Essec\Faculty\Model\Profile {#2507
#_index: "academ_cv"
#_id: "B00837616"
#_source: array:39 [
"bid" => "B00837616"
"academId" => 37493
"slug" => "subramanian-vinay"
"fullName" => "Vinay SUBRAMANIAN"
"lastName" => "SUBRAMANIAN"
"firstName" => "Vinay"
"title" => array:2 [
"fr" => "Professeur assistant"
"en" => "Assistant Professor"
]
"email" => "B00837616@essec.edu"
"status" => "ACTIF"
"campus" => "Campus de Cergy"
"departments" => []
"phone" => ""
"sites" => []
"facNumber" => 37493
"externalCvUrl" => "https://faculty.essec.edu/en/cv/subramanian-vinay/pdf"
"googleScholarUrl" => "https://scholar.google.com/citations?user=2lwecxQAAAAJ&hl=en"
"facOrcId" => "https://orcid.org/0009-0003-2050-8047"
"career" => array:7 [
0 => Essec\Faculty\Model\CareerItem {#2506
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2026-09-01"
"endDate" => null
"isInternalPosition" => true
"type" => array:2 [
"fr" => "Positions académiques principales"
"en" => "Full-time academic appointments"
]
"label" => array:2 [
"fr" => "Professeur assistant"
"en" => "Assistant Professor"
]
"institution" => array:2 [
"fr" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2507}
}
1 => Essec\Faculty\Model\CareerItem {#2511
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2018-01-01"
"endDate" => "2022-07-01"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Professional appointments"
"fr" => "Positions professionnelles"
]
"label" => array:2 [
"fr" => """
Managing Director\n
PE fund
"""
"en" => "Managing Director"
]
"institution" => array:2 [
"fr" => "Stakeboat Capital"
"en" => "Stakeboat Capital"
]
"country" => array:2 [
"fr" => "Inde"
"en" => "India"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2507}
}
2 => Essec\Faculty\Model\CareerItem {#2514
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2016-01-01"
"endDate" => "2017-12-01"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Professional appointments"
"fr" => "Positions professionnelles"
]
"label" => array:2 [
"fr" => "Managing Director (Investments)"
"en" => "Managing Director (Investments)"
]
"institution" => array:2 [
"fr" => "Boson Ventures (Emaar)"
"en" => "Boson Ventures (Emaar)"
]
"country" => array:2 [
"fr" => "Émirats arabes unis"
"en" => "United Arab Emirates"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2507}
}
3 => Essec\Faculty\Model\CareerItem {#2515
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2014-01-01"
"endDate" => "2016-01-01"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Professional appointments"
"fr" => "Positions professionnelles"
]
"label" => array:2 [
"fr" => "Director, Corporate Development/ Ventures"
"en" => "Director, Corporate Development/ Ventures"
]
"institution" => array:2 [
"fr" => "Flipkart Internet"
"en" => "Flipkart Internet"
]
"country" => array:2 [
"fr" => "Inde"
"en" => "India"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2507}
}
4 => Essec\Faculty\Model\CareerItem {#2516
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2012-01-01"
"endDate" => "2014-01-01"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Professional appointments"
"fr" => "Positions professionnelles"
]
"label" => array:2 [
"fr" => "Vice-President"
"en" => "Vice-President"
]
"institution" => array:2 [
"fr" => "Peepul Capital LLP"
"en" => "Peepul Capital LLP"
]
"country" => array:2 [
"fr" => "Inde"
"en" => "India"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2507}
}
5 => Essec\Faculty\Model\CareerItem {#2517
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2010-01-01"
"endDate" => "2012-06-01"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Professional appointments"
"fr" => "Positions professionnelles"
]
"label" => array:2 [
"fr" => "Investment Banking Associate"
"en" => "Investment Banking Associate"
]
"institution" => array:2 [
"fr" => "Goldman Sachs"
"en" => "Goldman Sachs"
]
"country" => array:2 [
"fr" => "États-Unis"
"en" => "United States of America"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2507}
}
6 => Essec\Faculty\Model\CareerItem {#2518
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2003-01-01"
"endDate" => "2008-01-01"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Professional appointments"
"fr" => "Positions professionnelles"
]
"label" => array:2 [
"fr" => "Engineer/ Project Lead"
"en" => "Engineer/ Project Lead"
]
"institution" => array:2 [
"fr" => "Schlumberger Oilfield Services"
"en" => "Schlumberger Oilfield Services"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2507}
}
]
"diplomes" => array:4 [
0 => Essec\Faculty\Model\Diplome {#2510
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "2026"
"label" => array:2 [
"en" => "Doctor of Philosophy, Management"
"fr" => "Doctor of Philosophy, Management"
]
"institution" => array:2 [
"fr" => "Wharton School"
"en" => "Wharton School"
]
"country" => array:2 [
"fr" => "États-Unis"
"en" => "United States of America"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2507}
}
1 => Essec\Faculty\Model\Diplome {#2512
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "2010"
"label" => array:2 [
"en" => "Master of Business Administration, Finance"
"fr" => "Master of Business Administration, Finance"
]
"institution" => array:2 [
"fr" => "Massachusetts Institute of Technology"
"en" => "Massachusetts Institute of Technology"
]
"country" => array:2 [
"fr" => "États-Unis"
"en" => "United States of America"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2507}
}
2 => Essec\Faculty\Model\Diplome {#2509
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "2003"
"label" => array:2 [
"en" => "Master of Science, Engineering"
"fr" => "Master of Science, Ingénierie"
]
"institution" => array:2 [
"fr" => "University of Maryland"
"en" => "University of Maryland"
]
"country" => array:2 [
"fr" => "États-Unis"
"en" => "United States of America"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2507}
}
3 => Essec\Faculty\Model\Diplome {#2513
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "2000"
"label" => array:2 [
"en" => "Bachelor of Science, Engineering"
"fr" => "Bachelor of Science, Ingénierie"
]
"institution" => array:2 [
"fr" => "Indian Institute of Technology (IIT)"
"en" => "Indian Institute of Technology (IIT)"
]
"country" => array:2 [
"fr" => "Inde"
"en" => "India"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2507}
}
]
"bio" => array:2 [
"fr" => """
<p>Dr. Vinay Subramanian is Assistant Professor in the Management Department at ESSEC Business School. </p>\n
\n
<p>His research explores technology entrepreneurship, scaling strategy, and commercialization of novel innovation. His dissertation examines how deep-tech ventures explore and learn under conditions of high technological and commercial uncertainty. A second interconnected stream studies how alternate forms of financing and investor identity (corporate venture capital) affect entrepreneurial strategy and innovation. </p>\n
\n
<p>His academic career is informed by his extensive, global career in VC/PE, finance and operating roles across US, Europe and Asia. Prior to academia, he was a Managing Director at multiple VC/PE funds. Before that, he was an investment banker at Goldman Sachs (New York), Director of Corp. Development at Flipkart and Product Engineer at Schlumberger. He has also been a long-time mentor of the IIT Madras Deep-tech Incubation Cell and other venture studios/startup vehicles.</p>\n
\n
<p>He has degrees from the Wharton school (University of Pennsylvania), Massachusetts Institute of Technology (Sloan School), University of Maryland and Indian Institute of Technology (IIT) Madras.</p>\n
"""
"en" => """
<p>Dr. Vinay Subramanian is Assistant Professor in the Management Department at ESSEC Business School. </p>\n
\n
<p>His research explores technology entrepreneurship, scaling strategy, and commercialization of novel innovation. His dissertation examines how deep-tech ventures explore and learn under conditions of high technological and commercial uncertainty. A second interconnected stream studies how alternate forms of financing and investor identity (corporate venture capital) affect entrepreneurial strategy and innovation. </p>\n
\n
<p>His academic career is informed by his extensive, global career in VC/PE, finance and operating roles across US, Europe and Asia. Prior to academia, he was a Managing Director at multiple VC/PE funds. Before that, he was an investment banker at Goldman Sachs (New York), Director of Corp. Development at Flipkart and Product Engineer at Schlumberger. He has also been a long-time mentor of the IIT Madras Deep-tech Incubation Cell and other venture studios/startup vehicles.</p>\n
\n
<p>He has degrees from the Wharton school (University of Pennsylvania), Massachusetts Institute of Technology (Sloan School), University of Maryland and Indian Institute of Technology (IIT) Madras.</p>\n
"""
]
"department" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"industrrySectors" => array:2 [
"fr" => null
"en" => null
]
"researchFields" => array:2 [
"fr" => null
"en" => null
]
"teachingFields" => array:2 [
"fr" => null
"en" => null
]
"distinctions" => []
"teaching" => []
"otherActivities" => []
"theses" => []
"indexedAt" => "2026-09-22T02:23:07.000Z"
"contributions" => array:3 [
0 => Essec\Faculty\Model\Contribution {#2520
#_index: "academ_contributions"
#_id: "16784"
#_source: array:18 [
"id" => 16784
"slug" => "16784-lean-thinking-deep-impact-exploration-strategies-and-commercialization-of-deeptech-ventures"
"yearMonth" => "2025-07"
"year" => 2025
"title" => "Lean Thinking, Deep Impact? Exploration Strategies and Commercialization of Deeptech Ventures"
"description" => "SUBRAMANIAN, V. (2025). Lean Thinking, Deep Impact? Exploration Strategies and Commercialization of Deeptech Ventures. Dans: <i>Academy of Management Annual Meeting</i>. Academy of Management Proceedings."
"authors" => array:1 [
0 => array:3 [
"name" => "SUBRAMANIAN Vinay"
"bid" => "B00837616"
"slug" => "subramanian-vinay"
]
]
"ouvrage" => "Academy of Management Annual Meeting"
"keywords" => []
"updatedAt" => "2026-09-15 14:50:53"
"publicationUrl" => "https://doi.org/10.5465/AMPROC.2025.440bp"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => "2025"
"number" => "1"
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This study explores how exploration strategies, sequential or parallel, impact commercialization outcomes of deeptech ventures, offering insights into the effects of automation and lifecycle acceleration on firm performance. Lean methods promote early commercial exploration and parallel experimentation to address entrepreneurial uncertainty. Deeptech firms operate in environments characterized by multiple uncertainties, including technical, commercial, and regulatory risks. Using a novel longitudinal dataset of 13,790 firms gathered through machine learning/ NLP and other techniques, and leveraging a difference-in-difference identification strategy based on an exogenous technology shock, I find that parallel exploration improves short-term financial performance by mitigating information asymmetries with resource providers. In contrast, sequential exploration improves organizational learning and is likely to yield superior long-run innovation outcomes. These findings highlight the managerial trade-offs between addressing information asymmetry and enhancing organizational learning for boundedly rational entrepreneurs. This research contributes to literature on experimentation and learning while also informing emerging work on the effects of general-purpose technologies on firms, particularly at the downstream stage of commercialization. It also sheds light on managerial implications in terms of the boundary conditions for employing lean methods with science and technology ventures."
"en" => "This study explores how exploration strategies, sequential or parallel, impact commercialization outcomes of deeptech ventures, offering insights into the effects of automation and lifecycle acceleration on firm performance. Lean methods promote early commercial exploration and parallel experimentation to address entrepreneurial uncertainty. Deeptech firms operate in environments characterized by multiple uncertainties, including technical, commercial, and regulatory risks. Using a novel longitudinal dataset of 13,790 firms gathered through machine learning/ NLP and other techniques, and leveraging a difference-in-difference identification strategy based on an exogenous technology shock, I find that parallel exploration improves short-term financial performance by mitigating information asymmetries with resource providers. In contrast, sequential exploration improves organizational learning and is likely to yield superior long-run innovation outcomes. These findings highlight the managerial trade-offs between addressing information asymmetry and enhancing organizational learning for boundedly rational entrepreneurs. This research contributes to literature on experimentation and learning while also informing emerging work on the effects of general-purpose technologies on firms, particularly at the downstream stage of commercialization. It also sheds light on managerial implications in terms of the boundary conditions for employing lean methods with science and technology ventures."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2026-09-22T02:23:34.000Z"
]
+lang: "en"
+"_score": 7.979865
+"_ignored": array:2 [
0 => "abstract.en.keyword"
1 => "abstract.fr.keyword"
]
+"parent": null
}
1 => Essec\Faculty\Model\Contribution {#2522
#_index: "academ_contributions"
#_id: "16787"
#_source: array:18 [
"id" => 16787
"slug" => "16787-beyond-lean-exploration-sequencing-and-learning-in-deep-tech-ventures"
"yearMonth" => "2025-06"
"year" => 2025
"title" => "Beyond Lean: Exploration Sequencing and Learning in Deep-tech Ventures"
"description" => "SUBRAMANIAN, V. (2025). <i>Beyond Lean: Exploration Sequencing and Learning in Deep-tech Ventures</i>. The Wharton School Research Paper."
"authors" => array:1 [
0 => array:3 [
"name" => "SUBRAMANIAN Vinay"
"bid" => "B00837616"
"slug" => "subramanian-vinay"
]
]
"ouvrage" => ""
"keywords" => array:5 [
0 => "parallel exploration"
1 => "organizational learning"
2 => "deep science & technology"
3 => "entrepreneurial strategy"
4 => "additive manufacturing"
]
"updatedAt" => "2026-09-15 14:21:15"
"publicationUrl" => "http://dx.doi.org/10.2139/ssrn.5544298"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Documents de travail"
"en" => "Working Papers"
]
"support_type" => array:2 [
"fr" => "Cahier de Recherche"
"en" => "Working Papers"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Deep-tech ventures face both technological and commercial uncertainty, yet little is known about how entrepreneurs should sequence exploration across them. I examine how parallel or sequential exploration shapes venture outcomes in asset-intensive settings, arguing that exploration sequencing involves a temporal trade-off between external signaling and internal capability development. Parallel exploration facilitates external validation by generating market signals that reduce information asymmetry, but weakens organizational learning through divided attention and premature technological lock-in. Sequential exploration enables deeper technological learning and absorptive capacity, improving long-run performance. Using a novel longitudinal dataset of 13,785 hardware ventures, behavioral measures derived from patent and trademark timing and the diffusion of additive manufacturing (3D printing) as an exogenous technological development, I find a clear temporal trade-off. Parallel exploration increases the likelihood of early resource mobilization and commercialization, whereas sequential exploration generates stronger long-run innovation and venture performance. These findings identify exploration sequencing as a fundamental strategic choice under multiple uncertainties and establish boundary conditions for entrepreneurial experimentation, including lean startup methods, in asset-intensive firms."
"en" => "Deep-tech ventures face both technological and commercial uncertainty, yet little is known about how entrepreneurs should sequence exploration across them. I examine how parallel or sequential exploration shapes venture outcomes in asset-intensive settings, arguing that exploration sequencing involves a temporal trade-off between external signaling and internal capability development. Parallel exploration facilitates external validation by generating market signals that reduce information asymmetry, but weakens organizational learning through divided attention and premature technological lock-in. Sequential exploration enables deeper technological learning and absorptive capacity, improving long-run performance. Using a novel longitudinal dataset of 13,785 hardware ventures, behavioral measures derived from patent and trademark timing and the diffusion of additive manufacturing (3D printing) as an exogenous technological development, I find a clear temporal trade-off. Parallel exploration increases the likelihood of early resource mobilization and commercialization, whereas sequential exploration generates stronger long-run innovation and venture performance. These findings identify exploration sequencing as a fundamental strategic choice under multiple uncertainties and establish boundary conditions for entrepreneurial experimentation, including lean startup methods, in asset-intensive firms."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2026-09-22T02:23:34.000Z"
]
+lang: "en"
+"_score": 7.979865
+"_ignored": array:2 [
0 => "abstract.en.keyword"
1 => "abstract.fr.keyword"
]
+"parent": null
}
2 => Essec\Faculty\Model\Contribution {#2524
#_index: "academ_contributions"
#_id: "16788"
#_source: array:18 [
"id" => 16788
"slug" => "16788-acquisitions-as-a-venture-scaling-strategy-adolescent-firms-and-innovation-outcomes"
"yearMonth" => "2025-02"
"year" => 2025
"title" => "Acquisitions as a Venture Scaling Strategy: Adolescent Firms and Innovation Outcomes"
"description" => "SUBRAMANIAN, V. et HSU, D.H. (2025). <i>Acquisitions as a Venture Scaling Strategy: Adolescent Firms and Innovation Outcomes</i>. The Wharton School Research Paper."
"authors" => array:2 [
0 => array:3 [
"name" => "SUBRAMANIAN Vinay"
"bid" => "B00837616"
"slug" => "subramanian-vinay"
]
1 => array:1 [
"name" => "Hsu David H."
]
]
"ouvrage" => ""
"keywords" => array:5 [
0 => "venture scaling"
1 => "organic growth"
2 => "acquisitions"
3 => "innovation outcomes"
4 => "endogenous strategic choices"
]
"updatedAt" => "2026-09-15 14:30:01"
"publicationUrl" => "http://dx.doi.org/10.2139/ssrn.5157831"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Documents de travail"
"en" => "Working Papers"
]
"support_type" => array:2 [
"fr" => "Cahier de Recherche"
"en" => "Working Papers"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "When adolescent ventures choose their scaling strategy for longer-run innovation outcomes, is organic-or acquisition-led-growth preferable? The multifaceted reasons managers may choose an acquisitive path, only some of which are observed and measured, makes this question difficult to address. We study U.S. firms undergoing an initial public offering (IPO) between 1975 and 2016 and track the extent to which they conduct acquisitions, pre-and post-IPO. We use firms' patenting activity as proxies for innovation. We address endogenous selection of acquisition strategies by employing difference-indifferences and instrumental variable methods and estimate a 6-10% boost in innovation for acquisition relative to organic scaling. These results contrast with naïve analyses, which suggests a negative or null effect of acquisitions on innovation. Managerial summary. Should managers choose organic or acquisition-led venture scaling strategies when innovation is important? Organic growth may be slower but organizational culture is preserved. Acquisitions involve paying for products and personnel rather than for effort (as would be the case with organic growth). We empirically investigate this choice by studying the innovation and acquisition behavior of US firms going public between 1975 and 2016. Using methods to control for managerial selection, we find that the acquisition pathway, on average, is more desirable for longer-run innovation. We discuss managerial implications."
"en" => "When adolescent ventures choose their scaling strategy for longer-run innovation outcomes, is organic-or acquisition-led-growth preferable? The multifaceted reasons managers may choose an acquisitive path, only some of which are observed and measured, makes this question difficult to address. We study U.S. firms undergoing an initial public offering (IPO) between 1975 and 2016 and track the extent to which they conduct acquisitions, pre-and post-IPO. We use firms' patenting activity as proxies for innovation. We address endogenous selection of acquisition strategies by employing difference-indifferences and instrumental variable methods and estimate a 6-10% boost in innovation for acquisition relative to organic scaling. These results contrast with naïve analyses, which suggests a negative or null effect of acquisitions on innovation. Managerial summary. Should managers choose organic or acquisition-led venture scaling strategies when innovation is important? Organic growth may be slower but organizational culture is preserved. Acquisitions involve paying for products and personnel rather than for effort (as would be the case with organic growth). We empirically investigate this choice by studying the innovation and acquisition behavior of US firms going public between 1975 and 2016. Using methods to control for managerial selection, we find that the acquisition pathway, on average, is more desirable for longer-run innovation. We discuss managerial implications."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2026-09-22T02:23:34.000Z"
]
+lang: "en"
+"_score": 7.979865
+"_ignored": array:2 [
0 => "abstract.en.keyword"
1 => "abstract.fr.keyword"
]
+"parent": null
}
]
"avatar" => "https://faculty.essec.edu/wp-content/uploads/avatars/B00837616.jpg"
"contributionCounts" => 3
"personalLinks" => array:2 [
0 => "<a href="https://orcid.org/0009-0003-2050-8047" target="_blank">ORCID</a>"
1 => "<a href="https://scholar.google.com/citations?user=2lwecxQAAAAJ&hl=en" target="_blank">Google scholar</a>"
]
"docTitle" => "Vinay SUBRAMANIAN"
"docSubtitle" => "Assistant Professor"
"docDescription" => "Department: Management<br>Campus de Cergy"
"docType" => "cv"
"docPreview" => "<img src="https://faculty.essec.edu/wp-content/uploads/avatars/B00837616.jpg"><span><span>Vinay SUBRAMANIAN</span><span>B00837616</span></span>"
"academ_cv_info" => ""
]
+lang: "en"
+"_score": 5.041272
+"_ignored": array:2 [
0 => "bio.en.keyword"
1 => "bio.fr.keyword"
]
+"parent": null
}