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  Redpoint Engineering Moves to New Location - September 2012
Redpoint has moved into new offices in Rancho Bernardo. The address is 11590 West Bernardo Court, Suite 230, San Diego, CA 92127. Our new offices give us room to grow, and, with our new conference room, we are better able to meet both with clients and ourselves, as a team. We invite clients and friends alike to stop in and see us.
  Biomedical Capability - September 2011
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Biomedical products typically have physical requirements that differ in some respects from other products. Those requirements usually center around the need for materials that are compatible with the human body. Not only are such products regulated by FDA requirements, but they must also be able to withstand multiple sterilization cycles involving high temperatures or the use of solvents, or both.

Redpoint Engineering is experienced in the design of such products. We understand the properties of biomedically safe materials, and we understand the constraints on processing those materials to produce sound and economical parts. As an example, the parts we have been designing and molding at Ki Tat currently are using Lexan HP2NR and Lexan HPX4. Both of these are FDA approved biocompatibility tested (FDA USP Class VI/ISO10993) plastics. Read Entire Article
  Many Hands Make Light Work of Product Design - July 2010
By Cyrena Respini-Irwin, Cadalyst.Com

Redpoint Engineering makes a case for refining outsourcing by moving design tasks from the one-stop shop to a nimble network of specialists.

"Outsourcing" is a dirty word to many in this country, especially those who've seen their jobs shipped elsewhere by budget-slashing employers. And consumers know all too well that when finding the cheapest labor is a company's primary goal, quality suffers. But outsourcing isn't always a reckless bid to cut costs.
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  Redpoint Engineering Diversifying into Biotechnology and Defense Industry - July 2010
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Larry Gach, a partner is Redpoint Engineering in Rancho Bernardo and a volunteer business consultant with SCORE in San Diego, a nonprofit business mentoring group is interviewed by the Union Tribune.
  Outsourcing Your Engineering - February 2010
By Amanda Earing, News Editor — Manufacturing.Net

When most people hear the word ’outsourcing’ it often brings a negative stigma to workers. Outsourcing, to some, means job cuts and work sent overseas where labor costs are cheaper. But Larry Gach, President, Redpoint Engineering, points out numerous benefits to outsourcing engineering work that doesn’t result in job cuts or projects lost to foreign competitors — a win-win for all.
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  Redpoint Engineering Launches New Website - January 2008
Redpoint Engineering launched their new website that features their new branding. The site details the backgrounds of its three principal engineers, the company history, the products and services the company offers and showcases a portfolio of some mechanical products they engineered for their clients.
  An Outsourcing Strategy for Product Development - September 2007
by Larry Gach, Redpoint Engineering
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One of the things that has made the American economy as great as it is has been its ability and willingness to continually redefine itself, and by so doing, maintain its competitive edge in the larger world economy. As an example, consider the changing role of mechanical engineering in American companies today. First of all, let me clarify what is meant by ’mechanical engineering.’ For most companies, the mechanical engineering job really is, "the physical aspects of product design," and that is the working definition used herein.

Getting back to the role issue, what both large and small companies are increasingly choosing to do is to outsource mechanical engineering. That is, to have the physical design of their products executed by outside mechanical engineering design firms. In some cases the client company retains a nucleus of in-house mechanical engineers to perform high-level design functions and to manage the outsource resources. In other cases, principally involving smaller companies and start-ups, they outsource the mechanical engineering function in toto.

Perhaps the best reason for outsourcing mechanical engineering is that it solves a problem that many entrepreneurs don’t even realize that they have. Many start-up companies enter the marketplace with products that are not well developed for commercial purposes. Many promising technologies and innovations have failed because the realization of the product was faulty. In many cases the entrepreneur, with limited design skills, has tried to execute the product development himself, or tried to supplement his core technology with a low cost temp having some CAD skills. The result too often is a product that is costly and difficult to manufacture, or which experiences rejection in the marketplace. Having a capable mechanical engineering design team make the transition from idea to commercial product is often the key to success for a start-up.
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  An Open Letter to Venture Capitalists - August 2007
by Larry Gach, Redpoint Engineering
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Let me start by admitting that I don’t know much about the decision-making processes of venture capitalists. From my recent losses on Wall Street, though, I think I know something about the process of investing money, and based on that little knowledge, I would like to suggest a tool for making VCs more successful than they already are.

As I understand it, it’s a statistics game. VC’s don’t expect to bat 1.000. What they try to do is to have a good batting average, and for the rewards from their ’hits’ to more than offset the losses from their ’misses’. Obviously then, any measure that offers to improve their batting average is worth considering. First, however, we need to understand the reasons for the ’misses’, i.e. the reasons why many start-up companies fail. Conventional wisdom is that most start-ups fail due to insufficient capitalization. Well, I’m not going to challenge that notion, nor am I going to tell VC’s anything that they don’t already know about that. So let’s look at another major cause of start-up failures, failure to deliver the product.

My contention is that many start-ups fail because they are ineffective at translating their product concept from the idea stage to the manufactured product. This is not surprising, since most start-ups lack some of the skills necessary for successful product development. People who are good at coming up with product ideas and starting businesses based on them, i.e. entrepreneurs, are not necessary the same as people who are good at product realization. Nor can start-ups typically afford to have comprehensive internal development staffs that can address all the key aspects of product realization.
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