Issue link: https://iconnect007.uberflip.com/i/1111672
72 SMT007 MAGAZINE I MAY 2019 type of customer versus a startup and how to keep both. For example, we consider the level of documentation required for each type of customer. We can run with them as fast as they want, but we also document and protect them and us to have a good end delivery. Johnson: So, a well-prepared customer is very clear on their intended start point with you and what they want the end point to be. Then, they let you drive. Irfan: They should also understand all of the in-between steps and the importance of the process, such as simulations, airflow, thermal analysis, etc. They are very appreciative that we will drive it and finish it versus someone who underestimates understanding the pro- cess. Johnson: If we all learn from mistakes and wise people learn from the mistakes of others, do you have a story that turned out well as to why it is important to be prepared and orga- nized when bringing your design to a contract manufacturer or an ODM? Irfan: Before I answer, because we talked a lot about engineering, we want to make sure cus- tomers understand our manufacturing is world- class in both of our facilities in Santa Clara and Malaysia. We have all of the bells and whis- tles needed to handle complex projects. A lot of customers come to us with everything done in- house and say, "Here's a set of Gerber data. We need you to produce this NPI or prototype run as well as a couple of runs after that." We offer the flexibility for them to engage with us at any level. It doesn't have to be a full-blown engi - neering project, but we want to know every- thing that exists internally, and it's not meant to replace our internal resources; it's meant to complement them. So, they could deal with us for manufacturing only or DFM—whatever makes them successful. Our model is to pro - vide the customer with the combination of skills needed for the project to be successful. Now, coming back to a couple of examples. Last year before CES, we had a customer come to us. They were burned by their previous ven- dors multiple times and had a wearable device. They were struggling to form the concept and had limited time before CES, so they came to us and laid out the problem. We deployed all of our teams very quickly, including even doing the look and feel for the product, the industrial and mechanical design aspects, and electrical simulation because it was a wearable device with a very tight form factor. In six weeks, we had something for them as a first prototype. Three weeks later, after the first prototypes had been made, we had another version that they successfully took to CES, which found success at CES and gained large exposure on all Tier 1 news channels. We were proud to bring that value to the customer in about 10 weeks before CES. We developed a plan for something that had gone bad and made it into something that they were able to raise money for in the next round. Johnson: That's great. Was there a time where things didn't go so well? Irfan: About three years ago, we had another project that was much more complex in terms Component management onsite at Whizz Systems.