A Symptom of Success
The recent departure of more than 100 scientists and engineers from ISRO is not a sudden crisis but a predictable outcome of a major policy success. In 2020, the Indian government opened the space sector to private participation, a move designed to foster
a vibrant commercial ecosystem. This policy has been wildly successful, giving rise to over 400 space-tech startups like Skyroot Aerospace, Agnikul Cosmos, and Pixxel. These companies are now building everything from launch vehicles to satellite constellations, and they are hungry for one critical resource: experienced aerospace talent. Naturally, they have turned to the most experienced talent pool in the country—the very scientists and engineers trained within ISRO.
The Pull of the Private Sector
Private space companies offer a compelling proposition that goes beyond patriotic duty. The most significant draw is financial. Startups, backed by substantial venture capital, can offer significantly higher salaries and, crucially, equity or stock options. An entry-level ISRO scientist might earn around ₹8-14 LPA, while senior scientists top out at a fraction of what private sector leaders can make. For instance, the founders of Skyroot, both ex-ISRO engineers, now hold stakes worth crores in their billion-dollar company. Beyond money, startups promise a different work culture: greater operational autonomy, faster project timelines, and the opportunity to lead projects and build technology from the ground up much earlier in one's career.
The Push from a Public Institution
While the private sector pulls, certain structural aspects of a government organisation can push. For decades, ISRO scientists worked in relative anonymity, driven by the mission. However, some departing employees point to the challenges of public sector bureaucracy, including rigid hierarchical structures, slower promotions, and mission delays. While the passion for the mission remains, these organisational bottlenecks can be frustrating when a more agile alternative exists just outside the gate. The government has acknowledged the trend, with the Department of Space recently tightening rules on resignations for personnel working on critical missions like Gaganyaan, a move to prevent sudden disruptions.
Not a 'Brain Drain,' But a 'Brain Circulation'
It is tempting to frame these departures as a 'brain drain' that weakens ISRO. However, many experts see it differently. Unlike previous generations where talent might have moved abroad to NASA or the European Space Agency, these scientists are staying within India. They are not draining from the country, but circulating within its domestic space ecosystem. This migration of expertise is essential for building a robust and self-reliant private space industry, which was the government's goal. The experience gained over decades at ISRO is now seeding the next generation of Indian space companies, ultimately strengthening the country's overall capabilities. This is seen by some as a sign of a maturing industry, where talent flows between the public and private sectors.
The Way Forward for ISRO
The departures undoubtedly pose a challenge, particularly the loss of senior specialists with invaluable institutional memory from key centers like the U R Rao Satellite Centre (URSC) and Vikram Sarabhai Space Centre (VSSC). These exits have raised concerns about the timelines for ambitious projects like the Gaganyaan human spaceflight program and future Chandrayaan missions. ISRO's leadership has acknowledged the turnover but expressed confidence in filling the gaps. The long-term solution may lie in adapting. Experts suggest ISRO could adopt a more flexible, hybrid employment model, similar to NASA, which uses a mix of permanent staff and project-based contractual experts. Addressing pay gaps, improving career progression, and fostering public-private partnerships will be key to ensuring ISRO remains the core of India's space ambitions while also fueling the growth of the broader industry.
