Case Studies

Tier 1 defence client – ISR Systems

Revenue: Circa £3m

What?

The Customer requested that RC Fornax provide solutions to significant capability gaps within their Intelligence, Surveillance and Reconnaissance (ISR) division across several major programmes. The solution needed to be provided in a distributed fashion in order to effect maximum impact at scale.
The project required a variety of niche skillsets combined with targeted domain knowledge and experience.

How?

Noting the immediate and ongoing delivery impact of the Customer’s capability gaps, as well as the distributed nature, RC Fornax opted for a Team Augmentation approach. Engineering SQEP was sourced, qualified and embedded into Customer projects on a priority and needs basis.
To ensure quality and value for money, an output-based approach was maintained, with engineering associates delivering upon individually assigned Statements of Work (SoWs). All SoWs were managed by a dedicated Project Manager.

Result

At peak delivery, RC Fornax was able to provide 22 highly skilled engineering associates. This capability augmentation is currently ongoing, with RC Fornax adapting to the changing needs and priorities of the customer delivery portfolio.

Tier 1 defence client – Electronic systems

Revenue: Circa £1.5m

What?

The Customer requested that RC Fornax provide engineering capability support to the design and development of cutting-edge Electronic Warfare (EW) technologies for a next generation combat platform. The project required specialist domain knowledge and the application of best practice approaches such as Model Based Systems Engineering (MBSE) compliant to ISO15288.

A complex and dynamic project, output needs were expected to evolve as the project progressed. It was necessary for the RC Fornax team to utilise Customer facilities, tools and IT whilst integrating throughout a large delivery team.

How?

An embedded offload model was identified as the most effective delivery method to meet the project needs. RC Fornax engineering leadership engaged with the Customer’s internal work package delivery leads to scope and develop a detailed, output based Statement of Work (SoW). This supported a flexible project management and delivery approach. Evolutions in project priorities were managed in increments through formal but efficient change control process.

Result

A team of high SQEP engineers were sourced and embedded within the Customer project, led by an RC Fornax Engineering Leader and Project Manager. All deliverables were met on cost, quality and schedule. The Customer contracted RC Fornax to a second phase of the project.

Tier 1 Maritime defence client

Revenue: £1.3m Phase 1 (Projected)

What?

The Customer is contracted to develop and deliver Platform Management Systems (PMS) for multiple UK underwater systems. A complex and safety critical subsystem, the client is working to demanding standards and deadlines driven by the shipbuilder and end user.

RC Fornax was approached with a customer requirement to augment key engineering output and capability gaps within the internal engineering teams. The customer is highly motivated by the desire to attain the benefits of output driven offload yet recognised existing internal process deficiencies.

How?

Noting the urgency of the immediate delivery needs, the RC Fornax team engaged key engineering stakeholders to define capability requirements. Disciplines include mechanical, electrical and systems engineering with maritime defence and control system domain knowledge.

As experts in output driven engineering delivery, RC Fornax committed to supporting the client through a procurement transition. Developing trusted relationships with commercial, programmatic and engineering stakeholders to facilitate enhanced capability supply processes.

Result

High level associates were sourced, Suitably Qualified and Experienced Persons (SQEP) and embedded within 6 weeks to address immediate delivery needs. A comprehensive Statement of Work (SoW) has since been developed to enable a smooth and effective transition to output based service delivery.

David Hitchcock has been a director of several UK companies in the Financial Services and Precision Engineering sectors. He is currently a Non-Executive Chair of AIM-quoted Powerhouse Energy Group plc. David Hitchcock has over 30 years of experience in finance, including 17 years at J.P. Morgan as Head of Equity Sales and later Managing Director, 4 years at Goldman Sachs, as well as being a former Chairman of Grant Thornton’s UK Banking and Securities Group. David Hitchcock served as a Captain in the Brigade of Gurkhas, a graduate of The Royal Military Academy, Sandhurst, and was educated at Pembroke College, Cambridge.

Kiri Cavill, a Chartered Director (C.Dir) and Associate of the Chartered Institute of Marketing (ACIM), is the Founder and Executive Director of Hawk Group & Hawk Group Family Office, which specialises in property, debt, debt equity, and private equity investments. She advises on governance, risk and investment strategies and manages M&A transactions. Kiri Cavill has over 20 years of board level experience spanning across consumer technology, platforms, real estate, finance and fintech sectors, and currently acts a Board Observer and Board Adviser to WeShop and Spud Agency, respectively. Kiri Cavill also founded Quidsin.com in 2009, leading business operations and strategy prior to selling her interest in 2016.

Mark Fahy, who holds an Investment Management Certificate (IMC), is qualified with both stages of the Institute of Investment Management and Research (IIMR) and completed the Diploma in Regulated Financial Planning, brings over 20 years’ experience in leadership and advisory roles, with a strong focus on capital markets. Mark spent 14 years at London Stock Exchange Group Plc, where he rose to the position of Head of UK Primary Markets, overseeing a range of activities that facilitated market growth and investor engagement. Mark Fahy had also previously worked for Rickitt Mitchell & Partners, a corporate finance boutique, working with institutional investors across EIS, VCT, VC and PE. Currently, Mark Fahy serves as a Senior Investment Manager at the British Business Bank and is an experienced board chairperson.

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