Steven Gillard

The UK's Strategic Defence Review (SDR) introduces uncertainty for the New Medium Helicopter (NMH) program. As industry players await clarity, the focus must remain on enhancing operational readiness & maintaining a cutting-edge advantage. Opportunities: The SDR & NMH program represents a critical juncture for defense contractors. The possibility of redefined requirements & adjusted quantities provides a unique opportunity for innovative solutions that align with evolving strategic needs. Companies can leverage this period to refine their offerings, ensuring they meet both current & future demands. Advice: 1. Adaptability & Innovation: -Action: Develop flexible, scalable helicopter platforms that can quickly adapt to changing requirements & integrate new technologies. -Outcome: This ensures relevance & competitiveness, even as procurement landscapes shift. -CRG's expertise in defense innovation ensures your solutions are cutting-edge & resilient. 2. Strategic Partnerships: -Action: Form strategic alliances with local suppliers & manufacturers to enhance your bid’s economic appeal & local integration. -Outcome: Strengthens your position in the procurement process by aligning with national priorities. -Utilize CRG’s extensive network & local liaison services to forge impactful partnerships. 3. Robust Proposal Management: -Action: Invest in comprehensive proposal development that highlights the economic & operational benefits of your platform. -Outcome: Demonstrates your commitment to both national security & economic growth. -Leverage CRG’s advanced proposal consulting services for a winning bid. 4. Resilient Supply Chain: -Action: Ensure a robust, secure supply chain capable of meeting accelerated timelines & evolving requirements. -Outcome: Guarantees timely delivery & operational readiness. -CRG’s CONUS/OCONUS offices provide real-time data to ensure supply chain efficiency. Differentiators: - Technological Superiority: Emphasizing cutting-edge technology & flexibility in your helicopter platforms ensures they remain relevant & effective amidst changing defense priorities. - Local Economic Impact: Highlighting local production & economic benefits strengthens your bid by aligning with national strategic goals. - Strategic Alliances: Building robust partnerships with local firms enhances your proposal's appeal & operational effectiveness. As the UK navigates its Strategic Defence Review, companies must position themselves as adaptive, innovative, & strategically aligned partners. Engage with CRG today to ensure your bid is robust, competitive, & positioned for success. Don't miss your chance to lead in the next generation of military aviation. Visit http://crgroupinc.com or contact us at [email protected] for more information. #DefenseInnovation #MilitaryAviation #HelicopterTech #SupplyChain #UKDefence #NMHProgram #AerospaceTech #NationalSecurity #Defense #UKMOD #MilitaryTech #FMS

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Jericho Disruptive Innovation (JDI) continues to develop prototype capabilities for Head of Air Force Capability (HAC) to demonstrate options to solve gaps, risk and issues and take opportunities. A part of this remit includes the testing of developmental systems in a safe and risk managed way, and in this context JDI has raised Project ‘CAMEL TRAIN’. Improving the Australian Defence Force’s ability to operate from Australia’s northern approaches is a key priority outlined by the National Defence Strategy (NDS) for the future integrated force and this will be the primary focus for CAMEL TRAIN. The logistics supply chain within Australia’s northern approaches needs fundamental modernisation and novel solutions to meet the strategic objective of responding with credible military force. A resilient and robust logistics supply chain management system is required to enable commanders to fight, sustain and win in Australia’s northern approaches. CAMEL TRAIN will deliver a suite of air vehicles integrated into an autonomous Air Logistics Support (ALS) system. The CAMEL TRAIN system will strengthen the supply chain and offer a solution for rapid resupply of smaller stores to meet unforeseen urgent demands. The ability to rapidly resupply spokes from a logistic hub without straining personnel or larger airframes would significantly enhance the capacity and efficiency of the existing air logistics system. CAMEL TRAIN will eventually encompass a family of vehicles, ranging from short distance (50km) rotor variants capable of precision delivery up to 50kg, to longer range (1000km) fixed wing variants capable of transporting 1000kg. Larger variants will allow for optional crewing. Support at sea as well as land is planned, with at least some variants to be able to support maritime units by air drop or amphibious landings in waters up to Sea State 2. The system is to have a proven detect and avoid (DAA) function for flight control to operate in Class G airspace due to the prevalence of multiple users in that class of airspace. It is also recognised that using a type certified airframe for initial testing mayspeed introduction into active service. CAMEL TRAIN will be implemented in phases. This Request for Proposal (RFP) will define the scope of development services required for Phase 1 and will underpin subsequent procurement stages. Full details here https://lnkd.in/ga_RrAse All the latest with the AUKUS Forum here https://aukusforum.com #AUKUS 🇦🇺🇬🇧🇺🇸 #CAMELTRAIN

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Daniel Sleat, Tony Blair Institute for Global Change. "This presents a complex picture for the UK, which no longer has the military strength to project itself alone, nor the right mixture of capabilities to effectively fight a modern war. This necessitates some fundamental changes to how it does defence policy – and that’s something the country’s political parties clearly recognise, given how important a topic defence has already become during the election campaign. It’s also why the Tony Blair Institute for Global Change (TBI) has just published a paper: Reimagining Defence and Security: New Capabilities for New Challenges. Defence policy needs to be driven more effectively from the centre of government, with a new National Security Team in Number 10 helping to think through the threats faced and establish the necessary deterrents. This team would include not just the right mixture of personnel from within government but from outside it too, including experts in tech, AI and cyber warfare."

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New RUSI report, ‘Requirements for the Command and Control of the UK’s Ground-Based Air Defence’ by Dr Jack Watling and Dr Sidharth Kaushal is out now! For decades, air defence has been a low priority for European NATO. The UK has also seen its ground-based air defence (GBAD) reduced in priority. However, several factors, including the modernisation and proliferation of Russian and Chinese air defences and Iranian and Russian collaboration in developing a wide range of threat systems, have prompted a renewed focus on the importance of air defence. As the Ministry of Defence sets about to develop an integrated air and missile defence strategy and the army is starting work on its land GBAD programme, our new paper outlines the trajectory of the future air threat environment and the components critical to meeting that threat. The paper then identifies requirements for the command and control of the British Army’s GBADs. Head over to our website now to read the full report and its findings.

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Today the The Aerospace Growth Partnership (AGP) published its report highlighting the progress that the sector has been on the long term commitments outlined in the Destination Zero strategy released in 2022. The next 5 years is decisive in the maintaining the UK aerospace industry’s relevance for the future. Whilst looking forward, this is an opportunity for Innovate UK and its aerospace team to reflect on our role in supporting the sector through the ATI Programme. Winding the clock back to the Farnborough Airshow 2012, HM Government published its industrial strategy for aerospace, ‘Reach for the Skies’, setting out the vision and strategy for the AGP; a plan for 15 years and beyond for government and industry to work together to secure the future for UK aerospace. Reach for the skies: a strategic vision for UK aerospace. https://lnkd.in/estGYi3z This was followed in early 2013 by ‘Lifting Off’, which established the ATI Programme to deliver long term R&D investment in the sector, with the programme launching in April 2013. https://lnkd.in/eAu7f3Aw Initially launched as a 7-year programme totaling £2 billion investment (50% government / 50% industry), the success of the investment in securing and growing the UK aerospace sector led to the programme being extended to 2031 with additional funding to support the industry. The programme, now in its 12th year, has been supported by Innovate UK (IUK) since its launch. A member of the programme partnership alongside the Department for Business and Trade (DBT) and the Aerospace Technology Institute (ATI), Innovate UK is the Funding and Contracting Authority. The programme is largest Managed Programme that Innovate UK delivers, with a budget of £195 million in the current fiscal year. In its role, IUK also provides project delivery monitoring and delivers the Full Stage Application process on behalf of DBT, including undertaking an independent technical and delivery assessment of the proposals. Proposals are submitted by those invited to the full stage by DBT, following recommendation by ATI at the relevant Expression of Interest or Outline Stage. The Full Stage Application (FSA) is assessed by all 3 partners and DBT awards funding based on the recommendations by the partners, subject to DBT ministerial and, where appropriate, HM Treasury approval. If you would like to know more about the role of Innovate UK in the ATI Programme, including the Full Stage Application process, you can find us in Hall 1, Stand 1110. FSA Process Map:

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Recommended read! A well authored report based on high quality data inputs from leading UK defence businesses, with good year on year trend analysis and comparisons to the wider UK industrial base. Given the lag time to collate full annual year data the latest data set relates to 2022 and still shows supply chain challenges from a post-pandemic state of flux. The next year's data sets will be insightful as the real gearing up of defence spend worldwide starts to print through into the data. Nevertheless, some key trends already: productivity and wages remain higher than than the UK industry average; supply chain engagement is rising; employment and training are both growing and a younger workforce is coming on stream.

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Love this article in the FT discussing today's key issues in Defence Procurement. The announcement of the root and branch UK defense review indicates significant disruption ahead for the industry. The bifurcation of capability between exquisite and affordable solutions will require the procurement process to cater to both. Properly embracing spiral development (rather than tinkering around the edges) will be important but transitioning to a software-defined, hardware-enabled approach will be crucial. #DefenceProcurement #UKDefenseReview #IndustryDisruption

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An interesting article from Janes about the ongoing British Army Morpheus situation (sorry, it's behind a paywall, but hopefully readable by some people who see this post). Very happy to see that it makes a big reference to the EVEREST demonstrations we put together last summer at the Defence Battle Lab along with Ian Blower MBE of L3Harris and Peter Hurst of DRS, which showed how a team of companies, about 6 in total, could put together at some speed and deliver a 90% (ish!) solution off-the-shelf now with minimum commercial fuss - ready for any imminent conflict, and providing a significant transformation to the Army's tactical #C2 capabilities. I particularly liked Ian's quote in the article: "Many of these systems are in service with the military, the idea being that the army can “literally have it now”, Blower said." Well worth a read if you have access to Janes. https://lnkd.in/enn9js-t

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The UK will spend at least 7% of a growing defence budget on R&D and military-related science and technology, in a move that could close to double spending by 2030. On 23 April during a visit to Poland, prime minister Rishi Sunak set out plans to nudge UK defence spending up to 2.5% of GDP by the end of the decade – the equivalent of £75 billion extra over the period - to help counter an “axis of autocratic states like Russia, Iran and China”. The funding boost comes with a promise to spend at least 5% of the country’s Ministry of Defence budget on R&D from next year, and another 2% to “support the exploitation of promising science and technology in military capability”. “Today’s £75bn will give our armed forces a strategic advantage against any aggressor, by ensuring 5% of the defence budget goes to R&D to harness new tech from lasers to AI,” said defence secretary Grant Shapps on X earlier this week.

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Rethinking Innovation: Adapting New Technologies in UK Defence: In the realm of defence, the introduction of new technologies often comes with the instinct to graft them onto existing frameworks and systems. This approach, while comfortable, can restrict the transformative potential these technologies offer. Consider how legacy processes in defence have often been based on past assumptions and infrastructures. As we integrate cutting-edge digital tools, do we merely use them to enhance old methods, or are we missing opportunities to revolutionise our operations? For example, in modern warfare, the relevance of static command centres is evolving. With the advent of mobile and secure digital communication, can we envisage command structures that are more agile and less dependent on fixed locations? Similarly, inventory and logistics in defence can shift from traditional stockpiling to dynamic, just-in-time supply chains enabled by AI and predictive analytics. As we advance, it's critical to question historical assumptions. Do we still need the same physical infrastructure, or can virtual training environments and simulated exercises offer effective alternatives? Are there new ways to manage and deploy personnel that better reflect today's mobile and connected world? The challenge for UK defence is not just to adopt new technologies but to fundamentally rethink how we can use them to enhance strategic and tactical capabilities. Let's not limit ourselves by the past—instead, let's leverage new tech to redefine our operational possibilities. #UKDefence #MilitaryInnovation #DigitalTransformation #RAFAstra

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Olivia O’Sullivan, Director, UK in the World Programme Dr Patricia Lewis, Research Director; Director, International Security Programme "The election debate has omitted a wider discussion on deterrence. Military postures and doctrines – whether conventional, cyber or nuclear – can only deter if they are useable, credible and the adversary is understood well enough to know what might deter them. But like any form of prevention, knowledge of what worked in the past, works now and may work in future is full of uncertainty. Since the Cold War, Western countries have been relying heavily on a mix of deterrence postures with the intention to reduce defence spending and reduce risks of war. But what actually deters hostile actors and states from attacking others needs rethinking. The problem with relying on nuclear weapons as a backstop, is that the threat to use them has to be believed by the adversary. In today’s world, it is autocratic leaders, caring little for the devastating impact on their citizens, neighbours and the rest of the world, who would credibly threaten the use of nuclear weapons. Leaders who care about their countries will not make such threats. " https://lnkd.in/et9UX74P

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