Back to Stories

Neumann Space

Recovering a Plasma-Thruster Electronics Workstream

Stabilising an inherited power-and-control platform and leading it into sustained vacuum testing for the SpIRIT mission.

Raghav joined as an Electronics Engineer and functionally led a small electronics workstream supporting Neumann Space propulsion development for the SpIRIT programme. The public lesson is deliberately high-level: stabilise and verify before redesigning.

Publicly released Neumann Space plasma-thruster hardware shown against a transparent background.
Publicly released Neumann Space thruster image. Raghav's work occurred during the earlier electronics-development and vacuum-test phase; the final flight configuration may include later revisions.

Company

Neumann Space

Role

Electronics Engineer | Functional Technical Lead

Period

2020

Footprint

Australia — Adelaide

Domains

Aerospace electronics, Electric propulsion, Power electronics, Embedded control, Vacuum testing, Technical programme recovery, Engineering leadership

Technologies

Aerospace electronics, Power electronics, Embedded control, Vacuum testing, Technical leadership

Project at a glance

Company
Neumann Space
Role
Electronics Engineer | Functional Technical Lead
Period
2020
Footprint
Adelaide, Australia
Mission context
SpIRIT
Domains
Aerospace electronics, electric propulsion, power electronics, embedded control and vacuum testing
Challenge
A representative propulsion-electronics platform was not operating reliably, development hardware was scarce and an immediate redesign risked consuming schedule without identifying the root cause.
Responsibility
Lead the electronics recovery path, allocate meaningful work across two early-career engineers and retain responsibility for technical direction, integration and test sequencing.
Approach
Preserve the inherited architecture, isolate the failure systematically, change one meaningful variable at a time and defer non-essential redesign until the system was stable.
Outcome
Recovered the electronics path and enabled sustained firing and integrated vacuum testing toward the programme's next maturity milestone.

Entering a blocked programme

Raghav joined Neumann Space as an Electronics Engineer and functionally led a small electronics workstream supporting plasma-propulsion development for the SpIRIT mission context.

The propulsion concept had previously been demonstrated, but the more representative power-and-control electronics were not operating reliably. Electronics had become a critical path to further integrated testing, with limited development hardware, instrumentation and schedule margin.

The workstream included Raghav and two early-career engineers. His public role is best described as Electronics Engineer with functional technical leadership responsibility, not as the confirmed contractual title of Technical Lead.

Choosing recovery before redesign

A new PCB was one possible response, but the failure was not yet understood. An immediate redesign could have reproduced the same problem, consumed schedule and destroyed useful diagnostic evidence from the inherited system.

Raghav recommended understanding and stabilising the existing architecture first. This was a systems and programme-risk decision rather than reluctance to design.

Under schedule pressure, architecture change is not automatically progress.

Reconstructing the system

Raghav reconstructed the expected system behaviour and compared it with measured operation. The investigation moved through static checks, operating observations and high-level review of magnetic, thermal and switching-loss possibilities.

Plausible causes were eliminated systematically. The initiating problem was traced into the control path, a controlled correction was applied and repeatable operation was restored without a clean-sheet redesign.

This public account deliberately excludes the exact fault mechanism, topology, component identities, operating values, timing, control constants, PCB details and test configuration.

Leading the electronics workstream

Raghav led two early-career engineers, one focused primarily on electronics and one primarily on firmware. He allocated meaningful supporting-circuit, assembly, embedded and test work, reviewed the results and retained responsibility for architecture, integration and test sequencing.

The leadership task was to maintain technical direction under significant programme pressure while protecting the team's ability to focus.

The leader owns the mistakes; the success belongs to the team.

Moving into verification

After the electronics path was recovered, the work shifted from intervention to repeatability and verification. Raghav corrected engineering records, assembled additional hardware and helped move the workstream into sustained firing campaigns.

The integrated system entered vacuum testing, with thermal and pulsed-current behaviour monitored at a high level. The workstream moved from blocking programme progress to representative-environment testing.

Contribution boundaries and later mission context

Raghav left while the TRL-6-oriented ground campaign remained underway. Later qualification, later flight-hardware revisions, spacecraft integration and on-orbit operations remained with Neumann Space and the wider SpIRIT team.

SpIRIT later launched and publicly demonstrated a Neumann Space propulsion system in orbit. That later outcome is programme context, not a claim that Raghav's exact 2020 electronics revision flew.

This Story does not claim that Raghav invented the thruster, designed the complete propulsion system, delivered flight-qualified hardware or formally certified TRL 6.

SpIRIT spacecraft hardware photographed with Earth visible in the background.
The SpIRIT mission later launched and demonstrated a Neumann Space propulsion system in orbit. This later outcome is included as programme context and does not establish that Raghav's exact 2020 electronics revision flew. Image reuse remains subject to confirmation before publication.

Engineering and leadership lessons

  • Recovering an inherited design may be harder than designing from scratch.
  • Measure the operating system rather than relying only on nominal assumptions.
  • Change one meaningful variable at a time.
  • Do not redesign before the failure is understood.
  • A technical lead protects the team's ability to think.
  • Ownership belongs with the leader; credit belongs with the team.