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