Our Projects

‍The situation
A multi-year training initiative had ground to a halt. Conflicting priorities, unclear ownership, and strained relationships had left seven years of work sitting idle — valuable intellectual effort trapped behind politics and fatigue.

What we did
We began not with process, but with people. Workshops replaced finger-pointing. We re-mapped stakeholder needs, reviewed every course’s maturity, and built an integrated master schedule that balanced delivery realism with operational urgency. The first success wasn’t a milestone. It was a conversation that ended with “we can make this work.”

How we worked
The turning point came when we rewrote the program’s governance rhythm. Instead of static reports, we introduced “living reviews”: short, evidence-based checkpoints that reconnected the training system to its users. Courses were validated against real operating procedures, equipment publications and safety data, then iterated immediately. The backlog began to clear. Within months, throughput normalised, and for the first time in years, training products were being accepted.

Momentum regained
Seven accredited programs emerged first of type systems. Confidence followed competence; relationships stabilised; lessons flowed forward instead of backward.

Why it matters
What we rebuilt wasn’t just content — it was trust. And when trust returned, performance accelerated.

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Reliability, not rhetoric, restores confidence.

The situation
Critical operational decisions were being made with inconsistent, untraceable data. Silos multiplied, reports conflicted, and compliance became its own full-time job.

What we did
We designed a complete data ecosystem from secure ingestion to presentation — resilient enough for Defence operations but simple enough for real users. Structured SQL databases provided the backbone; automated ETL pipelines kept data synchronised across multiple domains.

From raw to ready
Our biggest breakthrough was cultural as much as technical. We embedded data stewards inside functional teams, creating a “shared truth” loop. Dashboards weren’t built in isolation — they were co-designed with maintainers, analysts, and operators until the visual cues matched how they actually think. By linking each dashboard element back to source lineage, we made trust observable: if the number changed, you could see why. The system became self-auditing — a living ecosystem that taught its users how to question data well, not just consume it.

ETKI in practice
Empathy shaped interfaces; Trust was coded in audit trails; Knowledge was shared through training; Impact was felt in faster, clearer, safer decisions.

Outcomes
Decision latency collapsed. Reporting errors dropped by 70%. Data stopped being an anchor and became an enabler.

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Because intelligence without integrity is just noise.

The situation
As one of the nation’s most complex maritime programs matured, stakeholders needed assurance that Integrated Product Support (IPS) obligations were being delivered — not just documented.

What we did
We established an independent IPS governance framework, mapping every element: analysis, configuration, technical data, and NLIS integration to Defence assurance criteria. Our team became the quiet constant between shifting primes, evolving contracts, and an emerging fleet.

Assurance with substance
We built an evidence chain from shipyard to sustainment, developing a “single pane of truth” assurance register that linked every claim to a verifiable artefact. Risks weren’t buried in reports; they were visualised, ranked, and tied directly to operational impact. This clarity transformed the relationship between oversight and delivery. Engineers stopped seeing assurance as paperwork, and started using it as a feedback loop. Over time, audit findings dropped and sustainment readiness rose measurably.

ETKI throughline
Empathy for those delivering under pressure. Trust forged through consistent, balanced oversight. Knowledge codified in repeatable, risk-based checks. Impact measured in fewer rework cycles.

Outcomes
A program once known for noise and churn began to run on evidence and calm confidence.

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Assurance that works is assurance you barely notice.

The situation
A major land platform acquisition faced an avalanche of sustainment complexity: multiple variants, incomplete data, and ambiguous repair policies.

What we did
We built a comprehensive Logistics Support Analysis Record (LSAR) and ran detailed LORA and MTA studies to decide what needs to be fixed, what can be replaced, and where.

From analysis to action
Our deepest work lay in translating data into engineering logic. We used statistical failure profiles and field feedback to model cost, safety, and downtime trade-offs for every major component. The analysis was automated through custom Python tools that could re-calculate LORA decisions whenever new reliability data arrived, turning a static spreadsheet into a dynamic sustainment engine. We then ran scenario workshops with maintainers and planners to test each decision path against real-world constraints. The output wasn’t just a maintenance plan, it was a set of decisions that made sense both technically and operationally.

ETKI in motion
Empathy for maintainers, Trust in data quality, Knowledge turned into usable logic, and Impact proven through measurable cost savings and readiness gains.

Outcomes
The sustainment system now anticipates rather than reacts. Decision time halved, costs dropped, and fleet availability climbed.

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Smart analysis. Sustainable readiness.

The situation
A diverse maritime capability with multiple vessel variants and support systems was straining under the weight of change: upgrades, new missions, and ageing infrastructure.

What we did
We were engaged to re-establish control — not through more documentation, but through genuine systems thinking.

Whole-of-system discipline
We began by redrawing the system. Every interface, dependency, and support obligation. Then we modelled failure propagation using reliability block diagrams and maintenance histories to reveal where design weaknesses created downstream pain. Engineering change proposals were then rebuilt as mini-systems: each one assessed for second- and third-order impacts before approval. In doing so, we helped leadership understand that sustainment was design in slow motion — and that every change must pay its rent. This shift in thinking transformed decisions from reactive fixes to proactive architecture management.

People + purpose
We translated complex engineering concepts into plain language for maintainers, crews, and command, ensuring everyone could see how their role sustained the system.

Outcomes
The fleet became more reliable, adaptable, and predictable. Downtime dropped, safety margins improved, and changes were implemented without surprises.

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When systems think clearly, so can people.

The situation
Defence leaders needed a way to understand the health of critical assets in real time — balancing risk, cost, and availability while maintaining compliance.

What we did
We developed an ISO 55001-aligned asset management framework that combined RAM engineering with tailored analytics and live data feeds.

From visibility to action
The technical centrepiece was a digital backbone that fused onboard telemetry, maintenance records and configuration data into a single decision environment. Every input was governed by metadata lineage and quality rules so leaders could trust the dashboard’s simplicity. Behind the interface sat predictive models trained on historical failure data, producing reliability forecasts and “what-if” scenarios for mission planning. For the first time, operational, engineering and commercial teams were working from the same evidence base — one truth that served many decisions.

ETKI at work
Empathy shaped dashboards to reflect operational tempo. Trust came from transparent logic and traceability. Knowledge lived in disciplined modelling. Impact showed up as better availability and smarter investments.

Outcomes
Leaders gained the confidence to shift from reactive reporting to proactive governance.

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Clarity through data. Confidence through governance.

The situation
The enterprise faced a defining shift: moving from traditional, acquisition-centred logistics toward a modern, evidence-driven model of Integrated Product Support (IPS). The challenge wasn’t writing policy. It was uniting people, practice and purpose under one sustainable framework.

What we did
Integrent worked alongside a range of stakeholders to define that evolution. We helped shape direction, foster alignment, and create practical tools that turn strategic intent into daily behaviour. Policy became clearer, professional pathways more defined, and collaboration across Services and industry more deliberate.

Making integration real
We focused on building the connective tissue of IPS: shared language, repeatable frameworks, and guidance that speaks to practitioners as much as policymakers. Each step aimed to simplify complexity and reinforce confidence that every activity — planning, data, assurance, delivery — supports a common sustainment narrative.

Outcomes
The result is an IPS foundation that is consistent, transparent and future-ready. One that values people, data and decisions equally.

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From vision to framework, we helped make integration something you can see, trust and build upon.