Brenda Fan

Most US wearable programs don’t fail at hardware. They fail when mid-stage manufacturing decisions quietly turn into business constraints. I’m typically brought into US wearable programs when teams are past the idea stage — EVT, DVT, or early PVT — and start realizing that “reasonable” technical choices may lock the product, cost structure, or roadmap in ways that are hard to reverse later. I work with North American brands building AI glasses, smart rings, smartwatches, and connected wearables who need more than a factory. They need someone to own manufacturing decisions at the point where technical trade-offs become long-term business commitments. My role is to take ownership of OEM and ODM decisions across concept validation, EVT, DVT, PVT, and scale-up — aligning engineering execution with US market realities around launch timing, lifecycle cost, quality expectations, and post-launch obligations. Acting as the primary escalation and decision interface between US-based product, procurement, and leadership teams and manufacturing execution, I help teams surface risks early, make trade-offs explicitly, and avoid lock-in scenarios that only become visible after launch. Clients work with me not for speed alone, but for clarity — because once a wearable product ships in the US market, manufacturing decisions stop being technical choices and start behaving like irreversible business decisions. If you’re already building, preparing for a US launch, or sensing friction between product intent and manufacturing reality, that’s usually the moment when my involvement has the most impact.