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  18 octobre 2018 | Local, Aérospatial

  Maxar's Radiant Solutions Awarded $92 Million Small Business Innovation Research Phase III contract by the National Geospatial-Intelligence Agency

  Expands development of machine learning and crowdsourcing capabilities to augment global GEOINT missions HERNDON, VA, Oct. 18, 2018 /CNW/ - Radiant Solutions, a Maxar Technologies company (NYSE: MAXR) (TSX: MAXR), today announced a $92 million contract award on a Small Business Innovation Research (SBIR) Phase III contract with the National Geospatial- Intelligence Agency (NGA) to rapidly develop, prototype, and deploy machine learning and crowdsourcing capabilities to augment a wide variety of NGA missions. NGA exercised the 2019 contract option year and expanded the value over a three year period of performance. The SBIR Phase III program incents commercial firms to apply innovative solutions to pressing national security problems. As outlined in NGA's recently updated commercial GEOINT strategy, the agency is employing a variety of contracting methods to leverage commercial automation capabilities to augment conventional analysis, giving analysts more time to focus on more challenging, mission-critical problems. Through SBIR Phase III awards, the U.S. government can fund logical extensions of SBIR Data and receive a royalty-free license to that technology while protecting commercial industry's ability to make these offerings available to the global marketplace. Radiant Solutions participates in the SBIR Phase III program through its ongoing investment in Signature Analyst™, a predictive modeling engine that applies machine learning to massive amounts of geospatial data to help analysts quickly search broad geographic areas. Since 2006, Radiant Solutions and its subsidiary companies have been awarded eight SBIR Phase III contracts across multiple agencies. Radiant Solutions will advance development of machine learning capabilities, such as its DeepCore Computer Vision SDK and crowdsourcing capabilities, such as Tomnod, to help analysts quickly process large volumes of remote sensing data, understand global patterns of life and enable broad area search. The award also expands support for the NSG Open Mapping Enclave (NOME), a volunteered geographic information operational prototype that enables trusted users on multiple domains to easily create or modify foundation GEOINT to create living maps and enable timely analysis. These capabilities will be available for broad use across the U.S. Government and its global mission partners. "We are excited to expand our SBIR Phase III partnership with NGA and apply commercial innovation in machine learning and crowdsourcing to difficult national security problems," said Tony Frazier, President of Radiant Solutions. "We are fully committed to helping the NGA harness the massive potential of Commercial GEOINT to reveal insights where and when it matters to build a better world." Radiant Solutions has made several recent announcements that reveal how the company is applying Machine Learning and Crowdsourcing to Global GEOINT Missions: Maxar Technologies' Radiant Solutions Awarded Janus Geography Prime Contract by the National Geospatial-Intelligence Agency Maxar Technologies' Radiant Solutions Partners with NGA to Accelerate Innovation in Machine Learning Technologies Applied to Satellite Imagery SpaceNet™ Team Earns the 2018 USGIF Industry Achievement Award The company will be showcasing a number of these capabilities at the NVIDIA GTC DC event Oct. 22-24. About Radiant Solutions Radiant Solutions provides highly specialized, innovative geospatial multisource data, analytics, software, and services to deliver critical insights and intelligence where and when it matters. Poised to transform how customers support global mapping and intelligence missions at scale, Radiant Solutions harnesses the proliferation of pervasive information-gathering sensors, open-source software, cloud computing, machine learning, and big data analytics. Our combined team of over 1,000 sensor and spacecraft engineers, geospatial analysts, developers, data scientists, and DevOps engineers delivers innovative geospatial solutions that keep our nation safe, protect critical infrastructure, and preserve scarce natural resources. Building on the legacy of MDA Information Systems, RadiantBlue, DigitalGlobe Intelligence Solutions, and HumanGeo, the newly combined Radiant Solutions has a strong track record with its advanced capabilities, open approach, and experience supporting missions that helps customers in the GEOINT community reach critical decisions faster and with greater accuracy. Radiant Solutions is based in Herndon, VA with major offices across Virginia, Maryland, Florida, Michigan, and Colorado. Radiant Solutions is a Maxar Technologies company (NYSE: MAXR; TSX: MAXR). For more information visit: www.RadiantSolutions.com. About Maxar As a global leader of advanced space technology solutions, Maxar Technologies (formerly MacDonald, Dettwiler and Associates) is at the nexus of the new space economy, developing and sustaining the infrastructure and delivering the information, services, systems that unlock the promise of space for commercial and government markets. As a trusted partner, Maxar Technologies provides vertically-integrated capabilities and expertise including satellites, Earth imagery, robotics, geospatial data and analytics to help customers anticipate and address their most complex mission-critical challenges with confidence. With more than 6,500 employees in over 30 global locations, the Maxar Technologies portfolio of commercial space brands includes MDA, SSL, DigitalGlobe and Radiant Solutions. Every day, billions of people rely on Maxar to communicate, share information and data, and deliver insights that Build a Better World. Maxar trades on the Toronto Stock Exchange and New York Stock Exchange as MAXR. For more information, visit www.maxar.com. Forward-Looking Statements Certain statements and other information included in this release constitute "forward-looking information" or "forward-looking statements" (collectively, "forward-looking statements") under applicable securities laws. Statements including words such as "may", "will", "could", "should", "would", "plan", "potential", "intend", "anticipate", "believe", "estimate" or "expect" and other words, terms and phrases of similar meaning are often intended to identify forward-looking statements, although not all forward-looking statements contain these identifying words. Forward-looking statements involve estimates, expectations, projections, goals, forecasts, assumptions, risks and uncertainties, as well as other statements referring to or including forward-looking information included in this release. Forward-looking statements are subject to various risks and uncertainties which could cause actual results to differ materially from the anticipated results or expectations expressed in this release. As a result, although management of the Company believes that the expectations and assumptions on which such forward-looking statements are based are reasonable, undue reliance should not be placed on the forward-looking statements because the Company can give no assurance that they will prove to be correct. The risks that could cause actual results to differ materially from current expectations include, but are not limited to, the risk factors and other disclosures about the Company and its business included in the Company's continuous disclosure materials filed from time to time with Canadian and U.S. securities regulatory authorities, which are available online under the Company's SEDAR profile at www.sedar.com, under the Company's EDGAR profile at www.sec.gov or on the Company's website at www.maxar.com. The forward-looking statements contained in this release are expressly qualified in their entirety by the foregoing cautionary statements. All such forward-looking statements are based upon data available as of the date of this release or other specified date and speak only as of such date. The Company disclaims any intention or obligation to update or revise any forward-looking statements in this release as a result of new information or future events, except as may be required under applicable securities legislation. Investor Relations Contact Jason Gursky Maxar Technologies 1-303-684-2207 jason.gursky@maxar.com Media Contact Andre Kearns Radiant Solutions 1-703-480-6290 andre.kearns@radiantsolutions.com SOURCE Maxar Technologies Ltd. https://www.newswire.ca/news-releases/maxars-radiant-solutions-awarded-92-million-small-business-innovation-research-phase-iii-contract-by-the-national-geospatial-intelligence-agency-697898421.html

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  31 août 2023 | Local, Terrestre

  Canadian Army surveillance vehicle project costing $533 million years behind schedule and facing 'multiple deficiencies'

  $500 million project to provide Canadian Army with reconnaissance vehicle now years behind schedule and plagued with multiple deficiencies

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  5 novembre 2019 | Local, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  A new Defence Procurement Agency – Would it solve anything?

  By Brian Mersereau Defence Watch Guest Writer During the recent federal election, the issue of considering a new Defence Procurement Agency or DPA surfaced again. The Liberals made such an organization part of their defence platform this time around as part of their plan to improve military procurement. While positive outcomes could result from a new organizational structure, simply installing one will not in and of itself create an efficient procurement model. It most certainly will not address in any substantive manner why taxpayers pay far too much to acquire the defence capabilities Canada needs to protect our sovereign interests in a world that has become increasingly unstable in recent years. It appears that, in many cases, Canada pays more per unit of capability to satisfy its defence needs than most of its allies. Unfortunately, though quite logically, this phenomenon has effectively shrunk the size of our armed forces as the number of platforms we can afford to acquire continues to dwindle due to high costs. While this approach can create short-term jobs, they are ultimately unsustainable since there is no international market for our higher-priced solutions. This is not the direction in which Canada should be headed. Before Canada decides to move ahead with a new procurement agency, it should assemble a “smart persons” panel or forum to thoroughly review the existing system and establish the mandate and objectives of whatever type of organization results from said review. Such a review group must be composed of people from the public and private sector with significant experience, not skewed with staff whose procurement experience primarily consists of exposure to the Canadian “way”. During this review, the panel must examine various issues which are currently perceived to be an impediment to the efficiency of Canada's procurement system. Based on my own years of experience on both the buy and sell sides of the procurement equation, the following areas merit some serious thought: Organizational Structure The fewer individuals, departments and oversight committees with their fingers in the “procurement pie”, the quicker and more coherently things will get done. Even at today's interest rates, time really is money for all involved in the process. Adding more time to a schedule for another management review quite often has a negative impact. While I understand governance and oversight committees have their place, their overinvolvement can produce negative outcomes if mandates are not absolutely clear and if individuals on these committees have limited experience with respect to the issue at hand. Risk Canada's ongoing method for defence procurement is that it will not assume any risk on their side of a contract. If Canada insists the private sector must accept all risk, the private sector will so oblige – but at a significant price and to the detriment of schedules and timelines. As contract prices necessarily increase, so do governments costs to manage the contract. In reality, the most efficient procurement solution for Canada would see some elements of risk managed by the buyer, rather than entirely borne by the seller. More consideration needs to go into balanced risk-sharing formulas. Process Canada has an extremely hands-on procurement process for major systems during the competitive phase, as well as during the implementation of the contract. Even in this digital age, Canada hamstrings its own progress with the sheer degree of detail and bureaucracy it requires; unbelievably, freight trucks are still required to deliver proposals. It seems as though, on occasion, the buyer thinks it knows more about designing and engineering the defence systems Canada needs than the actual designers and engineers for whom it is a primary occupation. Requirements of little or no consequence are painstakingly spelled out in the greatest of detail. Such an approach has a tremendous impact on the amount of time consumed by both the buyer and seller, again driving up costs and extending schedules. Less “hand holding” by the customer must be seriously considered. Sole Source In the procurement world, “sole source” is often viewed as a dirty phrase. Frequently, Canada attempts to run competitions in scenarios where the chances of achieving any meaningful savings or benefits related to competition are low at best. This takes years and drives costs higher at no measurable gain for the buyer. The parameters of when and under what circumstances Canada should move directly to a sole source should be thoroughly reviewed. Significant resources are being wasted managing nearly meaningless processes. Skills Canada's internal skill set for managing large, complex defence procurements does not appear to be adequate. As a result, it turns more and more often to the expertise of external third parties in order to keep up with large private sector firms at the negotiation table from a knowledge and experience standpoint. While there will always be a need for some third-party expertise, project managing many external suppliers in the negotiation phase – each of whom have their own agendas – only further complicates the already convoluted procurement process. Canada would be much better off with an enhanced internal core staff. If Canada takes the time to review the appropriateness of some form of DPA model, it must cast the net wider and review other critical aspects of the procurement process – or else any organizational changes will inevitably succumb to the systematic inertia of the overall process. A failure to do so means Canada will continue struggling mightily to stand-up the level of defence and security necessary to secure its citizens in an increasingly turbulent world. https://ottawacitizen.com/news/national/defence-watch/a-new-defence-procurement-agency-would-it-solve-anything