shows up in real moments when we are deciding how to prioritize markets, evaluate inbound opportunities, or understand why a company surfaced in the first place. Rather than providing one-off analyses, I focus on building shared infrastructure that makes those decisions faster, more repeatable, and less dependent on ad hoc effort.

Over time, that partnership has shifted PeakSpan’s operating model. Sourcing moved from reactive to systematic, historical context became available at the moment of decision, and the team gained the ability to interrogate opportunities with more confidence and less friction.

As the firm continues to mature, I see hands-on partnership becoming even more proactive: anticipating where information gaps will emerge, engaging earlier in investment discussions, and helping shape questions before they turn into urgent requests. That upstream involvement is where technology can create the most leverage, and it is where I continue to focus my efforts.

I add the most value to PeakSpan by providing senior technical judgment and continuity across the firm’s entire technology stack. As someone with deep experience building and operating complex systems, my role is less about writing individual features and more about ensuring that the platforms the firm relies on are coherent, scalable, and aligned with how the business actually works.

For someone new to the firm, I would describe my value as sitting at the intersection of architecture, execution, and people. I set the technical direction, make trade-offs where there is no obvious right answer, and translate high-level investment needs into systems the team can realistically build and maintain.

Given the relative seniority of the development team, a large part of my impact comes from unblocking progress, such as reviewing designs before they become expensive mistakes, prioritizing what matters most, and ensuring that the stack continues to move forward without accumulating hidden risk or technical debt. That guidance allows the team to operate effectively and with confidence.

More broadly, I provide institutional memory and long-term stewardship of the firm’s technology. That continuity allows PeakSpan’s systems to evolve deliberately over time rather than reactively, and it ensures the firm can continue to rely on its technology as a strategic asset rather than a constraint.