Sponsored by Spectra Group
30 Oct 18. RRS-MITCOS founded: Rheinmetall and Rohde & Schwarz move into position to digitize the Bundeswehr. RRS-MITCOS is the short form for a new joint venture which Rheinmetall and Rohde & Schwarz have set up to meet the German military’s requirement for integrated operational and communications systems. First and foremost, Rheinmetall and Rohde & Schwarz want to play a leading role in digitizing Germany’s ground forces. This major programme encompasses an investment volume of several billion euros.
Officially named “RRS-MITCOS Rheinmetall – Rohde & Schwarz – Military IT and Communications Solutions GmbH”, the company has now commenced operations in Berlin following completion of the approval process of the European and national competition authorities and entry into the commercial register. RRS-MITCOS is led by Peter Obermark (the company’s spokesman) and Udo Stoll.
Back in March 2017, Rheinmetall and Rohde & Schwarz embarked on a wide-ranging partnership that led to the creation of this joint venture. Rheinmetall holds a 74.9% stake in the new company, with the remaining 25.1% belonging to Rohde & Schwarz.
The two parent companies intend to use RRS-MITCOS to bid for the Bundeswehr’s “Digitization of Land-based Operations” (D-LBO) programme, which supersedes two previous projects, the “Mobile taktische Kommunikation (MoTaKo)” and “Mobiler taktischer Informations-verbund (MoTIV)”. The joint venture is open to incorporating the expertise and solutions of additional partners, which are to be included in subsequent project phases. D-LBO is the Bundeswehr’s premier modernization project, which will result in the future digital command system of the German Army. In the Bundeswehr’s inventory alone, thousands of vehicles are due to be retrofitted with new technology in the medium term.
31 Oct 18. Pentagon announces top-line budget for classified intelligence programs. The U.S. Defense Department announced the top-line budget for its secretive intelligence programs on Tuesday. The total Military Intelligence Program, or MIP, budget for fiscal 2018, including the base budget and Overseas Contingency Operations appropriations, was $22.1bn. This is above the $20.7bn the Pentagon requested for FY18 and the $21.2bn requested for FY19. According to a Congressional Research Service report, MIP funds “defense intelligence activities intended to support operational and tactical level intelligence priorities supporting defense operations.” Among other uses, these dollars can be spent to facilitate the dissemination of information that relates to a foreign country or political group, and covert or clandestine activities against political and military groups or individuals. CRS also listed MIP funding going to U.S. Special Operations Command as it pursues “several current acquisition efforts focused on outfitting aircraft — both manned and unmanned, fixed and rotary wing — with advanced ISR and data storage capabilities that will work in multiple environments.”
In the early part of the decade, the MIP dropped from a high of $27bn in FY10, hitting its low point in FY15 at $16.6bn, according to numbers maintained by the analytics group Avascent. Fiscal 2018′s $22.1bn appropriation is the most MIP has been granted since fiscal 2012.
This funding is separate from the National Intelligence Program, or NIP, which funds both defense and nondefense intelligence programs. In FY18, NIP was appropriated $57.7bn. According to CRS numbers, this is the most money the program has ever been given. The program’s previous peak was in FY11, when it was given $54.6bn. The government has requested $59.9bn for FY19.
On the defense side, some of the programs NIP supports include the National Geospatial-Intelligence Program, the National Reconnaissance Program, and the Defense Intelligence Agency’s General Defense Intelligence Program.
On the nondefense side, these dollars fund CIA human intelligence and open-source intelligence programs, Department of Energy counterintelligence operations against nuclear-related terrorist activities, and Department of Homeland Security analysts and collection activities to combat the smuggling of weapons and drugs.
In total, intelligence programs were appropriated $78.4bn in FY18, accounting for approximately 11 percent of the total defense budget. (Source: Defense News)
30 Oct 18. Network Modernization Poses Problems for Army. Enhancing data and communication networks is one of the Army’s top modernization priorities. To accomplish its goals, the service will have to lean on industry as it confronts its own organizational shortcomings, a senior official said Oct. 29. For the past 18 months, the Army has been in the midst of the largest and most comprehensive review of its network in 35 years, Lt. Gen. Bruce T. Crawford, chief information officer, Army G-6, said at the MILCOM conference in Los Angeles hosted by AFCEA and IEEE.
“To put things into context and perspective, the last time we took on a task of this magnitude the internet … was just starting to take shape,” he said during a keynote address. “There was no such thing as social media. … The concept of cybersecurity did not exist.”
The network is expected to be a key contributor to the Army’s other top modernization priorities including: long-range fires, next-generation combat vehicle, future vertical lift, air-and-missile defense and soldier lethality. Those capabilities are expected to leverage unmanned systems, autonomy and sensors, which must be connected to the rest of the force through data links. However, the service is in a stiff competition with other organizations for IT talent, Crawford noted.
“The thing that we’ve come to realize … over the last 18 months of this introspective review of our networks is we don’t have the institutional talent to achieve the vision of delivering these six modernization priorities by [the target date of] 2028,” he said. “Even if we could build that talent, I’m not sure that we could sustain it.”
As a result, the Army will need to tap into the know-how that is resident outside the Defense Department, he said.
“We’re going to need data scientists, we’re going to need computer scientists [and] computer engineers as fast as you can produce them,” he told members of industry.
The biggest network challenge facing the Army is protecting data, Crawford told National Defense. That cybersecurity problem includes communications networks as well as weapon systems, he noted.
“You have to do both,” he said. “If I lock down the network but my weapon systems that are part of the network are not secure from the end point all the way through to the enterprise, then we’ve got a problem.”
The challenge will only become more acute as the Army moves forward with its top modernization priorities, which will be augmented by new position, navigation and timing capabilities and the synthetic training environment, he noted.
All of those technologies are going to generate a large amount of data, which not only has to be protected, but must also be accessible anytime, anywhere, he said.
“Just migrating it is not the issue,” Crawford said. “You’ve got to prepare and condition it to be migrated.”
Until recently, the Army had fallen behind the curve when it comes to understanding what network-related technology is available and how it could be applied to the Defense Department mission, he said, with the growth of software-defined radios being one prominent example.
“It really started to pick up steam right under our noses,” Crawford said. “We were kind of busy, you know, fighting two wars. But I think we missed a strategic shift in the marketplace.”
The Army can’t wait until the last minute to spend money on emerging network-related technology that could prove useful, he noted.
“Our mindset when it comes to modernization is understanding what technological advancements are on the conveyor belt heading our way and starting to set conditions by investing so that when that technology becomes available … the Army is ready,” he said.
The service’s modernization needs are far reaching, he noted.
“There are things that we’ve got to fix globally, from our voice infrastructure to our data switching infrastructure that are at or near end of life,” he said.
While many people associate satellites and other space-related communications technology with the Air Force, the Army is the biggest user of space capabilities among the military branches, Crawford said.
The service has more than 2,500 devices that are dependent on position, navigation and timing. A typical Army brigade combat teams has more than 250 satellite-enabled devices, Crawford noted.
The Army wants to tap into industry innovation in satellite communications.
“Much of our ability to shoot, much of our ability to communicate, much of our ability to move, protect and sustain [our forces] relies heavily on your ability to deliver and our ability to rapidly integrate and leverage your investments in space,” he told members of industry.
Small satellites, low-Earth orbit constellations and next-generation protected satcom waveforms are just some of the promising capabilities that the service is interested in, he said.
“The Army and its cross-functional teams are open for business when it comes to space-based technology,” Crawford said. (Source: glstrade.com/NDIA)
29 Oct 18. The 5 areas of emphasis in the US Army’s new electronic warfare strategy. The US Army has published its formal electronic warfare strategy document in response to broader strategy shifts in the Department of Defense. The Pentagon released the National Defense Strategy in January 2018 to focus more on the so-called great power competition and countries such as China and Russia and focus less on the counterterrorism mission. The Department of Defense, a year earlier, released a new electronic warfare strategy, which led the Army to develop its own. The document was formally signed the Army G-3/5/7 on Aug. 23.
“The objective of the U.S. Army Electronic Warfare Strategy is to operationalize EW capabilities as a force multiplier supporting ground commanders,” reads a one-page document provided to C4ISRNET. “The strategy enables the paradigm shift to cyberspace electromagnetic activities by addressing EW capabilities and capacities that allow the Joint Force to compete, deter, and win in this environment.”
The Army strategy includes five areas of effort: building the workforce, operations, capability development, educating and training the force, and partnerships.
For years, the Army has been intensifying a years’ long campaign to not only integrate cyber and EW capability together at the tactical edge but also to restore EW capability at all echelons and levels of the battlefield all the way up to the strategic level in response to similar sophisticated capabilities exhibited by Russia.
The one page document points to how the National Defense Strategy identifies threats to ground commanders as increasingly transregional, multidomain and multifunctional. The strategy notes that EW must be integrated and synchronized across multiple domains and throughout the depth of the battlefield.
“EW must adapt in order to keep up with a rapidly changing, multi-domain environment,” the document states. “Land, air, sea, space, and cyberspace superiority all depend on superiority in the electromagnetic spectrum. In order to maintain the Army’s battlefield superiority, it is critical for the U.S. Army to integrate new technologies into well-trained formations faster than our adversaries.” (Source: C4ISR & Networks)
29 Oct 18. Tankers could be a critical part of the US Air Force’s future network. The U.S. Air Force’s aerial refueling tanker fleet could expand its portfolio by serving as a node in the service’s larger network, according to Gen. Mike Holmes, the commander of Air Combat Command.
“We’ve always understood the capability of that tanker to pass information back and forth, and we know that that works, and we know that node can be tankers spread out from the place we took off from and the place we are operating,” Holmes said in response to an audience question at the 2018 Airlift Tanker Association symposium outside Dallas, Texas. “So I think its fantastic, and I’m all for it.”
In September, Rockwell Collins announced they had been contracted to provide 1950s-era KC-135R aircraft with the Real Time Information in the Cockpit system, which would provide those tankers with a connection to Link 16, the service’s primary data link, for the first time.
“Pilots and boom operators will now be able to view intelligence feeds on the new avionics displays we’re providing as part of their Block 45 upgrade,” said Dave Schreck, Rockwell Collins’s vice president and general manager for airborne solutions, said in a release at the time. “With information such as enemy threats, target data, and blue force locations at their fingertips, crews will gain real-time situational awareness to more effectively carry out their missions.”
Under Air Force Chief of Staff Gen. David Goldfein, the service has been working to find a way to link aircraft and sensors on a network to enhance awareness in combat operations. Goldfein, who has flown on the Air Force’s next tanker, the long-delayed Boeing KC-46 Pegasus, said flying the aircraft was about more than controlling the stick.
“I strapped on this node in a network that has that computing capacity to connect,” he described in a roundtable with reporters at the symposium.
Holmes also lauded the KC-46′s capabilities, which include the Link 16 data link, among other systems.
“I’m excited about the KC-46′s communications abilities, I think its a great idea to bring those capabilities into the rest of the tanker fleet,” he said. “It’ll help us not just push airplanes, but it will be able to bring information back and forth.”
And when it comes to the larger, Air Force-wide network, Holmes said the service has “done enough talking” about the future network architecture, adding: “It’s time to take a step and decide what that way forward will be and what that architecture will be.”
“When you look at our future ISR and command systems, Will Roper, our senior acquisition official, is going to take a new look at what we’re going to do to replace the capability that’s been done by JSTARS, and he’s going to start with an architect instead of a program office,” Holmes said. “The architect’s job is to design the network that we will operate under, and so we can make sure that the pieces work in that effort, and instead of doing what we’ve done in the past, which is design a bunch of pieces each with its own communications capability, and try to figure out how to put them together after its too late.”
However, he added a caveat: “Like all our great ideas, we have to find the money for it in a budget that doesn’t have enough to go around.” (Source: C4ISR & Networks)
29 Oct 18. Pentagon’s big audit will inspect for cybersecurity flaws, comptroller says. Pentagon Comptroller David Norquist warned government contractors Monday that the first agencywide financial audit might reveal “a laundry list” of cybersecurity problems. Auditors will examine the massive agency’s business systems and cybersecurity procedures to determine whether a hacker can breach them, Norquist told an industry audience at the Vision Federal Market Forecast Conference.
“If you fielded one of those systems that is vulnerable to cyber intrusions, that is filled with errors in the way it is set up, we need to talk,” Norquist said, “because you’re one of the reasons we’re not passing the audit, and we need you to fix it.”
The audit will bring tough conversations and business opportunities for innovators, Norquist said.
“You can be part of the group that helps us come up with solutions, you can help your clients and your government organizations fix those problems so they’re not hanging around, getting beaten up,” he said.
Pentagon officials have acknowledged for years that the department, the military services and defense contractors are under persistent cyber probes and attacks, including from state actors seeking to steal data to gain an economic or technological advantage. U.S. officials have repeatedly accused Russia and China of using cyberattacks to breach government and commercial networks and systems.
“If they’re into your logistics system, if they’re into payroll system, if they’re [into] your property systems, there are other things they can do that affect operations — that affect your business that are vastly more destructive — potentially privacy data,” Norquist said. “We want to close those doors. We want to know those weaknesses so we can fix it.”
Norquist suggested he was looking for that corrective action to happen quickly. If a problem is found, the auditors will return the following March to check again, he said.
“If you’re fielding a system and it’s not compliant, we will know it all along the way, not simply as it gets to the end,” Norquist said.
The comments came just weeks after the Government Accountability Office found that U.S. weapons programs are vulnerable to cyberattacks and that the Pentagon has been slow to protect the systems that are increasingly reliant on computer networks and software. In that audit, testers — using simple tools and techniques — were able to take control of computer terminals and see what the operators were seeing in real time. Another team was able to send a pop-up message to the computer terminals “instructing them to insert two quarters to continue operating.” The teams were also able to copy, change and delete data.
Asked whether the public airing of problems could create the perception of Pentagon mismanagement and hurt support for defense spending overall, Norquist acknowledged that as “a legitimate concern.” The agencywide financial audit launched last December will bring unpleasant surprises, he said, adding: “I would rather them find them.”
“We’re going to find them and now were going to fix them,” Norquist said. “Our commitment is to be good stewards of the taxpayers’ money.”
Separately, Norquist was asked about the Pentagon’s new plans to build two fiscal 2020 budgets — one based on $733bn for national defense, as planned, and another at $700bn, based on recent remarks from President Donald Trump. He demurred, however, suggesting he would internally present his position. (Source: Defense News)
26 Oct 18. Is it time for a Cybersecurity Civilian Corps?
What: “The Need for C3: A Proposal for a United States Cybersecurity Civilian Corps,” a report from New America.
Why: Because there aren’t enough cybersecurity professionals, organizations in every industry struggle to protect data, systems and networks. The authors suggest that an auxiliary corps — the equivalent of volunteer firefighters or the Civil Air Patrol — could allow officials to tap into a larger pool of talent on an as needed basis to help fight malicious actors.
Findings: Although some states have tapped the national guard for civilian talent, the need for cybersecurity experts greatly exceeds the supply, and government is missing a chance to organize volunteers and part-time talent to enhance public cybersecurity.
As a national effort that connects to local governments, the C3 would be organized and funded by the Department of Homeland Security and would include both professionals and students, potentially adding to the talent pipeline. Volunteers would need experience in information security or be able to pass a test. Basic background screening would be necessary, but top-secret clearance should not be a requirement.
The corps would provide support for education and outreach; testing, assessments and exercises; and expertise and emergency response.
With a budget of $50m, C3 could support roughly 25,000 members across all 50 states and supply devices, training materials, software licenses and office space – significantly less than the price tag on the NotPetya attacks: Fedex said its cost was $400m, Merck reported $670m.
Verbatim: “If a cyber corps is able to prevent just a few of these breaches and/or mitigate their damage and costs, especially through its relatively cheap supplementary volunteer model, the investment will more than pay itself off in both economic and national security terms.” (Source: Defense Systems)
25 Oct 18. DOD shifts DEOS cloud acquisition to GSA’s Schedule 70. The Pentagon announced big changes to its 10-year, $8bn back-office cloud buy today. The Defense Enterprise Office Solution solicitation, which was going to be handled internally by the Defense Information Systems Agency, is shifting to the General Services Administration’s IT Schedule 70. The Pentagon is dividing DEOS up into three capability sets. The first set covers business software, email, calendar, content management and collaboration tools. The second covers voice and video. The third capability set is devoted to secure voice and video. In a market research notice posted Oct. 25, GSA informed firms on Schedule 70 that DOD is seeking vendors for the first of these capability sets. Responses are due Nov. 9.
At an event with reporters, Essye Miller, the DOD’s principal deputy CIO said that they’re looking to move quickly on the solicitation process, with a formal solicitation in early 2019 and awards coming in the third quarter. Miller said that multiple industry days will be conducted throughout the process, to get a sense of whether each capability set will involve single or multiple awards.
Miller also touted the prospect of long-term cost savings through commercial cloud. “Moving to a commercial vendor gives us an opportunity, not to only measure use and capabilities but the amount of investment that it drives,” Miller said, along with real-time upgrades, refreshes and access to new commercial tools as they become available.
DISA was initially flying solo on the procurement. But Miller said that the DEOS program office will “focus on the more critical integration piece and start planning migration services.”
GSA Administrator Emily Murphy said that GSA welcomed the opportunity to participate because it gives “GSA a baseline to scale up this type of solution across the federal government in the future.”
DOD CIO Dana Deasy noted that vendors, trade groups and media have been “fixated” on the $10bn warfighter cloud procurement dubbed JEDI for Joint Enterprise Defense Infrastructure, which is the subject of multiple pre-award protests. JEDI and DEOS were both part of a bigger picture. “After we kind of laid out this strategy, even though people have been fixated on one part of it, this fit-for-purpose cloud strategy is going to be very important, and it’s going to be a big part going forward,” he said.
Deasy added that once in place, DEOS can be adopted across the Defense Department and throughout the services, some of which have their own contracts underway, and for all departments and agencies to migrate. When asked if there was concern of services buying in, Deasy said, “We don’t have to mandate it, everybody wants this,” adding that the only feedback he’s gotten is how to speed up the process.
“We clearly believe that, as we look across our estate — and we know our estate is quite large, it’s 4 million plus end points — that we need to refresh it on the more timely basis, we need to have better collaboration,” Deasy said. “So the cloud, we believe, is the optimum way to manage our productivity suite going forward.” (Source: Defense Systems)
28 Oct 18. Microsoft bids on JEDI, declares commitment to DOD tech. Microsoft bid on the Pentagon’s $10bn single-source cloud deal dubbed JEDI — for Joint Enterprise Defense Infrastructure. The bid is no surprise to anyone watching the twists and turns of the controversial procurement. But what’s interesting is the bid was announced in an Oct. 26 blog post by Microsoft president Brad Smith that both defended the company’s four-decade relationship with the Department of Defense and asserted that Microsoft would be in the forefront of conversations about the ethical use of artificial intelligence in warfighting.
“We want the people of this country and especially the people who serve this country to know that we at Microsoft have their backs,” Smith wrote. “They will have access to the best technology that we create.”
The post comes in response to a move by an unidentified group of Microsoft employees who urged the company to forego a bid on JEDI, in part because of concerns about lethal applications of AI – an ethical issue that is sparking debate across the technology industry.
“If Microsoft is to be accountable for the products and services it makes, we need clear ethical guidelines and meaningful accountability governing how we determine which uses of our technology are acceptable, and which are off the table,” the employees wrote in an open letterto the company.
In his post, Smith said he talked about the ethics of supplying the military with digital technology at a regularly scheduled employee event.
“We want to use our knowledge and voice as a corporate citizen to address these in a responsible way through the country’s civic and democratic processes,” Smith wrote. He added that sitting out such procurements would “reduce our opportunity to engage in the public debate about how new technologies can best be used in a responsible way.”
While Smith looked to strike a thoughtful tone on the future of AI applications in warfare, he also hit on the company’s long history as a DOD vendor.
“You’ll find Microsoft technology throughout the American military, helping power its front office, field operations, bases, ships, aircraft and training facilities. We are proud of this relationship, as we are of the many military veterans we employ,” he wrote.
Bids on the JEDI procurement were due Oct. 12. On or before Nov. 14, the Government Accountability Office is expected to decide a protest on JEDI from Oracle, which alleges that the solicitation was purpose built for a single vendor. Another protest from IBM is due to be decided in January.
Additionally, the procurement has caught the attention of some leading House appropriators, who are looking for the DOD Inspector General to investigate how defense officials settled upon the final set of requirements for the single-cloud project. (Source: Defense Systems)
25 Oct 18. DoD seeks industry input on multibillion-dollar cloud collaboration solution. The Pentagon and General Services Administration released a request for information Oct. 25 for a new unified collaborative cloud solution that will unite the entire defense apparatus under one enterprise contract. The Defense Enterprise Office Solution is the first capability set of three that the Department of Defense plans to use to capture its enterprise collaboration and productivity needs. The DEOS capability set needs include a productivity suite, messaging capabilities, content management systems and collaboration tools.
“We operate pretty much in a disparate environment right now, and predominantly on-[premises] for these capabilities. So DEOS will give us an opportunity to tear down some of those barriers, posture us for increased interoperability while taking advantage of what the commercial community has to offer,” said Essye Miller, principal deputy to the DoD chief information officer, at a press roundtable.
“From a benefit perspective, for us: real-time upgrades, real-time refresh, real-time access to innovation as our industry partners make them available to us.”
The contract will be offered through GSA’s IT Schedule 70, which Miller said has matured to the level that was needed to support Non-Classified Internet Protocol Router, Secret Internet Protocol Router and tactical environment needs.
“In fact, IT Schedule 70 is the vehicle GSA itself used to procure its own cloud-based email, collaboration and productivity solution,” said GSA Administrator Emily Murphy, adding that GSA is committed to working with vendors who would want to propose through the expedited Schedule 70 FASt Lane program.
“Using IT Schedule 70 to help DoD procure an enterprisewide solution for email, productivity and collaboration tools could establish a baseline for GSA to scale up this type of solution across the federal government in the future.”
In fact, according to Federal CIO Suzette Kent, the DoD solution moves the federal government forward on initiatives to use and procure scalable cloud solutions across agencies.
“When we look at where we were with the report to the president across the federal government, and the intent to leverage as many common solutions for purposes of interoperability, cybersecurity … and the overall efficiency of how we go after those solutions and the ability to keep those current, this is a really positive collaboration, and something that we’re incredibly supportive of,” said Kent.
Industry has just over two weeks to respond to the RFI, which closes Nov. 9, and the subsequent request for quotes will likely be released in early 2019, according to officials.
The DoD and General Services Administration also plan to hold industry days in early December 2018 to facilitate communication between government and industry on the best way to approach the contract.
The award for the eventual contract is planned for sometime in the third quarter of 2019, and would likely be set for approximately 10 years and $8bn, according to Murphy, though that number could change depending on industry input.
The appropriate solution would likely have to be certified at FedRAMP Moderate, said Miller.
According to Murphy, GSA and DoD have yet to determine whether a single-award or multi-award contract will best suit the DoD’s needs — a debate that proved highly contentious for the Joint Enterprise Defense Infrastructure cloud contract that opened for proposals July 26 — and the RFI asks respondents to provide pros and cons for each option.
But DoD CIO Dana Deasy said that the DEOS program is part of a Pentagon initiative to bring defense operations into a multi-cloud and multi-vendor environment.
“Our intentions are to have a cloud that can serve general purpose computing needs, as well as what I have coined a term as ‘fit-for-purpose’ clouds, which could consist of internal clouds or commercial clouds that have a unique fit for purpose,” said Deasy, adding that DEOS would be one such cloud.
Because DEOS is one of three collaboration capability sets the agency is looking to fulfill, DoD could end up offering a total of three contracts in that space, according to Miller. (Source: C4ISR & Networks)
Spectra Group Plc
Spectra has a proven record of accomplishment – with over 15 years of experience in delivering secure communications and cybersecurity solutions for governments around the globe; elite militaries; and private enterprises of all sizes.
As a dynamic, agile, security accredited organisation, Spectra can leverage this experience to deliver Cyber Advisory and secure Hosted and Managed Solutions on time, to spec and on budget, ensuring compliance with industry standards and best practices.
Spectra’s SlingShot® is a unique low SWaP system that enables in-service U/VHF tactical radios to utilise Inmarsat’s commercial satellite network for BLOS COTM. Including omnidirectional antenna for the man, vehicle, maritime and aviation platforms, the tactical net can broadcast over 1000s miles between forward units and a rear HQ, no matter how or where the deployment. Unlike many BLOS options, SlingShot maintains full COTM (Communications On The Move) capability and low size and weight
On 23 November 2017, Spectra Group (UK) Ltd announced that it had recently been listed as a Top 100 Government SME Supplier for 2015-2016 by the UK Crown Commercial Services
Spectra’s CEO, Simon Davies, was awarded 2017 BATTLESPACE Businessman of the Year by BATTLESPACE magazine and is a finalist in the inaugural British Ex-Forces In Business Awards in the Innovator Of The Year category.
Founded in 2002, the Company is based in Hereford, UK and holds ISO 9001:2015, ISO 27001 and Cyber Essentials Plus accreditation.