Founder • Engineer • Euler Motors
Saurav Kumar
He runs his electric trucks against diesel in a tug-of-war. The diesel loses.
He runs his electric trucks against diesel in a tug-of-war. The diesel loses.
Walk into a fleet operator's yard in New Delhi and Saurav Kumar will not open with a slide about emissions. He opens with a contest. Hook a Euler HiLoad to a diesel three-wheeler, nose to nose, and pull. The electric one wins. That is the whole sales pitch, compressed into a rope.
This is the founder of Euler Motors, a New Delhi company building electric three- and four-wheelers for the part of the economy nobody photographs: the last mile. The parcels, the vegetables, the cement bags, the cold-chain boxes that move between a warehouse and a doorway. It is unglamorous freight, and it is exactly where he decided the EV revolution actually had to be won.
His thesis is stubborn and a little rude to the rest of the industry. Most Indian EV startups competed on being affordable. Kumar argued that affordable was the wrong axis. You don't win the commercial market with a cheaper vehicle. You win it with a better one. Better payload. Better gradient. Better at climbing a Delhi flyover with a full load on a hot afternoon. Price the diesel guy can argue with. Performance he cannot.
He says the quiet part out loud: his rival isn't another battery startup. It's the internal-combustion engine itself, a century of refinement that he intends to out-haul.
Our main competition is the IC engines of the world. If you put a Euler HiLoad, it will beat every IC vehicle that is out there. Whether you do payload capacity, gradient, or tug of war, it is better than anybody else.
It is a hardware bet made by a software person, which is the part that keeps surprising people. Kumar is a computer-vision engineer by training. He could have built another app. Instead he chose steel, batteries, motors and a factory floor, the slowest, most capital-hungry path available in Indian startups. He chose it on purpose.
The origin is not a garage in Palo Alto. It is a stretch of home-schooling in Bihar, then a move to Delhi and a seat at Delhi Public School, R.K. Puram. At Delhi College of Engineering he found robotics and never really left it. A student project, an autonomous ground vehicle funded by DSIR, won him a national young-entrepreneur award before he had a business card.
Cornell sharpened the math. France gave him cars that drove themselves. At INRIA he worked on the systems meant to stop roadside accidents before they happen, the unglamorous safety plumbing beneath the self-driving dream.
Then came Cube26, his first company, sold to Paytm. Most founders would have taken the win and raised a fund. Kumar looked at Delhi's air instead. His own research kept pointing at the same culprit: commercial vehicles, the workhorses, were among the largest contributors to the smog. The fix wasn't a sensor. It was the truck.
It's not just about launching another EV. It's about accelerating the transition to cleaner, smarter logistics at scale.
So in 2018 he started building vehicles, naming the company after Leonhard Euler, the 18th-century mathematician, because a man who loves first principles names his startup after a man who wrote them down.
Euler's whole brand is built on out-muscling diesel on the metrics fleet owners actually feel: how much it carries, how steep a hill it climbs, how long the battery survives the loan. An illustrative read of the pitch:
The flagship HiLoad EV is the headline act, marketed as India's most powerful electric three-wheeler. Then the Storm EV, a light four-wheeler with driver-assistance features, pushing into a category usually left to diesel. And the Turbo EV 1000, which Kumar describes as the world's first one-tonne electric mini truck, the product meant to break the cost-versus-performance trade-off for good.
His favourite spec isn't speed. It's endurance, framed in the language of the people who buy his trucks on loans.
The battery is designed to outlast EMIs, ensuring better total cost of ownership and higher returns for fleet operators.
It is a deeply Indian way to sell an EV: not range anxiety, but loan anxiety. Make the asset outlive the debt and the math sells itself.
The company is named after Leonhard Euler, the mathematician. A first-principles founder, naming his startup after a first-principles man.
He sold his first company, Cube26, to Paytm. Then walked away from the comfortable second act to build hardware instead.
His benchmarking includes literal tug-of-war contests against diesel three-wheelers. Marketing as physics demonstration.
Won a CII Young Entrepreneur Award as a student for an autonomous ground vehicle, before he ran a single company.
Worked on driverless-car research at INRIA in France, reportedly alongside Toyota, before deciding the real frontier was the last mile.
Home-schooled for a stretch in Bihar before Delhi. The path to a New Delhi factory floor did not run through the usual schools.
Our main competition is the IC engines of the world. Whether you do payload, gradient, or tug of war, it is better than anybody else.
The Turbo EV 1000 is the world's first one-tonne electric mini truck, a product that redefines affordability.
The battery is designed to outlast EMIs, ensuring better total cost of ownership and higher returns for fleet operators.
For us, localisation isn't just a manufacturing choice, it's a strategic foundation for building scalable, sustainable electric mobility.
For years, the easy criticism of commercial EVs was that the economics never closed. Kumar's answer was to keep raising capital and keep shipping vehicles until the spreadsheet agreed with the rope. In 2025 the market answered back. Euler Motors closed an INR 638 crore Series D led by Hero MotoCorp, India's largest two-wheeler maker, with continued backing from British International Investment, the UK government's development finance institution. A legacy combustion-era manufacturer buying into an electric upstart is its own kind of tug-of-war result.
The company didn't pause to celebrate. It followed with a roughly INR 437.5 crore Series E led by Lightrock, earmarked to widen the product portfolio. Two large rounds in a single year, into a hardware business, in a market that had spent a decade insisting hardware was the graveyard of Indian venture capital.
What the money buys is unglamorous and essential: a deeper supply chain, more localisation, and the ability to manufacture at a scale where the cost curve finally bends in the customer's favour. Kumar treats localisation not as a tariff hack but as the foundation of the whole strategy.
For us, localisation isn't just a manufacturing choice, it's a strategic foundation for building scalable, sustainable electric mobility.
The throughline from a student robotics project to a one-tonne electric truck is consistency. He has always been building machines that move on their own terms, and he has always cared more about whether they actually work than whether they look cheap on a banner. The pollution he set out to fight in 2018 is still there. So is he, still hooking up the rope.