Future of Defence Hill Times 2026

Future of Defence

Stephen Fuhr

on Building Canada’s Defence Future

Canada’s Secretary of State for Defence Procurement outlines how the new Defence Industrial Strategy will build sovereign capability and position Canada's defence landscape for long-term growth.

How is Canada’s new Defence Industrial Strategy (DIS) designed to strengthen Canada’s national security and sovereignty? Canada's security depends on our ability to develop and sustain core defence capabilities within our own borders. The DIS identifies sovereign capabilities where Canada must develop expertise to maintain strategic autonomy and reduce dependencies. Along with the new Build Partner Buy framework, the DIS will grow Canada's defence industrial base, drive innovation, and create more resilient supply chains.

How will the DIS and DIA better enable Canadian companies to compete, scale, and contribute more effectively to our defence ecosystem? Canadian industry, and especially small medium

sized enterprises have historically struggled to navigate the fragmented procurement system. The Defence Investment Agency is cutting red tape, streamlining processes, and resetting the government’s relationship with industry. With new capital pathways including $4 billion through the Business Development Bank and $357.7 million under the Regional Defence Investment Initiative, Canadian companies will be better positioned to scale, innovate, and compete globally.

How should Canada be thinking about building and retaining the workforce required for longterm defence resilience?

To build a robust defence workforce for the future, the DIS is advancing a Defence Skills Agenda focused on strengthening industry talent pipelines, investing in urgent skills needs, expanding the skilled labour supply.

By giving industry clearer demand signals through procurement and prioritizing Canadian capabilities, we will provide the predictability companies need to scale-up and create 125,000 good paying jobs.

As the Defence Investment Agency continues to evolve, what is its direction and mandate moving forward and how will it support Canada’s broader defence priorities?

The Defence Investment Agency will serve as the key enabler for achieving the targets outlined in the DIS.

By applying the new Build Partner Buy framework to increase the share of contracts awarded to Canadian companies to 70 per cent and boosting defence exports by 50 per cent, the DIA will help ensure that defence procurement becomes a permanent pillar of Canada’s economic growth.

Canada’s Defence Readiness Starts with Talent

In an increasingly unpredictable world, Canada’s defence readiness will depend on how effectively it mobilizes talent across government, industry, and academia.

As t he Government of Canada’s newly released Defence Industrial Strategy (DIS) recognizes, advances in critical technologies are becoming central to national security. While the country has worldclass research institutions and highly skilled talent, the challenge is ensuring that organizations can access and mobilize this talent to translate scientific strength into deployable capability.

Defence capability depends on a strong innovation ecosystem Canada’s DIS reflects a growing recognition that defence capability today depends on more than traditional procurement. Many of the technologies shaping national security are developed within the broader innovation ecosystem, including universities, research institutes, and technology firms.

The Strategy emphasizes that countries with strong defence industries invest not only in procurement, but in the broader ecosystem that supports innovation and industrial capacity. This includes research and development, the creation and protection of intellectual property, support for small and mid-sized businesses, and the development of a highly skilled workforce.

For Canada, this means strengthening the pathways that connect talent with the sectors where new technologies are developed and applied.

The growing role of dual-use technologies

An important feature of today’s defence landscape is the growing role of dual-use technologies. Fields such as artificial intelligence, cybersecurity, aerospace, advanced manufacturing, and quantum technologies now underpin both commercial innovation and defence and security applications.

Canada already has a substantial industrial base operating in these domains. According to the DIS, in 2022

the nearly 600 firms in the defence sector contributed to approximately 81,000 jobs, generating $14.3 billion in revenues and $9.6 billion to GDP. Small and mid-sized businesses account for 92 per cent of firms in the sector and 40 per cent of employment. Many operate in technology areas that serve both civilian and defence markets and rely on partnerships with research institutions and larger firms to refine and scale new capabilities.

While these figures represent a significant and innovation-driven sector, they remain modest relative to the broader Canadian economy. As dual-use technologies become more central to defence capability, the ecosystem can expand as companies developing advanced technologies for commercial markets contribute to defence and security applications, enabled by stronger pathways connecting talent with industry.

ners to support collaborative research and applied innovation across Canada. Through this model, Mitacs helps companies access talent and academic expertise to accelerate research and development, commercialization, and the advancement of new technologies. Between 2018 and 2025, the organization supported more than 99,000 research internships across over 11,000 partner organizations, 86 per cent of which are small businesses, and helped launch more than 35,000 innovation projects.

Organizations such as Mitacs demonstrate how collaboration across academia, industry, and government can connect skilled researchers with companies developing the technologies that underpin modern defence capability.

“Strengthening the pathways between talent and applied innovation environments will help reinforce Canada’s position as a leading research and technology hub while supporting long-term economic and security priorities,” says Dr. Derek Newton, Senior Vice-President, Strategic Partnerships and Business Development, Mitacs.

Canada’s defence advantage is talent

One organization that has been strengthening these pathways for more than 25 years is Mitacs. A national notfor-profit, Mitacs connects researchers with industry and government part-

Many of these collaborations take place in technology domains that are increasingly relevant to defence and security. Mitacs partnerships have connected university researchers with organizations such as MDA, Magellan Aerospace, and Bombardier, supporting work in areas ranging from satellite systems and aerospace engineering to advanced sensing and manufacturing technologies. Additional collaborations with companies such as BlackBerry and Axonal Networks focus on cybersecurity and artificial intelligence, illustrating how talent-driven research partnerships can advance technologies that serve both commercial and national security applications.

But beyond individual projects, these collaborations generate measurable economic benefits. According to a Statistics Canada study, companies that partner with Mitacs experience an 11 per cent boost in productivity, a 16 per cent rise in sales, and a 9 per cent increase in revenue over three years. As Canada works to strengthen its defence

industrial base and sovereign technology capacity, initiatives that mobilize talent across industry, academia, and government can help ensure that emerging technologies move more efficiently from research environments into realworld capability.

Canada has taken important steps to strengthen its defence industrial strategy and innovation capacity but realizing that ambition will depend on how effectively the country mobilizes its talent.

Organizations such as Mitacs demonstrate how collaboration across academia, industry, and government can connect skilled researchers with companies developing the technologies that underpin modern defence capability,” explains Dr. Newton. “The next step is to build on those models by expanding the mechanisms that allow talent to move quickly between research environments and applied innovation settings,” he concludes.

As dual-use technologies continue to reshape the defence landscape, Canada already possesses the research strength, institutional networks, and industrial partnerships needed to compete, including the capacity to develop defence and security capabilities domestically for Canadian needs. The challenge now is ensuring that talent development and deployment are treated as strategic priorities alongside the technologies themselves. Organizations such as Mitacs can play an important convening role in this evolving landscape, helping connect talent, industry, and government to support Canadian industry and strengthen the partnerships needed for the next phase of sovereign defence.

WRITTEN BY Katharine O'Brien

How CCC Is Helping Canadians Win

The Canadian Commercial Corporation’s (CCC) government-togovernment (G2G) contracting model serves as a critical bridge between Canadian companies and foreign government buyers.

As Canada’s G2G contracting agency, CCC uses its international contracting expertise to enable Canadian companies to negotiate successful commercial agreements with foreign government buyers.

To attract foreign governments to buy from Canada, this G2G approach backs qualified Canadian suppliers with a Government of Canada assurance of contract performance. It both reduces procurement risk and strengthens bilateral relationships.

“Canada’s prosperity and security depend on our ability to engage trusted partners around the world,” says The Honourable Maninder Sidhu, Canada’s Minister of International Trade. “Trade diversification starts with collaboration, and the CCC plays a vital role in helping Canadian companies reach more markets while advancing Canada’s trade, defence, and security objectives.”

Exports: A key part of Canada’s Defence Industrial Strategy

Canada’s defence industry relies on

exports for long-term economic viability. In recent reporting, the industry generated over CAD $14 billion in annual revenue, roughly half of which was from exports.

CCC’s proven G2G contracting approach is well aligned to support the export objectives of Canada’s new Defence Industrial Strategy (DIS).

“Canada’s DIS is fundamentally about strengthening our sovereignty — ensuring our nation has dependable access to the defence and security capabilities it needs, while fostering a globally competitive domestic industrial base,” says Bobby Kwon, President and CEO of CCC. “CCC plays a critical enabling role in this vision. We help translate Canadian defence investment and innovation into trusted international partnerships and high value exports. Through our G2G contracts, we not only open doors for Canadian industry —

we reinforce the security, resilience, and interoperability of Canada and our allies.”

Building trust and confidence with international partners

Through G2G contracting, CCC helps Canadian companies compete internationally while advancing Canada’s trade, defence, and security objectives.

This played out recently through a $1B CCC-enabled G2G contract for Lockheed Martin Canada to supply new combat management systems to the German Navy. The innovative solution, developed for the Royal Canadian Navy, was sold to Germany through a G2G contract. This marked an important milestone in Canada’s renewed defence and security relationship with Germany, building on the Canada-EU Security and Defence Partnership, and will help unlock new opportunities for Canadian companies in Germany and the European Union.

Canada’s Path to Responsive Launch and Arctic Security

Satellites underpin modern defence, but Canada depends on foreign launch providers. Responsive launch will strengthen sovereignty, Arctic security, and operational resilience.

Satellites underpin modern defence and national resilience. They enable intelligence, surveillance, and reconnaissance, secure communications, navigation and timing, and support operations across vast geographies, particularly in the Arctic.

But for Canada, there is a strategic vulnerability at the heart of this reality: every Canadian satellite used for defence, intelligence, or communications must be launched by a foreign provider. In practical terms, that means Canada does not fully control when, how, or under what conditions critical space capabilities can be deployed or replaced.

In a more stable geopolitical environment, this dependence may have seemed manageable. Today, in an era of strategic competition and rising instability, it represents a risk. If Canada cannot place or reconstitute satellites on its own timeline, it cannot fully control its ability to observe, communicate, or coordinate when timing matters most. That weakens deterrence and creates exposure to delays, disrup -

“CCC’s G2G expertise helps Can adian innovation reach global partners — expanding trade opportunities for our skilled workforce at home. For complex defence procurements like this one, the assurance in contract performance and delivery is critical for our international customers,” says Kristen Leroux, VP and Regional Executive at Lockheed Martin Canada. “It also provides us, as a Canadian exporter, with a clear and reliable framework to deliver our solution internationally and to compete successfully on a global stage.”

WRITTEN BY Tania Amardeil

Learn more about how CCC helps Canadian exporters win foreign government contracts, visit info.ccc.ca/g2g-for-export-wins

tion, or external constraints beyond Canada’s control.

Why the Arctic matters

The implications are particularly significant in the Arctic. Canada’s northern regions rely heavily on space-based systems for surveillance, communications, navigation, and environmental monitoring. As activity and geopolitical competition increase in the Arctic, resilient satellite infrastructure will become even more important for maintaining awareness across Canada’s vast northern territory. These challenges are increasingly reflected in defence initiatives aimed at strengthening northern awareness and continental defence, including ongoing efforts to modernize NORAD and reinforce NATO’s northern and Arctic security posture.

Closing this gap is not simply about launching rockets. It requires treating access to space as essential defence infrastructure and prioritizing a capability that is operationally decisive: responsive launch.

Responsive launch means the ability to deploy on rapid timelines from dispersed locations with minimal

ground infrastructure. It strengthens resilience by shortening recovery times after disruption, strengthens readiness by enabling rapid deployment during crises, and strengthens sovereignty by ensuring Canadian decisions are not constrained by foreign actors or policies.

A Canadian containerized responsive launch solution

Reaction Dynamics is building a Canadian, ITAR-free responsive launch capability designed for this mission. The Montréal-based company is developing a mobile, tactically deployable launch system based on proprietary hybrid propulsion technology. This approach is designed to be safe and significantly more cost-effective than traditional systems while supporting stockpile-friendly and forward-deployable operations.

Importantly, the benefits extend beyond defence. The same responsive

launch architecture can support wildfire monitoring, climate science, Arctic surveillance, and resilient telecommunications. Defence investment can therefore deliver dual-use value while strengthening Canada’s space industry and workforce.

Canada already has the talent, geography, and industrial capability to lead in this domain. The next step is aligning policy, procurement, and industrial ambition to enable sovereign, responsive access to space — on Canada’s timeline, from Canadian territory.

WRITTEN BY Bachar Elzein CEO & Chief Technical Officer, Reaction Dynamics

to learn more about Canada’s emerging responsive launch capability.

Christine Gadsby Chief Security Advisor, BlackBerry

De Boer Vice-President of Government Relations, BlackBerry

Global Head of Government Solutions, BlackBerry

Canada’s Future Defence Advantage Begins with Trusted Communications

The Government of Canada’s Defence Industrial Strategy prioritizes trusted communications as a sovereign capability because they protect coordination, decision-making, and operational resilience.

Canada is modernizing its defence capabilities. The federal government’s first-ever Defence Industrial Strategy (DIS), launched in February 2026, sets out a clear vision for a more robust defence industry in Canada. It aims to provide technological and operational advantage to the Canadian Armed Forces and its security partners, and part of this means prioritizing secure, reliable communications.

Encryption is no longer the primary target. Today’s adversaries bypass it - and that changes the rules for securing national security communications. They’re now exploiting metadata and communication patterns, engaging in identity spoofing via AI-driven impersonation, and disrupting networks, which can push teams onto unsecured communication channels. These threats can disrupt timely decision-making, cause coordination breakdowns, and manipulate command chains.

Trusted, sovereign, secure communications matter now more than ever. When coordinated across the Department of National Defence (DND), industry, and essential services, secure communications protect leadership decision-making during complex, high-tempo operations. Secure communications have effectively become a sovereign capability — an essential component of Canada’s

ability to independently protect our national interests without relying on foreign support.

With over 40 years of secure communications expertise and extensive experience working with governments, including the Government of Canada, Canadian technology company, BlackBerry, has secured government communications across G7 nations and NATO allies for over four decades and works directly with the Government of Canada on sovereign communications infrastructure. To explore what this all means in practice, key experts at BlackBerry — Christine Gadsby, Chief Security Advisor; John de Boer, Vice-President of Government Relations; and Maaz Yasin, Global Head of Government Solutions — share their perspectives on how the communications threat landscape has evolved, the role of sovereign communications infrastructure, and the practical steps Canada can take to strengthen trusted coordination across its defence ecosystem.

cations security has been treated as a procurement line item — a technical specification managed by IT departments rather than a strategic capability debated in policy circles. The DIS changes that framing, and rightly so.

Sovereignty is not achieved by declarationit is achieved by design.

When secure communications are sovereign, high-assurance, and interoperable by design, Canada protects the integrity of its conversations, accelerates decision-making, and coordinates responses with allies without hesitation. The moment communications infrastructure sits in a foreign jurisdiction, Canada's ability to act in a crisis is no longer fully its own.

A legal hold can freeze access. A geopolitical dispute can create hesitation. An intelligence-sharing window can close. None of those are hypothetical, they are the predictable consequences of dependency, and they surface at the worst possible moment.

verify who they’re speaking with, and that their coordination patterns aren’t being mapped by an adversary.

MP: How have threats evolved beyond “breaking encryption”?

Christine Gadsby: The assumption that encryption is the primary line of defence has become a strategic vulnerability. Today’s most sophisticated adversaries aren’t only trying to break encryption – they’re operating around it entirely, targeting the metadata, human, and behavioural layers of communications. AI-driven impersonation is one of the global threats that demands immediate attention. Adversaries can now clone a senior official’s voice from minutes of audio, replicate a commander’s writing style from opensource material, and inject synthetic communications into decision chains that are indistinguishable from the real thing. In an environment where manufactured doubt is a deliberate instrument of statecraft, a single convincing impersonation at a critical moment can trigger the wrong decision, delay a critical response, or fracture allied trust.

Mediaplanet: Why should Canada treat secure communications as a modernization capability, not just an IT tool?

John de Boer: For too long, communi-

Maaz Yasin: In grey-zone conflict, where adversaries probe, deceive, and disrupt without crossing the threshold of open warfare, the speed and integrity of decision-making is itself a strategic asset. Trusted communications are not just about keeping messages private. They’re about ensuring that leaders receive accurate information, that they can

The DIS sets out an ambitious vision for a sovereign, integrated defence ecosystem. Realizing it requires confronting an uncomfortable truth: it is no longer sufficient to secure the message alone. We must secure the identity behind it, the pattern around it, and the integrity of the entire communications environment.

Today’s most sophisticated adversaries aren’t only trying to break encryption — they’re operating around it entirely.

MY: Metadata is the intelligence adversaries do not need a decryption key to collect. Encryption protects content, but communication patterns can still expose command hierarchies, track leadership movements, and map covert networks.

MP: Where does communications dependency become a readiness risk?

JB: We tend to think about dependency in physical term – a bridge, a power grid, a supply chain node. Communications dependency is less visible, but no less consequential. Relying on a single platform, vendor, or foreign-hosted infrastructure hands a potential adversary a lever that requires no cyberattack to pull. Discovering that primary communications infrastructure is constrained mid-crisis is not an IT problem. It’s a readiness failure that sovereign diversification can prevent.

MY: When operational tempo increases, communications fragment fast. Teams reach for what works: consumer apps, personal devices, unapproved channels. We have seen at the highest levels of government what that looks like in practice. Sensitive military decisions coordinated over consumer messaging tools is not a technology failure. It is a governance failure. It happens because secure channels that are hard to use get bypassed by people under pressure. The real risk is not just the exposed content. It is the metadata trail, the unmanaged devices, and the fact that no one has visibility or control over what was said, to whom, or from where.

Communications sprawl is not an operational inconvenience. It is an intelligence gift.

MP: What does “sovereignty” mean in practical terms when it comes to secure communications?

JB: Sovereignty in communications is ultimately a governance question: who is accountable, who has the authority to act, and who can prevent others from acting without Canada’s consent. In practical

terms, that means four things must remain under Canadian control: the systems, the encryption keys, the access and enforcement policies, and the data environment.

CG: Sovereignty is not an abstract principle. In communications security, it has a precise technical meaning. Canada’s DIS is explicit that sovereignty means control of the operating environment. From a security standpoint, that must extend beyond hardware and geography to encompass where systems run, who administers them, and, critically, who holds the keys. These are not procurement details. They’re the foundational conditions of operational trust.

When communications systems are hosted in foreign jurisdictions, Canadian government communications become subject to legal frameworks and geopolitical pressures beyond Ottawa’s control. Encryption itself is only as strong as the governance around the keys that protect it.

JB: Sovereignty is not achieved by declaration – it is achieved by design. Governments can claim digital sovereignty, but it only becomes real when communications systems are designed so that infrastructure, data and security controls remain under national authority.

MP: How does “total defence” change the secure communications requirement across the DND, industry, and essential services?

JB: When sensitive programs span DND, primes, and subcontractors, a trusted communications layer becomes the connective tissue that keeps design, procurement, and delivery aligned without compromise.

MY: “Total defence” fundamentally raises the bar for secure communications. Securing military channels in isolation is no longer sufficient. Civilian agencies, critical infrastructure operators, and industry partners are now part of the same operational fabric. Systems must therefore be accessible from any location, under time pressure, while withstanding cyberattacks, network degradation, and contested environments. Decentralised architectures and failover mechanisms aren’t optional features. They’re the baseline. Allied coordination raises the stakes further. When Canada oper-

ates alongside Five Eyes partners or NATO allies, the security of the communications layer becomes a condition of operational trust. A weak link in one nation’s architecture can compromise an entire joint operation.

MP: How should Canada think about certified trust in defence communications?

CG: In defence environments, trust is not declared. It’s demonstrated and earned - independently, and under conditions that leave no room for ambiguity.

Any organization can assert that its encryption is robust and its systems resilient. Independent validation is what converts assertion into evidence.

Certification establishes a shared language of trust that makes genuine interoperability possible without compromising sovereignty.

Procurement decisions in defence are not reversible on short notice. Systems acquired today will underpin operations for decadesacross administrations, threat cycles, and technological shifts that no one can fully anticipate. That reality alone should reframe how leaders think about certification.

Certified, independently validated security is how procurement decisions demonstrate - not merely assert - that they meet that standard.

MP: What are the first practical steps Canada can take right now?

JB: The DIS gives Canada a clear strategic direction. The harder question is always: where do you start. The answer is to stop treating communications readiness as

a downstream consideration and start treating it as the foundation everything else is built on.

First, establish a sovereign communications baseline. That means Canadian-controlled systems, Canadian-held encryption keys, and access policies governed by Canadian institutions. Not aspirationally. By design and by contract.

Second, make certification a procurement gatekeeping condition, not a checkbox. FIPS 140, Common Criteria, FedRAMP High, and NATO Restricted are not self-attestations. They are independent, adversarial validation processes. If a system has not passed them, it has not been tested against the threat environment Canada is operating in.

Third, plan for infrastructure failure before it happens. The ability to operate in a dark site or air-gapped environment when networks are compromised or unavailable is not an edge case. It is the baseline requirement. Any system that cannot function without external infrastructure has a dependency Canada cannot afford in a contested environment.

Canada has a generational opportunity with the DIS to get this right.

CG: Identity assurance is non-negotiable. Metadata protection must be treated with the same seriousness as content encryption. Communication patterns reveal as much as the messages themselves.

Strategy documents do not defend networks. The systems Canada chooses to trust do.

WRITTEN BY Tania Amardeil

How the Global F-35 Program Strengthens Canada’s Defence Industry

Canada’s participation in the global F-35 program strengthens the economy, enhances national security, and advances defence leadership.

Canada joined the F-35 Joint Strike Fighter program in 2002. A s one of eight original partner nations, Canada contributes to the design, manufacturing, and long-term sustainment of F-35s — 5th Generation fighter jets built by Lockheed Martin and more than 2,100 global suppliers

Over 110 Canadian companies have contributed to the F-35 supply chain, with each jet in the current global fleet of around 1,300 aircraft containing approximately $3.2 million in Canadian components.

Canada approved the purchase of 88 CF-35A fighter jets through the Future Fighter Capability Project in 2023. The first CF-35 will be delivered this year, contributing to North American Aerospace Defense Command (NORAD) and NATO defence.

Lockheed Martin Canada has been Canada’s trusted defence partner for over 85 years. “During a time of transformation, anchored by Canada’s new Defence Industrial Strategy, our 1,000-strong Lockheed Martin Canada employees, together with our valued supply chain and technology partners from coast to coast to coast, are energized by Canada’s call to strengthen security, create prosperity, and reinforce our strategic autonomy,” says Kristen Leroux, Regional Executive for Lockheed Martin Canada. “We’re invested in the values of sovereignty and to protecting and upholding our commitments to allies.”

Canadian engineering talent and technical expertise

Approximately 30 Canadian suppliers are actively embedded in the global F-35 supply chain today, contributing engineering and technical expertise to the international production program. Behind every F-35 is a Canadian company,

contributing to national security while supporting economic development.

For employees at Canadian aerospace firm Aversan, supporting the F-35 global program was a generational opportunity: “Participating in the F-35 program was a professionally enriching experience for the Aversan team, combining Canadian engineering talent with one of the most advanced defence platforms in history and pushing us to achieve new levels of technical excellence,” says Danny Dias, Director of Business Development at Aversan.

Behind every F-35 is a Canadian company, contributing to national security while supporting economic development.

“Our work on the F-35 program carried a profound sense of national pride, knowing that Canadian engineering excellence was contributing to one of the world’s most advanced defence capabilities,” says Nathan Nandhakumaran, COO at Aversan.

“This program not only strengthened Canada’s role on the global stage but also served as a catalyst for our company’s technical expansion, workforce development, and long-term strategic advancement.”

Strengthening Canada’s aerospace industry

Participation in the global F-35 program has created significant economic value for Canada’s aerospace and defence sector. The program is projected to produce over $15.5 billion in industrial value, offering stability and growth opportunities for Canadian aerospace companies

while supporting workforce development and supply chain resilience.

“In the last few years, the aerospace industry has been subjected to many different challenges, most notably volatility in both product demand and supply chains,” says Craig Levia, Director of Manufacturing at Gastops, a Canadian aerospace technology firm.

“The F-35 program has been steady and stable throughout its duration, which has not only enabled Gastops to better navigate these recent challenges, but to grow and mature as an aerospace supplier.”

“Long-term partnerships like the one we have with Lockheed Martin bring new opportunities and job security for employees,” says Kevin Russell, Vice-President and General Manager at ASCO Aerospace Canada, a specialized aerospace manufacturer. “The stability of the defence market helps offset the more volatile commercial market.”

Future innovation and defence leadership

Canada’s involvement in the F-35 program today positions the country for

greater defence and aerospace innovation and leadership in the future. With Canadian companies already helping to shape future defence systems, both their capabilities and capacity are set to continue growing.

“The F-35 program has provided our company with stability in production demand and the opportunity to develop new capabilities to support a truly cutting-edge platform,” says Michael Iacovelli, CEO at Ben Machine, a Canadian aerospace and defence welding provider.

Ottawa-based Gastops has experienced similar benefits,“the success of the F-35 program globally, and our inclusion as a critical technology on the aircraft, has enabled Gastops to grow our leadership within the global community of intelligent condition monitoring,” says Shaun Horning, President and CEO at Gastops. “Being a supplier to the F-35 gives Gastops instant credibility in the aerospace industry, and it opens doors for us that otherwise might not be open.”

WRITTEN BY Tania Amardeil