November 23, 2017 | Local, Aerospace, Naval, Land, C4ISR, Security
Posted on November 23, 2017 by Chris Thatcher
When the federal government delivered its 2017 budget last spring, innovation was mentioned 262 times and served as the focal point for numerous new initiatives.
The centrepiece was the Innovation and Skills Plan, a series of proposals that included additional venture capital funding, new support for innovation in key growth areas and superclusters, and Innovation Canada, an initiative to bring siloed projects and funding programs for innovators under one roof.
More recently, the government in its 2017 defence policy introduced IDEaS (Innovation for Defence Excellence and Security), a program currently seeking Treasury Board approval that will invest $1.6 billion over the next 20 years to generate solutions to complex challenges across the Canadian Armed Forces. It will also speed up the development of new technologies through contests, sandbox trials, research networks and other programs.
The devil is always in the details of such initiatives, and all are in the early stages. Still, they have been widely welcomed by the aerospace sector.
However, innovation is not for the inexperienced, four seasoned small business executives cautioned during the annual Canadian Aerospace Summit on Nov. 7. While government programs often appear to be tailored to recent graduates with youthful enthusiasm, true innovation doesn't succeed without business acumen.
“It takes experience; it takes patience,” said Gabe Batstone, a self-described serial entrepreneur with over two decades in the tech sector, who recently launched Ottawa-based Contextere, an artificial intelligence firm focused on applications for blue collar workers that has secured funding from BMW, Lockheed Martin and Samsung.
Aerospace and defence programs can take years to mature and regulations invariably play a big part in the introduction of any new technology, he said. “To bring emergent technology into complex organizations, it's about procurement [expertise], about sales, about relationships, about [understanding] regulations. The technology is the least difficult part.”
In fact, tried and true business practices focused on customer relations are essential to entrepreneurial success.
“I was never worried about the technology,” said John Mannarino, president of Montreal-based Mannarino Systems and Software, a company that has grown from a one-man consultancy to over 60 employees specializing in engineering services and airborne software. Rather, innovation has come from listening to customers and suppliers, and that takes time. “I had to learn.”
In an address to the Summit, hosted by the Aerospace Industries Association of Canada, Michael Anderson, president of Saab North America, observed that innovation does not happen without an element of risk. “The organization that has the best ability to effectively mitigate risk while providing an environment that promotes risk-taking will eventually be a successful innovator and, of course, a successful business.”
But there is a point at which small companies cannot take on more risk, said Dave Muir, president and CEO of Ottawa-based Gastops, a health monitoring firm that has developed sensor and analysis tools for complex aircraft and engines. “The larger companies are pushing risk way more down into the supply chain than they were. As a small fish there is only so far out from the shore you can swim before bad things happen.”
The pace of change is also creating challenges for small business, and it's not limited to technology. Development cycles, production schedules, and time to market have all been compressed in recent years.
For Patrick Thera, president of SED, a division of Calian that has been developing commercial satellite and ground systems solutions for over 50 years, that means being shrewd about where and with whom to invest.
“Key collaborations are very important,” he said, noting that “coopetition” has sometimes made for unexpected partners. “One day you're competing against a fellow company and the next you're partnering with that company.”
Gastops, too, has invested far more than previously in establishing collaborative networks to further its innovation. “I strongly believe, especially for a small company, that you cannot do innovation in the aerospace industry by yourself alone in the back room,” said Muir.
Adapting to the pace of change can be especially difficult if you don't have the necessary specialized skills in your company. All four executives acknowledged the challenge of finding top software and engineering talent when much larger companies in every sector are pursuing the same people. But they also argued that as products become more sophisticated, expertise in procurement, project management, intellectual property and marketing is critical to innovation and a company's growth.
When you are competing against cool start-ups with world-changing visions, “you have to go a long way to show people that you do offer a lot of things that they can take pride in, that you save lives every day with the technologies you create,” said Thera.
https://www.skiesmag.com/news/innovation-requires-experience-aiac-panel
February 24, 2021 | Local, Aerospace, Naval, Land, C4ISR, Security
Canadian Defence Marketplace is a new and innovative global platform bringing industry and government leaders together for virtual business-to-business and business-to-government meetings on May 6, 2021, and November 4, 2021.
September 11, 2019 | Local, Naval
DAVID PUGLIESE, OTTAWA CITIZEN BMT Canada Ltd. was recently awarded a $77.8 million contract to provide engineering, logistics, management, and support services to the Royal Canadian Navy's fleet. The contract initially runs for five years but there are options to extend that, according to the latest industry roundup in this month's Esprit de Corps defence magazine. The Ottawa-based company will provide a wide variety of work such as standards development and logistics services for equipment sustainment, according to the Department of National Defence. This contract will support the RCN's current and future fleet in instances where DND does not have the capacity to perform all of this work in-house, the department noted. The contract is known as Engineering, Logistics, and Management Support 2 (ELMS2) and the company's services will directly support the Director General Maritime Equipment Program Management (DGMEPM) and the Director General Major Project Delivery (DGMPD) (Sea) at the DND. Darcy Byrtus, President of BMT Canada, noted that the firm has been handling the ELMS contract since 2009. “Our experience in supporting complex programs positions us uniquely to assist Canada and the Royal Canadian Navy in successful delivery of its acquisition and support mandates,” he added in a news release. Under ELMS, BMT and their Tier 1 subcontractor Fleetway Inc., will provide a highly diverse range of services including the review of deliverables DND receives from capital acquisition projects, such as the Canadian Surface Combatant. The work also entails engineering expertise, technical investigations and program support. Rheinmetall Canada has taken over Provectus, an Ottawa-based firm specializing in the development of advanced robotics systems and software. Though now owned by Rheinmetall Canada, Provectus will continue to operate under its previous managing director, Paul Rocco. In recent product presentations, Rheinmetall has generated great interest with its Mission Master unmanned multi-mission vehicle, which is based on Provectus technology, modified for military use by Rheinmetall Canada. The firm sees unmanned ground vehicles playing an increasingly important role in future military operations on land, much like unmanned air vehicles do in an aviation context. Some will serve in an unarmed logistic or reconnaissance role; others will function as mobile weapon platforms. “We have already been working closely with Provectus in our unmanned ground vehicle project,” Stéphane Oehrli, president and CEO of Rheinmetall Canada, noted in a statement. “This vertical integration gives us a decisive advantage in the field of autonomous mobility technology.” Rheinmetall says it wants to apply expertise from Provectus Robotics Solutions in implementing the Canadian military's ISTAR (Intelligence, Surveillance, Target Acquisition and Reconnaissance) project. Maerospace Corporation has signed of a global license agreement with Raytheon Canada Limited to support the Defence Research and Development Canada by assuming responsibility for the maintenance, design, engineering, manufacturing and international promotion, sales and deployment of the third generation High Frequency Surface Wave Radar (HFSWR) systems. This Canadian system is one of the few operationally deployed HFSWR land-based radars capable of 200-mile, persistent coverage of a country's Exclusive Economic Zone. HFSWR systems have been successfully deployed in Asia and Europe with the most advanced, 3rd Generation system installed in Canada. Maerospace plans to extend the HFSWR system's functionality by integrating its TimeCaster proprietary technology that would add target identification, anomaly detection, and other capabilities, allowing coast guards, navies and maritime authorities to improve their ability to interdict vessels and plan traffic throughout their EEZ. The Canadian government will launch a new satellite in 2022 to demonstrate the use of quantum technology for protecting commercial and national communication networks. Honeywell has received a $30 million contract from the Canadian Space Agency for the design and implementation phases of agency's Quantum EncrYption and Science Satellite or QEYSSat. Under the contract, Honeywell will build, test, deliver, provide training for and commission the QEYSSat satellite, which will create a link between ground and space to transmit encryption keys. The microsatellite is expected to be completed in early 2022. QEYSSat's mission is to test quantum technology with an aim to develop a system to protect both commercial and national communications infrastructure. Longview Aviation Capital and its subsidiary Viking Air Limited announced a seven aircraft sales contract for six new-production CL-515 aircraft and one CL-415EAF. The CL-515 is a newly developed, technically advanced multi-mission aerial firefighting aircraft – the next generation of the CANADAIR CL-415, an amphibious aircraft and used extensively around the world in firefighting missions. The Republic of Indonesia's Ministry of Defense has agreed to purchase six all-new CL-515 aircraft, four of which will be delivered in “First Responder” multi-mission configuration, and two delivered in optimized aerial firefighter configuration, according to Viking. The purchase agreement also includes one CANADAIR CL-415EAF “Enhanced Aerial Firefighter” aircraft. The CL-515 is capable of up to 15 per cent better aerial firefighting productivity, including increased tank capacity and ability to refill in 14 seconds. It has a state-of-the-art Collins Pro Line Fusion digital avionics suite for advanced situational awareness. https://ottawacitizen.com/news/national/defence-watch/ottawa-firm-to-support-royal-canadian-navy-local-robotics-company-joins-rheinmetall
April 17, 2020 | Local, Aerospace, Naval, Land, C4ISR, Security
Bruxelles) Les adversaires potentiels des pays de l'OTAN vont tenter de profiter de la crise économique provoquée par la COVID-19 pour essayer de prendre le contrôle d'entreprises ou d'infrastructures stratégiques et de saper l'unité de l'Alliance, a averti mercredi son secrétaire général Jens Stoltenberg. Publié le 15 avril 2020 à 14h41 AGENCE FRANCE-PRESSE « Cette crise pourrait avoir des effets géopolitiques majeurs », a-t-il affirmé au cours d'un point de presse à l'issue d'une réunion en vidéoconférence avec les ministres de la Défense de l'Alliance. « La crise économique pourrait permettre des investissements dans des industries et des infrastructures stratégiques », a-t-il expliqué. « Il est important de protéger ces entreprises », a-t-il insisté. Jens Stoltenberg n'a pas cité les États ou les groupes impliqués dans ces prises de contrôle, mais la mise en garde vise surtout les importants investissements réalisés par la Chine dans les infrastructures portuaires et les télécommunications en Europe. « La vente d'infrastructures stratégiques par les pays les plus vulnérables pourrait saper la capacité de résistance des pays de l'Alliance en cas de nouvelle crise », a estimé le secrétaire général de l'OTAN. Les pays de l'OTAN ont « besoin d'infrastructures et de télécommunications fiables en temps de crise », a souligné le Norvégien. Jens Stoltenberg a également insisté sur la nécessité de combattre la désinformation sur les actions menées par les alliés et leur unité. « Nous devons contrer les campagnes de désinformation menées par des acteurs étatiques et non étatiques sur les réseaux sociaux qui visent à nous diviser et à nous fragiliser avec de fausses informations sur l'aide mutuelle que nous nous apportons », a-t-il dit. « La meilleure réponse passe par une presse libre qui vérifie les faits et pose des questions parfois difficiles », a-t-il soutenu. « Il est encore trop tôt pour tirer les enseignements de cette crise, mais nous devons être préparés pour la prochaine », a-t-il affirmé. « La croissance est touchée et les dépenses publiques également », a-t-il reconnu. Les membres de l'Alliance se sont engagés à consacrer 2 % de leur PIB national à leurs dépenses de défense en 2024. Jens Stoltenberg a toutefois expliqué l'importance des investissements dans les capacités militaires, car elles viennent « comme une capacité d'appoint ». « L'OTAN n'est pas le principal intervenant en cas de crise sanitaire, mais elle peut soutenir les efforts du secteur civil », a-t-il soutenu. « La principale leçon de cette crise est le lien étroit entre les efforts civils et la capacité de soutien des forces militaires. Il faudra voir comment l'améliorer avant la prochaine crise », a déclaré Jens Stoltenberg. Il s'est refusé à tout commentaire sur la suspension de la contribution américaine à l'Organisation mondiale de la santé. https://www.lapresse.ca/affaires/entreprises/202004/15/01-5269469-les-pays-de-lotan-doivent-proteger-leurs-entreprises-strategiques.php