Johnny Beverton
Balancing Innovation, Safety, and Cost
The aerospace and defence industry is defined by its careful approach to change. Regarding the adoption of AI and new technologies, Nigel described the constant balancing act between progress and risk: “It’s at least a triangle - probably with more corners - between innovation, safety, and cost. Unless you build safety into those innovation and cost calculations, you can have some pretty catastrophic downsides”.
Recent well-publicised failures show the industry's reputation and public safety are always on the line. Nigel emphasised, “We all have to use technology for better purposes. However, you have to design in safety and quality so that the processes that run the business are inherently able to be automated, efficient, and the best they can be". In both aerospace and automotive, the pressure to innovate must always be balanced with the need for safety, because in this sector, the cost of failure is simply too high. As Nigel starkly put it, “We all drive cars and most of us go on holidays in an aircraft. We don't really want catastrophic outcomes, do we? We want the safe, boring, typically”.
AI in Action: Delivering Real-World Impact
Despite a reputation for caution, aerospace and defence is already seeing AI's practical benefits. Nigel highlighted several areas where AI is making a real difference:
- Engineering productivity: AI is helping companies make better use of their engineering talent. “Where AI is being used to remove the onerous, boring, repetitive tasks for engineers, companies are reporting strong double-digit benefits - typically in excess of 20% productivity gains”. He also noted that this allows engineers to focus on "engineering tasks rather than administrative ones."
- Predictive maintenance: Synthesising data from many sources, AI is transforming maintenance by reducing downtime and improving reliability. “Using the computing power of AI to gain insights from many data sources allows for interventions that reduce or even prevent downtime”.
- Customer support automation: Even in conservative sectors, AI-powered bots are streamlining support and delivering measurable results. “One particular OEM has reduced their resource allocation by 40% by using AI bots, boosting customer satisfaction in the process”.
These examples reinforce a key industry truth: technology must deliver measurable business improvements, not just innovation for its own sake. "Technology for technology’s sake is not something people can indulge in. This stuff is not cheap - it has to pay for itself and deliver business improvement as well," Nigel said.
He observed the pressure on technology leaders, “I wouldn’t want to be a CTO right now – everybody’s got an AI thing to sell.” For his part, Nigel stressed that his employer Cyient brings a different perspective: “We’re coming at it from an engineering point of view. We are engineers and think like engineers.”
The Human Factor: Talent Shortages and Upskilling
Talent remains a critical issue. While AI brings efficiency, Nigel is clear about its role, “I don’t think AI will replace jobs. What I do think is it will make people doing existing jobs more productive - allowing them to focus on engineering tasks rather than administrative ones.”
The average age of an aerospace engineer in the UK has risen from 56 to 58 in the past two decades, highlighting a widening skills gap. "Are we producing enough engineers? No - certainly not enough with the digital skills that are needed,"
He stressed the need for both tech solutions to increase output and for tapping into global talent, such as India’s increasing number of skilled engineering graduates. He expanded on this, saying, “There’s a sort of working concept of the engineer as data scientist. You cannot just do engineering with hand skills and 2D drawings anymore – it’s a very intensely digital world”. He also pointed out the need to attract younger generations to the field.
Industry Events: More Than Just a Showcase
Nigel sees industry gatherings like the Paris Air Show and Sustainable Skies as essential for the defence and aerospace sector. These events provide a unique chance to view the latest innovations, connect with industry peers, and find inspiration and new partners for the challenges ahead and what’s next. Nigel highlighted that industry events can feel like a "minefield" for businesses trying to discern genuinely impactful technology from mere buzz.
“You go to the trade shows and everybody’s got a shiny new bit of technology - everybody’s got an AI thing to sell. But it’s a shop window; you don’t have to walk into every shop”. While the sheer number of solutions can be overwhelming, these events offer a practical route to compare technologies, assess what's genuinely relevant, and gain knowledge from sector leaders. For many, it's also a key opportunity to network and benchmark against competitors. He also mentioned that these events are important for "seeing where the industry is going" and "understanding the trends."
Navigating Uncertainty: Geopolitics and UK Aerospace's Future
The global landscape is shifting, with trade policies, tariffs, and geopolitical tensions creating new uncertainties. Nigel acknowledged the challenges but remains optimistic about the sector’s resilience:
"Uncertainty is not a good thing for business. But the UK aerospace and defence industry is strong - worth about £59 billion per year, supporting high-value jobs. The future is fairly certain, but with some bumps along the road."
He pointed to the increasing demand for sustainable aviation, the emergence of next-generation platforms like the sixth-generation fighter, and continued investment in maritime and submarine technologies as signs of a strong future.
Looking Ahead: Building on Strengths
Nigel made it clear: the defence and aerospace sectors' future hinges on both invention and a readiness to change. He noted that while the UK is “really good at technology,” there is still a tendency to be cautious when it comes to investing at scale. “The government is gradually realising that the digital infrastructure is absolutely an essential part of growth. We’re not growing very fast at the moment - 0.1 of a percent per quarter or something of that ilk. We need to generate more, and it’s growth that our businesses need, and some of that will come from technology.”
He also pointed to the strategic difficulty many firms encounter: choosing between current tech investment and awaiting future developments, a delay that risks lost ground against rivals. “The longer you put off those decisions, how much more uncompetitive do you become against your global competitors, whether they be from the US, mainland Europe, China, or anywhere else?”
He also underlined the necessity of governmental backing and digital investment, especially for smaller enterprises, to propel the entire sector forward, "the SMEs in the UK are really feeling it, and I think they can do with some impetus from government to help them with their investments in technology." He proposed that future success will belong to those who blend the UK's engineering capabilities with decisive, progressive choices and a dedication to digital change.
In uncertain times, those who commit to skills, technology, and alliances will be best positioned to convert today's difficulties into tomorrow's prospects.
Ready to Navigate the Defence and Aerospace Talent Landscape?
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