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𝗟𝗲𝘁 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻 𝗰𝗼-𝗯𝘂𝗶𝗹𝗱 𝘆𝗼𝘂𝗿 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝘁𝗼 𝗺𝗶𝗻𝗶𝗺𝗶𝘇𝗲 𝗽𝗼𝘀𝘁-𝘀𝗵𝗶𝗽𝗺𝗲𝗻𝘁 𝗳𝗿𝗶𝗰𝘁𝗶𝗼𝗻

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  Everyone who ever launched a physical product at scale will sooner or later realize the hard part was never the build but operating it successfully at scale in the field. 𝘛𝘩𝘦 𝘦𝘯𝘨𝘪𝘯𝘦𝘦𝘳𝘪𝘯𝘨-𝘵𝘰-𝘰𝘱𝘦𝘳𝘢𝘵𝘪𝘰𝘯𝘴 𝘩𝘢𝘯𝘥𝘰𝘧𝘧 𝘪𝘴 𝘸𝘩𝘦𝘳𝘦 𝘢𝘷𝘰𝘪𝘥𝘢𝘣𝘭𝘦 𝘧𝘳𝘪𝘤𝘵𝘪𝘰𝘯 𝘢𝘤𝘤𝘶𝘮𝘶𝘭𝘢𝘵𝘦𝘴 𝘲𝘶𝘪𝘤𝘬𝘦𝘳 𝘵𝘩𝘢𝘯 𝘢𝘵 𝘢𝘯𝘺 𝘰𝘵𝘩𝘦𝘳 𝘱𝘰𝘪𝘯𝘵 𝘪𝘯 𝘵𝘩𝘦 𝘥𝘦𝘷𝘦𝘭𝘰𝘱𝘮𝘦𝘯𝘵 𝘱𝘳𝘰𝘤𝘦𝘴𝘴. Most of it is traceable to a single structural problem: operations was brought in at PVT to 𝘳𝘦𝘤𝘦𝘪𝘷𝘦 the product rather than at DVT to 𝘴𝘩𝘢𝘱𝘦 it. By the time the handoff package lands on the ops team's desk, the decisions that will drive their daily reality have already been made and some of them are quietly expensive. The maintenance SOP is one example. In assembly, a technician runs a procedure once per unit, maybe twice across an build cycle. In operations, that same procedure may run every day, on every unit that comes back for service. What i...

TRL & Hardware Development Phases - Mapping Technology Readiness Levels to Concept / EVT / DVT / PVT / Mass Production

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TRL (Technology Readiness Level according NASA definition and as used in EU) is a scale from 1 to 9 that measures the maturity of a technology independent of its production readiness. The hardware development gate framework (Concept → EVT → DVT → PVT → Mass Production) measures the combined readiness of technology, design, manufacturing process, supply chain and quality system. The two frameworks are complementary, not redundant. A product can enter EVT with a high-TRL core technology (e.g. a known battery chemistry at TRL 6) while a subsystem such as firmware integration may still be at TRL 3. The gate framework governs the whole product — which is why each discipline (Mechanical, Electrical, Firmware, Supply Chain, Hardware Operations, Quality, etc.) has its own exit criteria per gate rather than a single TRL number for the system. Often, internal conversations mix up the discussion of Technical Readiness Level (e.g. used in Research heavy environments) and the Hardware Phase Gates...

Fractional and Interim Roles - What you pay me for. And what not.

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I love fractional and interim work for the chance to have positive impact on various people and businesses in a short time. Yes, it comes with a risk. There are months with little traction between jobs. There is constant networking to keep being visible (and I am no natural networker….) And once in an assignment, it is constant grinding beyond usual working hours. So it is all or nothing. And I quite like it, as it is most rewarding after 6-8 month in an assignment to hand over to the final team, knowing to having moved the needle for the team in challenging times. When I see former colleagues turning friends and earlier employees stil asking “what would Nicole have done…” - then something good has happened. Rewarding. That is, why I take the risk of slow months without income and the uncertainty of the next assignment. To me, it is worth it. Photo by Getty for Unsplash+ Fractional ≠ Part-Time Let me get one thing out of the way immediately, because it causes confusion with almost eve...