SKU: 53251020945

Saramonic UwMic9 TX9+TX9+RX-XLR9 Dual-Channel UHF Wireless Lavalier Mic System with Plug-In XLR Receiver for Professional Video, DSLR & Mirrorless Cameras

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Description

Saramonic UwMic9 TX9+TX9+RX-XLR9 Dual-Channel UHF Wireless Lavalier Mic System with Plug-In XLR Receiver for Professional Video, DSLR & Mirrorless CamerasSaramonic UwMic9 TX9+TX9+RX XLR9 Dual Channel UHF Wireless Lavalier Mic System with Plug In XLR Receiver for Professional Video, DSLR & Mirrorless Cameras MFR SKU: UWMIC9TX92RXLR9 Helix SKU: SRUWMIC9TX92RXLR9 Overview The Saramonic UwMic9 TX9+TX9+RX XLR9 is an ultra portable, dual channel, camera mountable UHF wireless system that enables you to use clip on lavalier mics on two separate people while only requiring you to attach a single ultra compact

Saramonic UwMic9 TX9+TX9+RX-XLR9 Dual-Channel UHF Wireless Lavalier Mic System with Plug-In XLR Receiver for Professional Video, DSLR & Mirrorless Cameras

 MFR SKU: UWMIC9TX92RXLR9  | Helix SKU: SRUWMIC9TX92RXLR9

Overview

The Saramonic UwMic9 TX9+TX9+RX-XLR9 is an ultra-portable, dual-channel, camera-mountable UHF wireless system that enables you to use clip-on lavalier mics on two separate people while only requiring you to attach a single ultra-compact receiver to your camera. The included RX-XLR9 receiver can mount directly to an XLR input of a professional video camera, mixer or an audio recorder, and it can also easily be mounted to a DSLR, Mirrorless or Video Camera and plugged into a 1/8” (3.5mm) mic input with the included accessories. This system is easy to use, features durable metal construction, and provides pristine, broadcast-quality sound for interviews, film dialog, field recording, TV and news gathering.

The UwMic9 utilizes the UHF (Ultra High Frequency) spectrum, which helps you avoid interference, and its 514-596 MHz range in 96 selectable channels is not impacted by the FCC’s ban of the 600 MHz frequencies. An automatic-scan feature locates the best available channel for you and the infrared synchronization makes the process a snap. Easy-to-read backlit LCD displays let you make quick adjustments to the intuitive menus in the brightest or darkest environments. Plus, the RX-XLR9 receiver includes a headphone output, enabling real-time audio monitoring if your camera lacks a headphone jack.

Unlike other Plug-In wireless receivers that require expensive proprietary batteries, the RX-XLR9 runs on 2 standard AA’s, and can be powered with an external USB battery pack (sold separately). It can be rotated 320° to make room for other equipment when mounted to a camera. The UwMic9 TX9+TX9+RX-XLR9 is ideal for use with professional video cameras, DSLRs, mirrorless cameras, mixers and portable audio recorders.

  • 2 wireless UHF beltpack lavalier transmitters with an ultra-compact dual-channel plug-on camera receiver, all components feature durable metal construction
  • Easy to use and provides reliable, pristine broadcast-quality sound, put clip-on lav mics on two people with only a single ultra-portable receiver to your camera
  • Receiver mounts directly to an XLR input and includes a shoe-mount with 1/8“ (3.5mm) output cable for DSLR, Mirrorless and Video Cameras, rotates 320° to make room for other equipment
  • Built-in headphone output so you can monitor your sound, even when your camera lacks a headphone jack, easy-to-read backlit LCD display
  • Offers up to 330-ft (100m) operating distance, not impacted by the FCC’s ban of the 600 MHz frequencies 

Specifications:


RX-XLR9 Receiver
Channels: 96 selectable channels in 2 groups (A and B)
Wireless Frequency Range: 514 MHz - 596 MHz
Oscillator Type: PLL synthesizer
Receiver Output Connector: 3-Pin XLR Male
Output Cable: 1/8” (3.5mm) TRS Output Cable
Antenna: 1/4 λwire antenna
Audio Output Level: -60 dBV
Headphone Output Level: 30mW (16 ohm)
Receiver Sensitivity: -95 dBm
Signal to Noise Ratio: 70 dB or more
Voice Delay: 12 ms
Reference Deviation: +/- 5 kHz (-60 dBV, 1 kHz input)
Frequency Response: 40 Hz to 18 kHz (+/- 3dB)
Distortion: 0.5% or less
Spur Suppression: -60 dB
Reference Audio Input Level: -60dBV (MIC Input, 0dB Attenuation)
Batteries: 2 LR6/AA size batteries
Dimensions: 4.4 x 2.48 x 1.02” (112 x 63 x 26mm)
Weight: 3.39 oz (96g) (without batteries)

TX9 Transmitters
Channels: 96 selectable channels in 2 groups (A and B)
Wireless Frequency Range: 514 MHz - 596 MHz
Oscillator Type: PLL synthesizer
Input: Locking 1/8” (3.5mm) TRS mini-jack
Reference audio input level: –60 dBV (MIC input, 0 dB attenuation)
Antenna: 1/4 λwire antenna
Signal to Noise Ratio: 70 dB or more
Voice Delay: 12 ms
Reference Deviation: +/- 5 kHz (-60 dBV, 1 kHz input)
Frequency Response: 40 Hz to 18 kHz (+/- 3dB)
Distortion: 0.5% or less
Spur Suppression: -60 dB
Batteries: 2 LR6/AA size batteries
Dimensions: 6.73 x 2.5 x 1.18” (170.9 x 63.5 x 30.0mm)
Weight: 7.46 oz (211.4g) (without batteries) 

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SKU: 53251020945

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4.8 ★★★★★
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moangu
Carnegie, US
★★★★★ 4
Indicators framework done right
Format: Paperback
I have found this book really useful. I would say it could be useful also for anyone working in a large organization and dealing with the challenges, virtues and downsides of performance indicators methodologies, both for career development within the organization and for the organization's success. The book confirms the need to read Andrew Grove's (1983) High Output Management. And it reminds us that Peter Drucker's (1954) The Practice of Management is still relevant. I would highlight several ideas promoted by the book: First, regarding OKRs: the benefits of the transparency of OKRs, with all OKRs visible to the entire organization, from the CEO down to the lowest level employees; the recommendation of dual planning (annual and quarterly); the role OKRs should have on engagement, commitment and motivation; the importance of constructing and cascading OKRs in a meaningful way as opposed to by rote (set them and forget them), enthusiastic compliance instead of bureaucratic compliance; the need to have two kinds of goals (committed and aspirational); the need to encourage staff to define a portion of their OKRs, to let them develop their own objectives, a healthy proportion of alignment (top-down) and autonomy (bottom-up); the key role of culture and the impossibility sometimes of changing it without staff renewal; the recommendation to separate bonuses from the OKR cycle; the flexibility to adjust or discard OKRs mid-cycle; the real risk of big organizations at any time of having some significant percentage of people working on the wrong things; Second, all the discussion regarding performance management, the recognized futility and sometimes demoralizing effect of annual performance reviews, is very insightful. Other thoughts, not original from this book, but worth recalling: ideas are easy, execution is everything; the ideal number of direct reports to a manager should be somewhere between 7 and 20; the most important things need to get done first or they won't get done at all; not everything that can be counted counts and not everything that counts can be counted; transparency and accountability are two related but clearly different concepts, the latter rather an outcome, the former totally an output; moral suffers when people know they can't succeed. Unfortunately, the book has its shortcomings, most of them associated with the testimonies of OKR virtues. Particularly interesting is the case of Zume Pizza, presented as a success case (and OKR as one of the critical factors of that success story). However, we know now that the company bankrupted a few years after the book was published, showing that even the most successful venture capitalist is not always right, his knack for business not always foolproof. And also showcasing that OKRs might be necessary but certainly not sufficient. At any rate, since the book is complemented by a website (https://www.whatmatters.com/) I wish the author shared there a post-mortem, assessing what happened and the relationship between OKRs and that failure. On the other hand, the case of Bono's NGO could have been spared. Zero value added. And, maybe, also the one about the Gates Foundation. Both examples are part of the book's evangelizing, metaphor-ridden and inspirational tone, where billionaires are presented as driven only for the possibility of bringing happiness to humanity and not as real people, that take most of their decisions in the pursuit of money, power or fame.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on August 16, 2025
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mary Leach
San Leandro, US
★★★★★ 5
Improve any size business-use everyone's brainpower!
Format: Kindle
Use of OKRs is fantastic in any size business. Global goal setting and feedback- everyone in the company on the same page! Get ideas from all levels to solve problems and see improvements. Love it. Get input from everyone. Super great examples of how it works. Very good summary of each chapter at the back for quick refresh. Every business owner should read this book to make that company run well.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on November 7, 2025
S
Verified Purchase
Sal P.
Cuba, US
★★★★★ 5
Great Execution Book!
Format: Hardcover
I just finished "Measure What Matters" by John Doerr. Such a great book full of advice for companies struggling with #execution. My favorite #quotes from this book: "Good ideas with great execution are how you make magic." @Larry Page "Ideas are easy. Execution is everything." "I view this year's failure as next year's opportunity to try it again." @Gordon Moore "Specific hard goals produce a higher level of output than vaguely worded ones." "Set goals from bottom up." "Dare to fail." "... four OKR superpowers: focus, alignment, tracking, and stretching." "Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them." @Andy Grove "When you are tired of saying it, people are starting to hear it." Jeff Weiner "Done is better than perfect." Sheryl Sandberg "... if we try to focus on everything, we focus on nothing." "Growth costs money." "... you can only do one big thing at a time really well, and so you better know what that one is." "Doing too much too soon will definitely end in pain." "To inspire true commitment, leaders must practice what they teach" "Transparency seeds collaboration." "Having a good mission is not enough. You need a concrete objective, and to need to know how you're going to get there." "... my favorite definition of entrepreneurs: Those who do more than anyone thinks possible ... with less than anyone thinks possible." "If you set a crazy, ambitious goal and miss it, you'll still achieve something remarkable." @Larry Page "Stretch goals can be crushing if people do not believe they're achievable. That's where the art of framing comes in." "Feedback is an opinion, grounded in observations and experiences, which allows us to know what impression we make on others." Sheryl Sandberg "Feedback can be highly constructive- but only if it is specific." "Continuous recognition is a powerful driver of engagement." "... a really good company values different opinions." "... behavior defines a company more meaningfully than product lines or market share." "Vision-based leadership beats command-and-control." "People watch what you do more than what you say." "Time is the enemy of transformation." "... there was no shame in trying your hardest and failing, not when OKRs help you fail smart and fail fast." "Goal setting is more art than science."
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on September 20, 2018
K
Verified Purchase
Kevin
Lake Worth, US
★★★★★ 3
helpful and moderately entertaining
Format: Kindle
Like most business books this likely could have been a long journal article, but overall still worth a quick read.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on March 10, 2026
D
Verified Purchase
David E.
Battle Creek, US
★★★★★ 5
Excellent way to learn about a framework used by Andy Grove and Google. Specific examples and case studies are terrific!
Format: Hardcover
I couldn’t put this book down, so I read it in one sitting. Many business books talk about the organizational brilliance of Andy Grove's Intel, Google, disruptive startups, and high-performing charities. This one actively teaches you how to mimic their organizational brilliance. The book distinguishes itself by providing clear examples of how OKRs help organizations achieve their full potential. Primary source documents, including internal memos, show how Intel CEO Andy Grove used OKRs to rapidly respond to competitive threats. As an admirer of Google, I enjoyed learning how OKRs were used at key points in its history. When Google employed 25 people, CEO Larry Page set OKRs for every engineer. When Chrome sought to disrupt the browser market, OKRs enhanced the product team’s creativity. When YouTube sought to establish its own identity within Google, OKRs helped the team set appropriate business goals. It’s really nice that specific OKRs from Google’s history are included in the book. Some people mistakenly believe that OKRs only work for Google, and the book provides clear examples of how OKRs were successfully implemented by startups, large corporations, and non-profit organizations. Entrepreneurs will enjoy learning how fitness, education, healthcare, and food delivery startups used OKRs to find new markets and manage their expanding headcount. Fans of corporate transformations will enjoy learning how OKRs led to human resources and technology process overhauls at some of the world's largest companies. Non-profit leaders will enjoy learning how the Bill & Melinda Gates Foundation and Bono used OKRs to impact millions. All in all, I found the chapters to be short yet impactful, and arranged in a logical sequence. I particularly liked that as the book progresses, it provides clear examples of how to overcome the nuances of implementing OKRs. I felt my OKR-setting muscles getting stronger by the end of the book.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on April 30, 2018

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