X-Virus-Scanned: clean according to Sophos on Logan.com X-SpamCatcher-Score: 47 [XX] Return-Path: Sender: To: lml@lancaironline.net Date: Sat, 06 Jan 2007 11:02:28 -0500 Message-ID: X-Original-Return-Path: Received: from [64.12.137.3] (HELO imo-m22.mail.aol.com) by logan.com (CommuniGate Pro SMTP 5.1.4) with ESMTP id 1740633 for lml@lancaironline.net; Sat, 06 Jan 2007 10:43:52 -0500 Received-SPF: pass receiver=logan.com; client-ip=64.12.137.3; envelope-from=MikeEasley@aol.com Received: from MikeEasley@aol.com by imo-m22.mx.aol.com (mail_out_v38_r7.6.) id q.c48.96183b6 (57341) for ; Sat, 6 Jan 2007 10:42:57 -0500 (EST) From: MikeEasley@aol.com X-Original-Message-ID: X-Original-Date: Sat, 6 Jan 2007 10:42:55 EST Subject: Re: [LML] Re: D2 Update part deux X-Original-To: lml@lancaironline.net MIME-Version: 1.0 Content-Type: multipart/alternative; boundary="-----------------------------1168098175" X-Mailer: 9.0 Security Edition for Windows sub 5354 X-Spam-Flag: NO -------------------------------1168098175 Content-Type: text/plain; charset="US-ASCII" Content-Transfer-Encoding: 7bit Brent, The "arms length" relationship between D2A and Chelton makes sense. It seems that D2A existed because Chelton didn't want to get directly involved in the experimental market. So the two companies set up an arrangement where Chelton would sell hardware and software to D2A and Chelton would in some ways "walk away" from all the installation and support issues. Chelton's statement that they "have no outstanding orders from D2A" further clarifies what you've said. D2A was really the manufacturer of their systems, buying components form vendors like Chelton. D2A would make their living working out installation and support issues, even to the extent of changing a major component like the AHRS. I can't imagine an avionics manufacturer endorsing a HUGE change like Crossbow to Pinpoint. IF D2A was just a "dealer" pulling boxes in the back door and pushing them out the front door, Chelton wouldn't have shipped systems without all the components and let D2A use an alternate AHRS. If a builder or panel builder ordered a Chelton system from D2A, paid the money to D2A, and hasn't seen their stuff, it's hard to drag any other company into the mix if D2A never ordered the product. If the money moved from D2A to Chelton, Pinpoint, etc., then it's reasonable that the product may find its way to the end user, bypassing D2A. But that's a big IF, and Chelton is claiming "no outstanding orders". Brent, the real issue in my mind is the money. If the money is still somewhere to pay for the equipment then it's reasonable that the customers will come out fine. But companies don't close the doors if the cash to make things work is still available. I fear that the opposite is true, the money's gone. Where? I owned a business in Silicon Valley where companies were at the top, and gone six months later. I got 11 cents on the dollar when one of my customers folded. From the outside looking in, it's impossible to tell how close a "successful" company can be to disaster. Mike Easley -------------------------------1168098175 Content-Type: text/html; charset="US-ASCII" Content-Transfer-Encoding: quoted-printable

Brent,

The "arms length" relationship between D2A and Chelton makes sense.&nbs= p;=20 It seems that D2A existed because Chelton didn't want to get directly involv= ed=20 in the experimental market. So the two companies set up an arrangement= =20 where Chelton would sell hardware and software to D2A and Chelton would in s= ome=20 ways "walk away" from all the installation and support issues. Chelton= 's=20 statement that they "have no outstanding orders from D2A" further clarifies=20= what=20 you've said. D2A was really the manufacturer of their systems, buying=20 components form vendors like Chelton.

D2A would make their living working out installation and=20 support issues, even to the extent of changing a major component like t= he=20 AHRS. I can't imagine an avionics manufacturer endorsing a HUGE change= =20 like Crossbow to Pinpoint. IF D2A was just a "dealer" pulling boxes in= the=20 back door and pushing them out the front door, Chelton wouldn't have shipped= =20 systems without all the components and let D2A use an alternate AHRS.

If a builder or panel builder ordered a Chelton system from D2A, paid t= he=20 money to D2A, and hasn't seen their stuff, it's hard to drag any other compa= ny=20 into the mix if D2A never ordered the product. If the money moved from= D2A=20 to Chelton, Pinpoint, etc., then it's reasonable that the product may find i= ts=20 way to the end user, bypassing D2A. But that's a big IF, and Chelton i= s=20 claiming "no outstanding orders".

Brent, the real issue in my mind is the money. If the money is st= ill=20 somewhere to pay for the equipment then it's reasonable that the customers w= ill=20 come out fine. But companies don't close the doors if the cash to make= =20 things work is still available. I fear that the opposite is true, the=20 money's gone. Where?

I owned a business in Silicon Valley where companies were at the top, a= nd=20 gone six months later. I got 11 cents on the dollar when one of my=20 customers folded. From the outside looking in, it's impossible to tell= how=20 close a "successful" company can be to disaster.

Mike Easley

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