Selected examples from our portfolio. Not exhaustive: client identities are anonymized by request, and only mandates with client permission are shown here.
The operator had to train airport staff across several remote sites. Each specialty meant a different instructor on the road, plus the logistics of scheduling travel into the network. That drove cost and calendar risk, and on strips with low flight volume and fast turnarounds, people got less practice than the job needed.
We built a turnkey academy at our training centre in Mirabel. New and current employees come to one place. We run them through the required modules with the right specialists on site, then send them back to their aerodromes. The program covers regulatory requirements, operating procedures, safety practice, and northern aerodrome realities, so standards match across the network.
Training stops being a convoy of instructors into the bush. Cost and scheduling get simpler. Candidates get more hands-on practice in a controlled centre than a quiet strip can give them between turns. The operator gets a common standard across sites.
An airport manager is a scarce, specialized role. Many remote strips have no trained backup. Sick leave, vacation, or a resignation can leave the aerodrome without the person who keeps the certificate and the day running. The real risk is a service break: the strip cannot stay open the way the operator needs.
We keep qualified people ready to step in. When a manager is away or gone, we deploy a Cirrus airport manager to cover the seat, keep procedures running, and hand the site back clean when the permanent person returns or a replacement is hired.
The aerodrome does not close for lack of a manager. Continuity holds through leave and turnover. The client’s team is relieved of the pressure of covering a role they cannot staff from inside, without inventing a second full-time manager at every strip.
The client needed a cost estimate that actually meant something: what would it cost to build an airstrip that fits their purpose. Prior numbers were on the table, but they did not trust them enough to plan against.
We started from zero. We went on site, pulled previous studies and field data, and rebuilt the estimate with a zero-based budgeting approach instead of recycling the old figure.
They got an estimate grounded in the actual strip and purpose, not a recycled high number. Our estimate landed about 5× lower than the prior figure. That cut the paper CAPEX and gave the client’s team a number they could plan against.
The site had no all-season road. An ice road was still on the table, but permitting and the rest of the process take longer before that road sees daylight. The project still had to move heavy machinery, fuel, and cargo in on a timeline that could not wait on that surface path.
We treated the runway as the logistics answer that could meet the clock. The work mapped aircraft options (including types such as L-100, 737, and ATR-class lift) and how to stage machines, fuel, and cargo by air for bulk sampling and early construction, including an ice-runway path that can move faster than waiting on the ice-road process.
The ice road is not discarded. It is simply slower to bring online. The air option, and an ice runway where it fits, helps the client meet the timeline while the surface option works through permitting. The client’s team gets a credible path for machines, fuel, and cargo without betting the schedule on a road that is not ready yet.
An exploration program needed a helicopter. Local operators could not supply one under the demand at the time. The work sat outside Canada, so the aircraft and operator also had to clear the right authorities.
We found a provider that could do the work, then drove the approvals through Transport Canada and the local authority (Danish CAA for Greenland) so the operator could fly the program.
The exploration season was not lost to an empty helo market. The client’s team was relieved of chasing a scarce aircraft across jurisdictions and of owning the regulatory path alone.
The client had confined spaces on-site (fuel tanks, pits, enclosed mechanical rooms) but no formal entry program. Existing practice relied on individual judgment call by call, with no documented hazard assessment, permit system, or rescue plan — a real exposure under the federal OHS regime that governs the site.
We reviewed the applicable regulatory requirements, classified every confined space on-site, and built a full entry program: hazard assessments, a permit-to-enter process, atmospheric testing procedures, and a rescue plan matched to what the site can actually support.
The client now has a program that holds up under inspection and, more importantly, actually protects the people going into those spaces — not a policy borrowed from somewhere else and never adapted to their site.
The operator's forklift training had been developed piecemeal, borrowed from provincial-standard courses that didn't reflect the federal jurisdiction rules actually governing their operation. That gap wouldn't surface until an incident or an audit forced the question.
We built a forklift operator training course from the regulatory text up — correctly scoped to federal jurisdiction requirements — covering theory, practical evaluation, and the documentation needed to prove competency was actually assessed, not just attended.
The operator has a training program that matches the rules that actually apply to them, with defensible records if a certification is ever questioned.
A newly federally regulated employer had no OHS committee structure at all. Leadership knew one was required but had no template for how to stand it up, run it, or keep it compliant over time without dedicating a full-time resource to it.
We designed a reusable OHS orientation and committee program: committee structure, meeting cadence, member training, and the recurring documentation the committee needs to produce to stay compliant — built once, meant to run itself afterward.
Leadership got a functioning committee from day one instead of a compliance gap they'd have discovered the hard way, and a program their own people can run without ongoing outside support.
A mining client was moving workers on a fly-in/fly-out rotation through a patchwork of charter arrangements built up ad hoc over time. No one had stepped back to look at the network as a whole — routing, aircraft sizing, and staging points were all inherited decisions, not designed ones.
We mapped the full FIFO network end to end — crew change points, aircraft types, and routing — and modeled alternatives against cost, reliability, and schedule risk to find where the existing setup was leaving money or reliability on the table.
The client got a logistics network built on analysis instead of accumulated habit, with concrete options to cut cost or reduce schedule risk without guessing.
A network operator relied on airport managers trained inconsistently across sites — some through informal mentorship, some through outdated material. There was no single curriculum anyone could point to as “the” standard, which made backfilling or certifying new managers slow and uneven.
We ran a full gap analysis against what the role actually requires, then built a structured airport manager training curriculum covering regulatory duties, day-to-day operations, and the northern-specific realities the job demands.
The client can now train and certify a new airport manager against one clear standard, instead of hoping informal mentorship transferred everything it needed to.
A construction contractor needed to move oversized equipment — generators, modular building sections, heavy machinery — into a site with no road access and a hard start-of-season deadline. Standard cargo charters couldn't handle the dimensions or weight, and a delay in equipment arrival meant a delay in the entire build schedule.
We identified the aircraft types capable of the lift (including outsized and rotary-wing options), sequenced the moves against the site's build schedule, and coordinated loading, weight-and-balance, and staging so equipment arrived in the order the crew actually needed it, not just the order it happened to ship.
The contractor broke ground on schedule instead of waiting on equipment. They got a lift plan built around their construction sequence, not a generic cargo booking.
A work provider had several contractors mobilizing simultaneously to the same remote site — different crews, different material needs, different timelines — and no single party coordinating the air side. Contractors were booking flights independently, creating conflicts over limited aircraft capacity and driving costs up through uncoordinated, half-full charters.
We took over the site's entire air logistics function: consolidated flight requests across contractors, built a shared scheduling and capacity-allocation process, and managed the day-to-day coordination so materials, crew changes, and equipment moved on a common plan instead of competing bookings.
The work provider got one coordinated air logistics operation instead of several contractors fighting over the same limited lift. Aircraft utilization went up, costs came down, and no contractor's mobilization got stranded behind another's.