Interview with Manish Biyani, Founder & CEO of BioSeeds

Most people assume that global deep-tech companies must begin in Tokyo, Silicon Valley, or another major hub. Manish Biyani chose a different path.

Born in India and trained across Japan’s leading research institutions, Biyani is the founder and CEO of BioSeeds, a startup developing low-cost diagnostic technologies for water safety and infectious diseases. Instead of building from a major metropolis, he chose Ishikawa Prefecture as his base—using regional Japan as a platform for global impact.

In this interview, Mr. Biyani reflects on his journey from academic research to entrepreneurship, the realities of commercializing deep tech, and why regional ecosystems can be powerful launchpads for innovation.

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Could you tell us about your background and how you came to Japan?

I first came to Japan in 1998. I grew up in India in a very modest environment—six family members living together in a single room. My father admired Japan and often spoke about it as a country that takes technology seriously and values discipline. That perspective strongly influenced my decision to come here.

My education in India was mostly theoretical. When I arrived in Japan, the difference was immediate. Research here is very hands-on. Experiments are central, and students and professors work closely together, often late into the night. That environment completely reshaped how I thought about science.

I studied at Saitama University, completed my master’s and PhD, and later moved to the University of Tokyo, where I focused on evolutionary molecular engineering—applying evolutionary principles to discover and design new biomolecules. Eventually, I joined JAIST (Japan Advanced Institute of Science and Technology) in Ishikawa through a regional life-science cluster project under the Hokuriku Life Science Cluster (HLSC). That move became a major turning point.

What led you from academic research to founding a startup?

For many years, I was purely a researcher. I published around 60 academic papers and filed roughly 20 patents. But over time, I began to feel uneasy. Research alone does not change society.

At JAIST, through regional collaboration projects, I started asking a different question. Not just “Can this be published?” but “Can this be used?” Without a path to application, even excellent research remains invisible to the people who need it most.

That realization led me to found BioSeeds in 2018. The goal was to transform deep scientific research into practical, affordable technologies that work outside the laboratory, especially in environments with limited infrastructure.

BioSeeds’ first major technology focuses on water safety. How did that begin?

In 2015, I learned about a serious case of lead contamination in groundwater in India. The water looked clean—no smell, no color—but heavy metals had entered the food chain through rice. Children were especially affected.

The core issue was detection. Testing was infrequent, samples had to be sent to distant laboratories, and results came back too late to prevent harm.

Using our background in electrochemical sensing, we developed a portable device called DEPSOR. It can detect heavy metals in water on site, within five minutes, at very low cost.

I personally took DEPSOR to India, Indonesia, Myanmar, Vietnam, and Bangladesh to test water in rural areas. In Myanmar, I even tested water in a hotel shower and found contamination. That moment made the problem very real. People trust water simply because it looks clean.

If the technology worked, what made commercialization difficult?

Technology alone is never enough. That was a hard lesson.

 We met with governments in several countries. The meetings were positive, but once they ended, progress often stopped. Without strong local partners, even very good technology does not spread.

So I changed strategy. Instead of trying to scale internationally right away, we focused on building real results in Japan. We partnered with a well-drilling company in Saitama that needed on-site testing for iron and manganese in muddy water—conditions far harsher than a laboratory.

Through joint development, we adapted DEPSOR for real industrial use. That experience taught me that research must bend to reality if it is going to survive.

Why did you choose Ishikawa rather than Tokyo as your base?

Ishikawa offered something Tokyo could not: proximity.

Here, decision-makers are accessible. You can speak directly with support organizations, manufacturers, and local officials. The distance—both physical and psychological—is much shorter.

Through local support organizations and national startup acceleration programs, I received hands-on guidance on commercialization, pricing, and partnerships. Later, BioSeeds won top honors at a prefecture-backed business plan competition, receiving ¥5 million (around USD 35,000) and access to incubation facilities. That support allowed us to move from prototypes toward early production.

How is BioSeeds structured today?

Our model is intentionally cross-border.

High-precision hardware is developed and manufactured in Japan, where quality and reliability are critical. Consumable cartridges, however, are produced in India, where costs are dramatically lower. A cartridge that costs 100–150 yen to produce in Japan can be manufactured in India at more than five times lower cost.

This approach is not about choosing one country over another. It is about combining strengths—Japan’s precision and trust with India’s scalability and cost efficiency.

Do you think building a startup in Japan is particularly challenging for foreign entrepreneurs?

Yes, mainly because of cultural differences. I often explain this using what I call the Three Fs. Friendly, Flexible, and Fragile.

Friendly. In India, people are very open. In Japan, people are more reserved, and trust takes time to build. Once it is established, however, relationships are very strong.

Flexible. Indian startups adapt quickly, while Japan values consistency and long-term commitment. This can feel rigid, but it also creates stability.

Fragile, emotionally. In India, emotions are expressed openly. In Japan, communication is more indirect, so learning to read context and nuance is important.

If foreign entrepreneurs understand these Three Fs and adapt, Japan can become a very reliable place to build serious, long-term startups.

What advice would you give to foreign founders considering Japan?

First, learn Japanese before coming. Language is not just about communication. It is about connection and trust.

Second, researchers need to learn business early. A strong idea is not enough. You need to understand pricing, partnerships, funding, and time constraints.

And finally, don’t find users for your research. Find research for your users. Focus on real needs, and be willing to adapt your technology to reality.

What does your experience say about regional Japan?

Innovation does not have to start in Tokyo.

With deep research, committed regional support, and a global perspective, regional Japan can be a launchpad rather than a limitation. Ishikawa gave me the space, seriousness, and support to build something meaningful.

For foreign founders looking at Japan, that possibility is very real.

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