Magazine | Issue 2 2025 Michael, as Product Manager, you were involved in the project from the moment it began. What impressed you most during that period? Michael: What I found most impressive throughout the entire project was the team’s unbelievable combination of innovative spirit, trust, and cohesion. We could feel it right from the very beginning: With the CPX 200, we wanted to do more than just develop another device; we wanted to set new standards. For me personally, it was the fact that OMICRON not only went down this path with us but also actively supported us, providing us with a solid foundation of confidence. I found the interdisciplinary cooperation that took place particularly inspiring. Different experts from all areas came together to work on a shared vision. Each one of them applied their expertise with exceptional attention to detail, without losing sight of the bigger picture. But what made the project particularly unique for me was the consistency of customer focus. We didn’t hide our development behind closed doors. Users remained closely involved, we absorbed and scrutinized their feedback, and often, we even completely rethought our approach. This ongoing dialogue made us better, strengthening the team’s cohesion. In the end, we all knew what we were doing this for: for our customers and a product we could take pride in. If you had to choose two or three of the most challenging moments and the absolute highlights, what would they be? If I’m honest, it wouldn’t be fair to the project to only touch upon two or three things; there were simply too many unforgettable moments. You could fill an entire magazine with the highlights alone: from the first operating prototype to intensive customer feedback, and the team’s excitement when a complex problem was finally solved. The journey was full of highlights, both big and small, that kept us going and motivated. Naturally, there were difficult moments too. The most difficult one was certainly the loss of Reinhard Gaurig, not only as a project manager, but as a person, mentor, and friend. The fact that he’s not here to experience the achievement that we’ve all been working towards for so long is particularly painful now. And yet, his spirit remains part of this project. He shaped much of what we accomplished together. His passion, his humor, and his tireless energy live on in the way we work together as a team: with heart, with courage, and with a clear vision. On a scale from one to ten, what level of engineering is involved in the CPX 200, and why? If I had to rate the CPX 200’s engineering level on a scale from one to ten, I wouldn’t hesitate to give it a nine. I’m aware that, being someone who was involved in this project from the moment it began, I have a certain amount of bias. However, this isn’t my way of congratulating myself. I’m looking at its actual value and technical implementation from an objective perspective, and I believe it’s truly exceptional. We didn’t get bogged down in simply creating technology for its own sake; instead, we consistently worked towards solutions that would generate sustainable added value for our customers. Implementing requirements, whether in the field of safety, weight, multifunctionality, or performance, demands the highest level of engineering skill, and that’s exactly what it received. Personally, I lean towards simplicity, as I’m fascinated by achieving as much as possible with as little as possible. But when it comes to technology, simplicity isn’t a trivial matter. It denotes a reduction of the essentials, which reduces the error rate, increases robustness, and allows systems to be controlled and operated over a long period of time. The CPX 200 remains a highly complex system. However, we significantly expanded our technical and conceptual toolbox precisely to manage its complexity with precision, with a clear focus on ease of use and understanding the system. THREE QUESTIONS: Michael Rädler, Product Manager 9
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