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The Prototype-to-Production Valley of Death: Why Your NPI Timeline Is 3x Longer Than It Should Be
By Sameer P, Founder, Sarga II The Failure No One Sees Coming A hardware team delivers a working prototype. The demo runs cleanly. The engineering review clears it. The sales team books a customer commitment based on a 6-month production timeline. Three months later, the contract manufacturer asks for a complete design package before quoting tooling. The package isn't ready - tolerances weren't finalized with CM input, critical components have 26-week lead times that no
Sameer P
2 days ago7 min read
Most Manufacturers Are Building Products Nobody Asked For - Here's the Framework to Fix It
By Sameer P, Founder, Sarga There's a product sitting in a warehouse right now - beautifully engineered, technically sound, passed every internal review - that nobody is buying. The team that built it is frustrated. The sales team is frustrated. Leadership is calling it a "market timing issue" or blaming distribution. Nobody wants to say what's actually true: the product solved a problem the engineering team found interesting, not a problem the customer was willing to pay to
Sameer P
5 days ago5 min read
The Prototype-to-Production Valley of Death: Why Your NPI Timeline Is 3x Longer Than It Should Be
By Sameer P, Founder, Sarga II The Failure No One Sees Coming A hardware team delivers a working prototype. The demo runs cleanly. The engineering review clears it. The sales team books a customer commitment based on a 6-month production timeline. Three months later, the contract manufacturer asks for a complete design package before quoting tooling. The package isn't ready - tolerances weren't finalized with CM input, critical components have 26-week lead times that no
Sameer P
Most Manufacturers Are Building Products Nobody Asked For - Here's the Framework to Fix It
By Sameer P, Founder, Sarga There's a product sitting in a warehouse right now - beautifully engineered, technically sound, passed every internal review - that nobody is buying. The team that built it is frustrated. The sales team is frustrated. Leadership is calling it a "market timing issue" or blaming distribution. Nobody wants to say what's actually true: the product solved a problem the engineering team found interesting, not a problem the customer was willing to pay to
Sameer P
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