Starlink, OneWeb or Jio? Are we asking the right questions?

The debate over satellite internet in India should not be just about Elon Musk, Mukesh Ambani, spectrum auctions, or national security. It should be about building an Indian satellite communications industry. As a firmware engineer working on satellite hardware and digital processing architectures with one of the leading aerospace companies, I look at these networks not just as consumer services, but as complex stacks of silicon, board-level electronics, and signal-processing pipelines. And from an engineering perspective, the public conversation is missing the bigger picture!

Suppose you were responsible for deciding which satellite internet company should be allowed to operate in India.

Three companies are competing for a share of the market: Elon Musk’s Starlink, Eutelsat OneWeb (Bharti Airtel), and Jio’s satellite venture with SES.

Assume, for the sake of this discussion, that all three satisfy India’s security requirements. They meet the necessary conditions for data protection, lawful interception, network security and regulatory compliance.

Who would you choose?

Would you choose the company that makes the highest bid? Would you favour Jio because it is an Indian telecom operator? Would you favour OneWeb because of its European industrial connections and Bharti Enterprises’ involvement? Or would you allow Starlink to enter because it has already established itself as a global satellite internet provider?

I would ask a different question altogether.

Which of these companies will help India build its own satellite communications industry?

That, in my opinion, is the question the Indian government should be asking and if not, the opposition should be protesting.

The debate is missing the bigger picture!

Much of the public debate surrounding Starlink’s entry into India has revolved around competition, spectrum allocation, national security, the interests of Jio and Airtel, and Elon Musk’s allegations that powerful business interests are obstructing his entry.

These are legitimate subjects for discussion. Spectrum is a scarce public resource, competition must be fair, and national security cannot be compromised.

But there is a bigger question that deserves far more attention: what will India actually gain from allowing these companies to operate here?

Will India simply become another market where foreign companies sell satellite connectivity? Exactly like India is a market for Aircraft, fighter jets and a million other tech products!

Or can this become an opportunity to develop Indian companies that design, manufacture and operate the technology behind satellite communications?

India has already made significant progress in its space programme. ISRO has demonstrated world-class capabilities in satellite design, launch vehicles and complex space missions. Latest reforms in the space sector in India, IN-SPACe has catapulted the private space sector which is now developing satellites, launch technologies, Earth-observation systems and specialised components.

Yet there is a difference between building satellites that observe the Earth and building a large-scale satellite communications network.

And that difference represents an opportunity.

What does a satellite communications supply chain actually look like?

When we talk about satellite internet, it is easy to imagine a satellite orbiting the Earth and a dish installed on someone’s roof. The actual technology ecosystem is considerably more complex.

A satellite communications network depends on several layers of hardware, software and infrastructure.

1. The satellite platform

This is the spacecraft itself: its structure, power generation, thermal management, attitude control, propulsion and onboard computing. These systems keep the satellite operational in orbit.

2. The communications payload

This is the equipment that enables the satellite to receive, process, amplify, route and transmit communications signals. It can include transponders, digital channelisers, beamforming systems, RF electronics and, depending on the architecture, onboard digital processing.

3. The digital backend

Modern communications satellites and their associated networks rely on sophisticated digital electronics, signal processing, networking, control software and data handling. Inter-satellite links may also be used to move traffic between spacecraft. (This is the area where I work as a firmware lead with one the leading aerospace companies)

This is a particularly interesting area for Indian semiconductor, FPGA, embedded-systems and communications-engineering companies.

4. User terminals and antennas

The satellite dish or terminal at the customer’s premises is not a trivial accessory. It contains antenna technology, RF electronics, modem functionality, signal processing and control software. Phased-array antennas are particularly important in electronically steered satellite terminals.

5. Ground stations and gateways

These connect satellite networks to terrestrial internet infrastructure. They require antennas, RF equipment, networking hardware, timing systems, cybersecurity, software and operational infrastructure.

6. Network management and software

Satellite networks also need sophisticated systems for routing, resource allocation, constellation management, monitoring, fault detection, service provisioning and security.

A country that develops expertise across these layers is doing much more than installing satellite internet. It is building an industrial ecosystem.

That is the opportunity India should be pursuing.

Starlink, OneWeb and Jio: three different models

The three contenders do not have identical supply chains.

Starlink is part of SpaceX’s vertically integrated ecosystem. SpaceX designs and manufactures satellites, launches them using its own rockets, and develops and produces much of its associated hardware. It also works with external suppliers.

OneWeb, now part of Eutelsat, has relied on Airbus for the manufacture of its existing satellite fleet. Its broader ecosystem includes European industrial suppliers, satellite operators, launch providers, ground infrastructure and terminal manufacturers.

Jio’s satellite venture, Jio Space Technology, is a joint venture between Jio Platforms and Luxembourg-based SES. It uses SES satellite capacity, including geostationary and medium Earth orbit systems, while Jio brings its Indian telecom presence and distribution capabilities.

All three therefore rely on technology, infrastructure or manufacturing capabilities extending beyond India.

That does not mean that they have no Indian suppliers, Indian employees or Indian infrastructure. Nor does it mean that every component in their networks is imported.

The important distinction is this: none of these business models, simply by virtue of its presence in India, guarantees a complete, predominantly Indian supply chain for satellite broadband.

An Indian gateway does not automatically mean an Indian satellite. An Indian service provider does not automatically mean Indian-designed communications payloads. And assembling an imported terminal is not the same as designing its underlying electronics and antenna technology.

These distinctions matter.

Why should India settle for being a customer?

Consider the opportunity before us.

India has a substantial electronics manufacturing industry, a growing semiconductor ecosystem, a large pool of software engineers and experience in complex digital hardware. Indian companies already design embedded systems, communications equipment, networking products and specialised electronics for international markets.

Satellite communications could provide another domain in which these capabilities develop.

Imagine Indian startups designing digital communications payloads for LEO satellites. Imagine Indian companies manufacturing phased-array antennas, RF front ends, satellite modems, high-speed digital processing boards and optical communication terminals.

Imagine Indian firms supplying ground stations, network-management software and satellite connectivity equipment to operators around the world.

These companies would not necessarily have to build their own global satellite constellations from day one. They could begin by supplying components and subsystems to existing operators, develop expertise through contracts, and gradually move towards more sophisticated products.

Over time, some could become full-system integrators. Others could build their own satellite platforms or communications constellations.

This is how an industrial ecosystem can grow: not necessarily by starting with a direct competitor to Starlink, but by developing the capabilities that make such a competitor possible.

The economic benefits could extend beyond satellite internet itself. Indigenous communications technology could find applications in defence, maritime connectivity, aviation, disaster response, remote infrastructure and other satellite services.

The value would lie not only in the connectivity sold to Indian consumers, but also in the engineering expertise, intellectual property, manufacturing capacity and export opportunities created along the way.

So, what should the Indian government do?

If I had to establish the principles governing entry into India’s satellite communications market, I would begin with two requirements.

The first is straightforward: every operator must satisfy the same relevant security and regulatory requirements, regardless of nationality.

The second is more ambitious: India should have a deliberate policy to develop a domestic satellite communications supply chain.

I would not necessarily demand that every single component be manufactured in India from the first day. That could make deployment unnecessarily expensive or impractical when certain technologies are not yet available domestically.

Instead, I would introduce a phased localisation framework.

First, establish a baseline. Operators should disclose, to the extent commercially and legally appropriate, the Indian content in their ground infrastructure, user terminals and other relevant equipment. The government needs to understand where the value is currently being created.

Second, set measurable targets. A phased increase in domestic value addition could cover gateways, antennas, RF electronics, digital processing, terminals and network software. Targets should distinguish genuine Indian design and manufacturing from simple assembly.

Third, support Indian suppliers. The government could offer competitive grants, research contracts, testing facilities and incentives for startups developing communications payloads, antenna technology, modems, onboard processing and satellite networking equipment.

Fourth, create demand. Local companies need customers, not just grants. Procurement programmes, demonstration missions and partnerships with satellite operators could give Indian firms the opportunity to qualify their products and manufacture them at scale.

Fifth, measure technological progress. The objective should not be to maximise a superficial local-content percentage. It should be to develop Indian intellectual property, engineering expertise, advanced manufacturing and the ability to compete internationally.

Where foreign operators benefit from public support or particular concessions, India could also consider proportionate supplier-development commitments, provided these are transparent, legally sound and consistent with India’s international obligations.

The government should publish clear rules, apply them consistently and give companies sufficient time to comply.

This would be an industrial policy, not simply a barrier to foreign competition.

Thanks for reading, I hope you enjoyed reading the article. Please stay tuned for the next post on this giving you a perspective that no one else is talking about.