Case Study: QI™ Plug-and-Play Electrical Architecture, General Inventions, LLC

General Inventions, LLC, the company of inventor Thomas E. S. Haskins, holds something rare in the electrical trade: a granted utility patent on a genuinely different way to wire a building. Its QI™ system, Quick Install, turns the century-old ritual of stripping, routing, and hand-terminating conductors into a direct-connect, plug-and-play assembly. The invention is real, it is protected, and its prototypes work.

That is exactly the position where good hardware companies stall. An investor can see the product. What they cannot see, and what they diligence hardest, is the operation that turns a working prototype into a certified, manufacturable product at volume. Can you build this repeatedly, to code, at a cost that holds, through a certification gate, into a market defended by entrenched incumbents? A patent does not answer that question. An operation does.

Garrett Partridge LLC entered as the commercialization and operations architect to close that gap. The work was not to improve the invention. It was to build the three things a hardware scale-up is funded and judged on: a commercialization strategy that routes around the incumbents, an operational scale-up roadmap anchored on the certification path, and an investor-diligence package that answers the volume question before it is asked. This is the Investor Readiness engagement, and the hardware in front of it happens to be electrical rather than a defense sensor. The operation is the same.

For more than a hundred years, electrical installation has barely changed: strip the wire, route it by hand, terminate it, and repeat that hundreds or thousands of times per building. It is one of the last major construction trades still run on manual craft, and the economics of that craft are under strain.

The pressure is concrete. Skilled electricians are in short supply and the shortage is worsening. Copper is expensive and manual routing wastes it. Codes grow more complex. And a single breaker panel can absorb 8 to 10 hours of a licensed electrician's time before a device is ever installed. Those hours land on a construction schedule that developers are under pressure to compress, so slow electrical work delays revenue on the whole project.

This plays out inside a roughly $270 to $280 billion U.S. electrical construction and supply industry, per General Inventions' market analysis and consistent with independent estimates for U.S. electrical contracting. A large, slow, labor-bound market carrying three cost centers at once, labor, time, and materials, addressed so far by tools that chip at the edges. That gap between the size of the market and the age of the method is what makes it a candidate for a structural change rather than another incremental product.

QI™ replaces internal wiring complexity with a direct-connect architecture across three patented core components, so the installer seats parts together instead of building each connection by hand.

The gang box terminates wiring at the box rather than the device, so outlets and switches seat directly with no exposed conductors. This is the largest and least popular share of jobsite electrical work, and it is where the biggest labor reduction is projected to land. The breaker accepts hot, neutral, and ground directly, eliminating internal panel routing and reducing wiring to a single insertion step. The breaker panel relocates its buses beneath the breakers so each breaker connects directly to all buses, turning the whole panel into a pre-routed, modular assembly.

All three are protected under a single granted U.S. utility patent, 10,326,263 B2, and the company holds a system-level IP position extending across more than 20 additional filings on the same plug-and-play principle. The defensibility is not in any one device. It sits in the interdependent system design, which is what creates ecosystem lock-in once a builder adopts one component. The clearest analogy is PEX in plumbing: not a better pipe, but a different, faster, mechanical way to assemble the whole system.

QI is designed to attack labor, time, and materials at once, which is the combination that makes adoption an economic decision rather than a preference. Contractors would complete more jobs per month at higher margin, and builders would realize revenue sooner because electrical work stops gating the schedule. The figures below are QI's prototype-tested and internally modeled performance targets, stated as such. They are not field results from a certified, shipping product.

Garrett Partridge LLC built the operational and commercial case around the invention. Three deliverables, each aimed at a specific thing an investor or a market will test. Each one exists as a concrete artifact today; they are what this engagement produced.

Read the three deliverables as one system and the logic is clear. The commercialization strategy defines the market path. The scale-up roadmap makes that path executable against a certification gate. The diligence package makes it fundable. Together they turn a patented invention into an operation an investor can underwrite and a builder can adopt.

The engagement is pre-market. QI is at working-prototype stage, reviewed favorably by electricians, engineers, and builders, with UL certification as the primary remaining gate before a certified commercial launch. Among those who have evaluated it is Suffolk Construction, one of the largest builders in the United States, which reviewed the system and expressed interest. The performance figures here are prototype and internal-modeling targets, framed as such, and this study will be updated as the product clears certification and reaches the field. What already exists is the operator's work: the strategy, the roadmap, and the diligence package are concrete deliverables, not projections.

This is the operator's contribution to a hard-tech company, and it does not depend on the hardware being electrical. The same prototype-to-scale operation and diligence case apply whether the product is a defense sensor onshoring into New England or a plug-and-play electrical system. The engagement model behind it is Investor Readiness, and the method behind every engagement is Standard Work 2.0™.