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Dr Robbin Laird, Enabling and Defending the National Information Society: The Space Dimension, 7 October 2024 Link to article (Defense.info) Some time ago – more than a decade – I worked with Alan Dupas , the noted French space expert, on a project for a European space company on the future of space in 2020. We focused on the key point that although a space company was most closely identified with launchers and satellites, the future was its engagement in the global information society. Let me say that we were not greeted with cheers and love. Rather the major company we were dealing with shuddered at the thought that its “things” might be overshadowed by a product – data, communications and information. This of course puts a space company into competition with a range of providers of data, communications and information. Space is enabler of much which goes on in earth providing the nodes and networks of an information society. But space is costly, complex and governments are loath to invest more than they have to in such “esoteric” technology whose investments might cut into social spending or green energy or whatever the priority is for a sitting government. This is certainly the case for Australia. Dr. Malcolm Davis at the September 26, 2024 Sir Richard Williams Foundation seminar provided a compelling case for Australian space investments and acceleration of engagement in the space sector. This is how presented and discussed this important subject: Space is contested and congested. When we’re talking about resilience, both being contested and congested are really becoming much more acute as a challenge. Assuring space access for the ADF can be defined in different ways, but I would argue that it’s not just about being able to use a foreign provider. It is also about sovereign space capabilities. Space domain awareness allows space control. If you look at the national defense strategy and integrated investment program, it highlighted space domain awareness. Then importantly made the point that space control is an important task for the ADF.. We can’t have assured access to space if we only rely on foreign launch providers to give us that capability. We need to prioritize our national space capabilities, including sovereign launch. We need to pursue space policy as a whole of nation endeavor. We don’t currently have that. It was started by the previous government. Those efforts were canceled by the current government. I would argue that we need to restore a whole of nation space strategy. Space is an operational domain in its own right… We’re seeing in the arsenals of our adversaries counter space capabilities. And these capabilities do not apply only in hot war scenarios. They could also be used in terms of gray zone operations as well… We need to think in terms of how we defend against what the Chinese call system destruction warfare or how they can utilize counter space capabilities along with cyber attack, electromagnetic operations, and kinetic operations to take down critical Information Infrastructure as quickly as possible… Part of resilience is managing space traffic and that requires a new approach to how we think about space domain awareness, how we manage the increasing amount of material that’s in orbit. Space is increasingly competitive in the sense that it’s no longer just the sole domain of the major powers. It is also about the activity of small to medium powers, including Australia, as well as commercial actors. And space has become democratized through a combination of falling costs that are driven by new technologies which allows more states to do things in space than previously was considered possible or financially viable. That means there is a greater possibility that you could get either non state actors, commercial actors or hostile state actors essentially using space in a way that’s inimical to our interests. But it also brings opportunities in the sense that more states like Australia can actually do things in space that previously were beyond our capabilities… We’re starting to think about space 3.0. Space 1.0 was the Apollo era of big space agencies and the activities were the taxpayer funded and government led. Space 2.0 was the establishment and the emergence of commercial space activities which really transformed the space environment and global space activity, Space 3.0 is that next step that beckons in the future. It’s that opportunity to do space-based industry and a manufacturing capability, a space based economy that exploits space resources and new environments such as lunar space. We have to challenge the orthodox mindsets that I think currently exist within government which primarily thinks about space in terms of satellites and rockets and start thinking about how we can utilize space in radically new and different ways that generate prosperity and growth. He then went on to discuss how adversarial actions in space (war in space) can bring down or dismantle space infrastructure and that this infrastructure is a key part of a functioning information system for Australia. This meant that the Australian government needed to get out of any stoved-piped look at space and take a broader view which would include space policy in the whole of nation concept of defence. A slide from Dr. Davis’s presentation at the September 26, 2024 Sir Richard Williams Foundation. He then added: The democratization of space technology means that space is no longer dominated purely by the major actors, so it’s far more unpredictable as an operating environment. Increasingly, counter space technologies are moving in radically different ways and posing direct threats to space assets. For example, If you think back to the Cold War, there was no such thing as cyber warfare. Now we have the potential opportunity for cyber-attacks on satellites that can create scalable or reversible effects to disable or deny. And so suddenly, space weapons or space warfare or counter space capabilities become far more usable because it’s in the interests of our adversaries to use them. And I think that our adversaries recognize that space warfare and counter space capabilities can generate decisive strategic effect. Space is critical for maintaining how we fight wars and how we undertake joint and integrated operations across multiple domains, but it’s also vital for sustaining our information-based economies and societies… Modern information-based societies depend on space capabilities to function, in particular through satellite communications, but also positioning, navigation and timing services. Everything that we do in a modern society from using information on our mobile phones, to our computers, to stock markets, logistics systems, all of that depends on the space capabilities. That dependency will grow in the future, particularly as we get more and more reliant on processes of change associated with the Internet of Things and pursue the fourth industrial revolution. Such transitions demand that we have continued access to space Dr. Davis then went on the identify the various means of space attack and degradation which adversaries have already demonstrated. And his point was clear – If Australia wants to protect its free and open society, if it wants to support a “rules-based” order which in my view is shrinking globally, how can you do so without an effective space engagement policy? Featured Photo: Dr. Davis speaking too the September 26, 2024 Sir Richard Williams Foundation.

Dr Robbin Laird, Defence Industry in Australia: Building Strategic Depth and Resilience in Support of the Ready Force, 7 October 2024 Link to article (Defense.info) The September 26, 2024 Sir Richard Williams Foundation focused on accelerating the capabilities of the ready force. Defence industry in Australia is obviously a key player in the ability for the government to find ways to enhance the ready force. A panel of six industrial representatives discussed this challenge lead by Katherine Ziesing of the Sir Richard Williams Foundation as the facilitator. The six panelists in order of providing presentations were as follows: Andrew Doyle, Director, Business Area Lead, Aeronautics from Lockheed Martin Aeronautics; Nick Leake, Head of Satellite and Space Systems, Optus; Derek Reinhardt, Director of Engineering and Operational Excellence, Northrop Grumman Australia; Dr. Brad Ferguson, Joint Battlespace Systems Technical Director, Raytheon Australia; Daniel Reiniger, Engineering Manager MQ-28A Ghost Bat Combat Collaborative Aircraft (CCA), The Boeing Company; and Dr. Gary Eves, Principal Technology Officer of CAE Defense and Security. The first speaker, Andrew Doyle, underscored how he viewed industry and its role in Australian defence resilience. The critical enablers to growth in industry capacity–your experienced workforce, your facilities, and your capital equipment– have lead times of years to establish the scale that Australia will potentially need. We’re already operating in a contested environment in terms of competing with other national priorities. With defence, where government is typically the owner, the operator and the regulator of defence systems, there’s definitely a role for government to play in fostering that ecosystem for defence industry to be able to grow the scale and depth that Australia needs to be calling upon in the future. To do this requires a well-considered investment strategy and in my view, a partnership with industry whereby industry can make investments that lead to capacity for them and capability for the ADF. Any disruption in investment ensures that capability will not be there for the ADF. Doyle put his assessment this way: I will now talk about industry’s role in building a resilient and scalable national defence ecosystem which starts with the basics of depth of industry presence and a close degree of integration between industry and defense. Industry needs to have the appropriate degree of insight into defence plans and capability and preparedness requirements for defence to leverage the additional mass and scale that industry can bring. The key to success is communication and close partnerships to ensure that we’re getting alignment of resources and actions to best affect where industry can contribute to the operational viability of the integrated force… Andrew Doyle, Director, Business Area Lead, Aeronautics from Lockheed Martin Aeronautics, The second panelist was Nick Leake. He underscored that the ADF cannot operate effectively without secure C2 and ISR, and that in today’s world this means secure access to space and to satellites. He noted that Optus currently operates three geo satellites, one of which carries defence payloads. Leake then highlighted the coming of the Optus 11 satellite which he indicated would be the first software-defined satellite in the region. He underscored: With these new spacecrafts you will have fundamental intelligence on board, and you will be able to configure that satellite in terms of its capacity and where you’re actually pointing that capacity. Putting a chip on board the spacecraft obviously then opens up further issues with cyber security, because you’re putting intelligence in space, and you have to protect that asset the best you can. He then highlighted Optus working on in orbit servicing which will allow the satellite service life to be extended as fuel tanks are replaced on the satellite in orbit. He next discussed the LEO revolution which is obviously a significant transformer of the space satellite eco system but indicated that Optus worked with partners to leverage LEO constellations and to shape an adaptive network. Leake highlighted the importance of Dr. Davis’s presentation on the need for enhanced sovereign space capability and indicated that Optus was a key part of any such effort. Nick Leake, Head of Satellite and Space Systems, Optus The third presenter was Derek Reinhardt from Northrop Grumman Australia. His focus was on their work in enhancing the efficacy of sustainment in support of the ready force. NG is involved in the sustainment of the KC-30, the C-27J, the VIP fleet and the Triton. About two years ago, we were trying to bring all of our programs together and have them work in a more consistent way. To do so, we set about building a sustainment delivery model which was really intended initially to align our programs, but it’s providing us interesting insights into the information that moves within a sustainment environment: the speed that that information needs to move, the decisions that hang off that information and how the enterprise combines to be able to do so. He then when on to describe their creation in effect of a digital twin of the sustainment system. He went to argue that through this effort they have enhanced their ability to focus on the critical enablers for managing the information flows for decision making in the sustainment enterprise. He noted: What we’ve really learned to be successful, the architecture, the cyber-worthiness, and the whole concept of the data fabric is absolutely vital. When applied to the challenge of sustainment in a contested environment or contested logistics, this led him to the conclusion: How the data fabric is architected is crucial for it to continue to operate. Derek Reinhardt, Director of Engineering and Operational Excellence, Northrop Grumman Australia The fourth speaker was Dr. Brad Ferguson from Raytheon Australia. He certainly underscored the importance of enhancing the sense of urgency and speed to turn innovations into combat capabilities. This is how he put it: We need to adapt our architectures to support plugins for new capabilities, new technologies to support the rapid growth and leverage those technologies, everything from AI to quantum to hypersonics to directed energy to autonomy, these things will shape the future battlefield. He argued that the challenge and opportunity is to combine international cooperation with Australian delivery of capability. He then provided an example of this approach. We started with the NASAMS system fielded in nine other countries, and then we built it from the ground up, integrating it with Australian innovation. Working with over 30 companies across Australia, we integrated CEA radars, novel electrooptic infrared systems, new tactical data links to integrate with the Australian internet and military teams, integrating new missiles to leverage in service munitions, and ended up with the most capable short range ground-based air defence system in the world. Some of those Australian innovations are now making their way back into the global community, supporting our allies and allowing for export opportunities. Dr. Brad Ferguson, Joint Battlespace Systems Technical Director, Raytheon Australia The fifth speaker was Daniel Reiniger of The Boeing Company. His presentation was short and succinct and focused on a key area of developing and incorporating autonomous systems into the ADF. This is what he highlighted: What we need to focus on is building something that’s built to adapt. That’s in the wheelhouse of the collaborative combat aircraft, because if we don’t build something that’s adaptable, it will be obsolete before we even get it fielded. How do we evolve our thinking, so we actually build something that’s adaptable? The answer that we’re coming to is embracing open mission system standards and embracing not just open architectures, but government defined open architectures. What does that do? It opens up a best of industry ecosystem where everyone can come to the party. It lowers the barrier of entry. When we talk about CCAs, we talk about machine autonomy, we talk about flight autonomy, we talk about crewed and uncrewed teaming. It’s simply too much for any one company to build the platform and then pull all of that together in a coherent manner. By expanding the ecosystem and lowering the barrier to entry, you can get smaller and more companies that have niche skills into the effort. Daniel Reiniger, Engineering Manager MQ-28A Ghost Bat Combat Collaborative Aircraft (CCA), The Boeing Company The final presentation was by Dr. Gary Eves from CAE Defense and Security who highlighted the growing importance in training and innovations in training to enhance the operational capability of the ready force. He started by talking about the challenge for today’s force in terms of training. One of the things we need to understand is that the one size fits all approach just does not work for training. That requires a fundamental change in how we do things. What we are trying to do is evolve the capability of our young people to work with incredibly complex systems. Now it’s not just a question of pure technical proficiency. They are decision makers. They’re operating in a highly complex environment that requires dynamic decision making en masse, in real time, maybe without support. He highlighted the importance of training for effective operation by teams in performing key tasks and missions which not only lead to mission success but to more rewarding experiences which are important in being to retain the personnel which you want and need for the organization. He also underscored the importance of shaping effective ways for training in a coalition environment. This especially challenging because of different historical, linguistic and cultural experiences. CAE has worked and is working on a variety of approaches to succeed in the demanding training environments for the ready force operating in the new strategic environment. Dr. Gary Eves, Principal Technology Officer of CAE Defense and Security There was a Q and A session after the panel presentations but the key focus was on the crucial need to reshape the partnership with government both for defence and commercial firms. As one participant put it: Don’t try to design something in five years, because by the time you get it in five years, it’s obsolete. We need an agile approach whereby we can build a capability, and then, over the years, we can add to that capability. Governments have to take some of the risk, and stop chucking the risk onto industry, because a lot of industries, particularly small business, will just walk away. If we have a shared risk and investment approach, we can have an agile model of delivering capability. And the concept of “relational contracting” was introduced in a discussion of sustainment and support for the ready force, but perhaps has a wider application. As one participant put it: Relational contracting is an environment of defining how we work together, rather than defining specific technical requirements. Our best performing sustainment programs are those where you create the right relationship, you create the right dialog. A shared situational awareness is created and shared understanding of who makes the right decision at the right time and with the right information which builds the trust that’s needed for the desired outcome.

Dr Robbin Laird, Shaping a Way Ahead for Airpower in a Contested Region: The Perspective of Air Vice Marshal Glen Braz, 7 October 2024 Link to article (Defense.info) Air Vice Marshal Braz participated in the latest Sir Richard Williams Foundation seminar on September 26, 2024. His presentation and engagement were as part of a panel with Rear Admiral Christopher Smith, Commander Australian Fleet which focused on how to generate mass for the ready force. I had chance to meet with him and to enhance the discussion in a meeting in his office. I had the privilege of interviewing him when he was at Amberley Airbase commanding the Wing which hosted the new Growler squadron. And then again when he presented at the August 23, 2017 Williams Foundation seminar on the future of electronic warfare. Obviously, his experience with electronic warfare put him at the heart of evolving combat realities, namely the core significance of prevailing in the electro-magnetic spectrum. During the discussion in his office, we went over the major elements of his presentation but discussed in more detail his point regarding the need to have a sense of urgency. It is crucial from a ready force perspective to drive change in how one organizationally shapes the force. This is how he put it: We need to enhance a sense of urgency in shaping the ready force. We’ve been very habitualized in managing long lead, large programs with long gestation and comprehensive oversight. We have done so through a slow approval process with rigorous analysis which deliver exquisite systems which allow us to shape a framework around which we can operate and with which we can operate, But such an approach is lacking in terms of providing rapidly what the near-term enhanced force in being sees as immediate needs. Such a system doesn’t naturally deliver the enhancements that I would seek for the ready force in a timely manner. We need to adjust our focus on defense preparedness to encompass organizational change that can quickly deliver near-term solutions identified by our forces in being. It was clear that as Air Commander Australia, Air Vice Marshal Braz has to be prepared for the ready force to support the missions directed by the Joint force commander. And one might put it that adaptation of the force under duress is a key driver of change, and the challenge is organizationally how to build in the capacity to drive force design from such a perspective rather than doing so primarily from the standpoint of the core platforms to be acquired in the future, And this approach underscores the importance of trusting the operational force to identify gaps to be met. Air Vice Marshal Braz put it this way: We talk increasingly about the workforce having a warfighter mindset. The ability and willingness for people to adapt is going to be fundamental to our war fighting effectiveness. I need every human that we have contributing to the effort, and I need them to be contributing in ways that they haven’t even figured out apply to them yet. There’s a trust equation inherent in mission rehearsal. In mission rehearsals, we find gaps, and we look for rapid ways, perhaps imperfect, to remedy the gaps. And then we try to give technology that we think will solve known problems to our workforce, and we let them have the license to integrate it and operate with it in ways that we probably never imagined that they would. But with their creativity and their adaptability they find ways to do so. By then adopting the solutions they find into the ready force, we are incentivizing them to work in an innovative way that makes the ready force better in the near term. I pointed out that when he was working in EW, it is an area which succeeds only by staying ahead of the game. In EW or more generally in Tron Warfare, it is crucial to ensure that the force has transient software advantage. In this graphic developed several years ago and presented to me during a visit to Australia, this challenge was visually imagined this way: Air Vice Marshal Braz further emphasized: One needs to be able to rebuild the force quickly, and that applies across the whole system of capabilities. We need to adapt quickly. And another element that I’m really interested in is our ability to generate tempo despite potentially disaggregating the force for survivability and for maneuver within that disaggregation. But I need to be able to catch the adversary off guard and to punch multiple times in diverse ways and axis of maneuver. We need to be able to maximize our force and do things that will disrupt the enemy’s thinking, and do the unexpected, which is going to be important for us a small force. We need to be a smart force to which can provide technological advantage in the sense of being able to have ongoing and transient advantage. Braz highlighted that collaboration among the Australian, American and British Air Warfare Centers provided an important way for the RAAF to explore concrete ways to get better value out of the ready force, and to cross-learn ways to gain combat advantages through enhanced training and identifying combat gaps that need to be and can be filled by technological or other fixes. He argued: We can find ways to seek asymmetry and apply new technology quickly. I thank such a capability is a key contributor to the deterrence equation.

Board The Sir Richard Williams Foundation conducts its operations independently and has no political or industry ties. ​ The Foundation's activities are governed by its Board. The current Board is comprised of 11 former military leaders and security strategists. Members' business affiliations are listed in their biographies. Members are required to absent themselves from any discussion which might create a conflict of interest. The Board welcomes participation from the broad cross-section of the Australian community. ​ ​ Air Chief Marshal (Retd) Mark Binskin AC Chair Air Chief Marshal Mark Binskin AC (Retd) is a highly respected senior executive and leader in the national security, defence and aerospace sectors. He was Chief of the Defence Force of Australia from 2014-2018, Vice Chief of the Defence Force (2011-2014) and Chief of Air Force (2008-2011). In 2020, he was Chair of the Royal Commission into National Natural Disaster Arrangements. He is currently Chair of the Civil Aviation Safety Authority, Chair of the Pacific Security College Advisory Board, Deputy Chair of the Sir Richard Williams Foundation, on the Boards of the Western Parkland City Authority and Invictus Australia, a member of the Governing Committee of the Temora Aviation Museum and provides strategic advice as a Non-Executive Director with BAE Systems Australia and Nihon Cyber Defence. As Chief of Defence, Air Chief Marshal Binskin (Retd) successfully led the Australian Defence Force, comprising 80,000 permanent and reserve personnel, to significantly improve capabilities and responses to major global events and championed organisational change across areas of national security, culture, diversity and leadership performance. Air Chief Marshal Binskin (Retd) has provided national security advice to the highest levels of governments, industry leaders and international stakeholders and his aerospace knowledge and expertise is extensive. He has over 3,500 hours in single seat fighter aircraft including the A-4G Skyhawk, Mirage 111O, F-16C and F/A-18 Hornet, and continues to be active in general aviation. Air Chief Marshal Binskin (Retd) has completed the Harvard Business School Advanced Management Program, is a graduate of the Australian Institute of Company Directors and a Fellow of the Royal Aeronautical Society. Air Marshal (Retd) Geoff Brown AO Deputy Chair Geoff Brown AO retired from the Royal Australian Air Force in July 2015 as Air Marshal in the position of Chief of Air Force. In a 35-year career, he commanded at all levels in the Air Force and flew Chinook helicopters, F-111s and F/A-18 as well as being a flying instructor and a member of the Roulette Aerobatic team. His operational service included Operation Iraqi Freedom where he was the operational commander for all RAAF assets. Among his qualifications, he holds a BEng (Mech), a Master of Arts (Strategic Studies), Fellow of the Institute of Engineering Australia and is a Fellow of the Royal Aeronautical Society. Since leaving the Air Force he has been appointed as a Director of Lockheed Martin (Australia), a Director of Electro Optic Systems, Chairman of the Sir Richard Williams Foundation, Chairman of the Advisory Board of CAE Asia Pacific and Middle East, Director on the Governing Council for the Temora Air Museum and a Director of GCB Stratos Consulting. He also mentors in Leadership and Strategic Studies at the Australian Defence College. His honours and awards include his appointment as an Officer in the Order of Australia, the United States Legion of Merit and the Meritorious Service Medal from Singapore. Ken Moore Treasurer and Secretary Ken had an extensive career in the Australian Public Service with the Department of Defence. His last appointment was as the Defence Chief Finance Officer (Deputy Secretary level). Prior to the CFO position, Ken held a number of other senior management appointments in Defence including Head of National Operations Division that was responsible for the management and delivery of a large range of services to all Defence bases across Australia. After leaving the APS, Ken worked for a number of years with the ACT Government as the Chief Executive Officer of Rhodium Asset Solutions (the Government’s vehicle leasing company) and Executive Director Shared Services ICT. Ken holds two appointments: Independent Chair, Audit Committee, Commonwealth Director of Public Prosecutions Board Member and Treasurer Sir Richard Williams Foundation Ken has tertiary qualifications in economics and accounting. He is a Fellow of CPA Australia and a Fellow of the Australian Institute of Company Directors. Ken is also a graduate of the Advanced Management Program at the INSEAD Business School in France and the Senior Defence Resource Management Program at the US Navy Postgraduate School in California. Vice Admiral (Rtd) Tim Barrett AO, CSC Director Vice Admiral Barrett joined the Royal Australian Navy in 1976 as a Seaman Officer and later specialised in aviation. He assumed command of the Royal Australian Navy on 1 July 2014 and remained in this position until 6 July 2018. A dual-qualified officer, Vice Admiral Barrett served in Her Majesty's Australian (HMA) Ships Melbourne, Perth and Brisbane and HMS Orkney as a Seaman Officer and then as Flight Commander in HMA Ships Stalwart, Adelaide and Canberra. His staff appointments include Deputy Director Air Warfare Development, Director Naval Officer's Postings and Director General of Defence Force Recruiting. Vice Admiral Barrett has served as Commanding Officer 817 Squadron, Commanding Officer HMAS Albatross, Commander Australian Navy Aviation Group, Commander Border Protection Command and as Commander Australian Fleet. Vice Admiral Barrett was awarded a Conspicuous Service Cross in 2006 for outstanding performance as Commanding Officer HMAS Albatross and as Chief of Staff Navy Aviation Force Element Group Headquarters. Vice Admiral Barrett was appointed as a Member of the Order of Australia in 2009 and subsequently promoted to Officer of the Order of Australia in 2014 for his leadership of Border Protection Command and the Australian Fleet. Vice Admiral Barrett holds a Bachelor of Arts in Politics and History and a Masters of Defence Studies, both from the University of New South Wales, and has completed the Advanced Management Program at Harvard Business School. He recently published ‘The Navy and the Nation: Australia's Maritime Power in the 21st Century’ in which he outlines the extensive opportunities for Navy and Australia as steps are taken to implement the planned investment in naval capability outlined in the Defence White Paper 2016 and the National Shipbuilding Plan over the coming decades. Vice Admiral Barrett and his wife, Jenny, have two daughters. John Conway Director John retired from the Royal Air Force as a Group Captain in 2010 having served 24 years in a number flying, staff and senior command roles. His experience on the F4 Phantom and Tornado F3 aircraft included Cold War Europe, the South Atlantic, the Balkans, and the Middle East theatres of operation. He commanded the United Kingdom’s largest Permanent Joint Operating Base at RAF Akrotiri in Cyprus between 2005 and 2008 enabling the airbridge into Iraq and Afghanistan, and supporting strategic ISR operations in the eastern Mediterranean. ​ John is the owner and Managing Director of Felix, an independent company providing specialist air domain and intelligence capability development, and creative services to Defence and industry. He was previously a business development executive with Raytheon Australia specialising in air combat integration, electronic warfare, advanced weapons systems, test and training ranges, and integrated air and missile defence. Emily Frizell Director Emily is a veteran with 25 years’ experience in Defence and Defence Industry. Beginning her career in the RAAF as an electrical engineer, Emily now owns a successful engineering and management specialist consulting company, AeroPM. Under Emily’s leadership, AeroPM has experienced sustained and rapid growth over the last five years and is the recipient of many industry awards, including being a National finalist in the Telstra Awards and listed as a Smart50 SME and AFR Fast 100 company. Emily has been personally recognised as Female Defence Leader of the Year, finalist in the Women in Defence Awards and finalist as the Veteran Entrepreneur of the Year. Emily proudly supports veteran employment and entrepreneurship and is a Soldier on Ambassador. She is an active member of the Princes Trust Australia Enterprise for Veterans Advisory Council, and UNSW School of Engineering and IT Academic Advisory Board. She is also a Board Director of the Sir Richard Williams Foundation. Amy List Director Amy List was appointed managing director of Boeing Defence Australia (BDA) in February 2024. In this role, List leads the BDA businesses, capabilities and functions at the organisation’s 13 Australian sites. Her duties include establishing and executing new and existing programs, achieving business objectives, and implementing corporate strategies that position Boeing’s Australian defence activities for continued success. Prior to her appointment, List was director of Operations where she provided strategic advice to the executive and managed day-to-day operations and administration of the business. From March 2020 to October 2023, she was the director Sustainment Operations where she was responsible for managing the company’s through-life sustainment support and training solutions for military platforms in order to maximise operational readiness while reducing cost of ownership. This included delivering sustainment contracts for Australia’s F/A-18F Super Hornets, EA-18G Growlers, CH-47F Chinooks and F/A-18 A/B Classic Hornets; the C-17 Globemaster III logistics support and maintenance; and the Helicopter Aircrew Training System, as well as for the Republic of Singapore Air Force’s CH-47Fs. List joined BDA in December 2018, performing a number of leadership positions including director of the Structures and Build capability and director of Wedgetail Programs, where she led all sustainment and training programs for the Royal Australian Air Force’s (RAAF’s) fleet of six E-7A Wedgetail aircraft. Prior to Boeing, List spent over nine years at Raytheon in operational and business development roles, including as head of Business Operations for Raytheon Australia, where she was responsible for the successful delivery of all programs across the company’s portfolio, as well as business intelligence and reporting. List started her professional career as an Aeronautical Engineering Officer in the RAAF. During her tenure, she served in a number of operational roles, before running both acquisition and sustainment programs for the Defence Materiel Organisation. Post-separation from the Australian Defence Force, List ran a consulting business, offering project and risk management services to clients across the defence and mining industries. List is a graduate of the Australian Defence Force Academy and holds a Bachelor of Engineering (Aeronautical) and a Masters Degree in Project Management. She is also a Graduate of the Australian Institute of Company Directors. Gerard Foley Director Ged Foley has 40 years’ experience across the commercial, federal government, and private sectors in Australia and internationally, with a focus on influencing the governments and Defence Departments of Australia and allied nations. He specialises in influencing strategic intent through the implementation of thought leadership initiatives that produce lasting and distinctive national security improvements. He served over 15 years on the executive leadership team of the Australian subsidiary of the world’s largest Defence and Aerospace company, where he was responsible for shaping the company’s business strategy, driving enterprise-wide growth, and overseeing corporate development. Prior to joining RTX, Ged worked in the information technology sector as a project manager and account executive for a mainframe software and services company. He also spent 15 years as an Australian Army officer specialising in rotary wing aviation, leadership instruction, and major capital equipment acquisition. Ged is a graduate of the Royal Military College Duntroon and the Australian Defence Force Academy. He holds an honours degree in electrical engineering from the University of New South Wales and a master’s degree in Defence Technology from Cranfield University, U.K. He is a Fellow of Engineers Australia, a Chartered Professional Engineer, and is listed on several international and domestic engineering registers. Major General (Retd) Fergus "Gus" McLachlan AO Director Gus McLachlan completed his 37-year career with the Australian Army in December 2018, retiring as a Major General. Gus McLachlan has been responsible for generating Australian Defence capability in cyber space, electronic warfare and command and control systems. He completed two years as Head of Army Modernisation, during which time he worked closely with industry to commence a major recapitalisation of Army equipment and to network the systems of the Army. Gus McLachlan’s military career concluded after he led Land Forces Command where he was responsible for 35,000 women and men of the Army. He continued his leadership career in the commercial sector with Boral, Australia’s largest construction materials company, where he led Business Performance and Improvement during a major transformation activity. Gus McLachlan is currently a Senior Adviser at Bondi Partners, a unique advisory firm offering strategic counsel to businesses in Australia and the United States. He is a Director and Strategic Adviser to Australian and US defence, cyber and space technology companies. He is an Adjunct Professor at Monash University where he advises on national security research, and he chairs the Advisory Board for Cyber and Data Security at Charles Sturt University. Gus is also Director of the not-for-profit Williams Foundation, an air and space “Think Tank”. Gus was made an Officer in the Order or Australia (AO) for his contribution to Army Modernisation and awarded the United States Legion of Merit by Secretary James Mattis for his service in the international coalition force in Afghanistan. Gus lives in Sydney with his wife Maree and they have two adult sons. Nicole Quinn Director Nicole is Vice President, Public Policy and Government Affairs, Japan and Asia Pacific for Palo Alto Networks – the world’s largest dedicated cyber security company. Prior to joining Palo Alto Networks Nicole’s roles included strategic advisor to companies including the Defence sector, advisor to a NSW Senator, General Manager and Board Member of the Institute For Regional Security, National Convenor for Defence Families of Australia and General Manager at the State Chamber of Commerce (NSW). In addition to being a board member of the Sir Richard Williams Foundation, Nicole is an American Chamber of Commerce Governor (Vice-Chair ACT), and a member of the RMIT Industry Advisory Board for Cyber. Air Vice-Marshal (Ret’d) Steve Roberton, DSC, AM Director ‘Zed' is a Category A Fighter Pilot who joined the Royal Australian Air Force after completing a Bachelor of Science at Queensland University. He flew for 26 years of his RAAF career including fighter tours in Australian combat units and an exchange flying F/A-18s with the United States Marine Corps. ​ AVM Roberton enjoyed five commands in his RAAF career: initially commanding Number 75 Squadron for three years in Australia’s Northern Territory. Roberton led the RAAF’s transition to F/A-18F Super Hornet before commanding Number 82 Wing at RAAF Amberley; for which he was appointed a Member of the Order of Australia in 2012. Roberton commanded the inaugural Operation OKRA Air Task Group 630 countering ISIL in 2014, for which he was awarded the Distinguished Service Cross. He returned to Australia to command Air Combat Group in 2015 and went on to assume the Air Commander Australia role in 2017. AVM Roberton was Head Force Design in VCDF Executive in 2019, delivering the Force Structure Plan 2020 and the ADF Workforce Growth submission to Government. Zed completed several joint staff tours in project management and capability development roles. His further education includes a Masters in Management from Australian staff college in 2002 and the UK's Higher Command and Staff College in 2012. He completed the Australian Company Director’s Course in 2013 and the Harvard Business School Advanced Management Program in 2022. ​ Steve is a full-time senior advisor with McKinsey and Company based in Canberra and he is married to Libby. Katherine Ziesing Director Katherine Ziesing is the Strategic Communications Manager at Hanwha Defence Australia. In this role, she is integral in supporting the business to mobilise and deliver capability across a range of capabilities. Prior to this role she was the Strategic Communications Manager at a Canberra based contracting SME, leading client engagement with over 400 member companies working into government. She was Managing Editor at Australian Defence Magazine Group, working in the company for 15 years. Katherine joined the ADM team in 2006 as a staff writer and was appointed editor in Canberra at the beginning of 2008. She took on the expanded role of Managing Editor of Yaffa Media’s ADM Group at the beginning of 2018. While she has a background in business journalism and economics, she has also completed a Masters of Strategy and Policy at the University of New South Wales at the Australian Defence Force Academy, graduating in 2010. She was a member of the Defence Industry Study Course (DISC) in 2017. She has served as a committee member of the Submarine Institute of Australia and as a board member for the National Institute of Security Resilience. She was a founding member of the Defence and National Security Media Association, a group of Australia’s leading Defence and National Security journalists. Chair DeputyChair Treasurer Secretary Directors

RESEARCH Our work has a future strategic focus Our research and conference papers draw on the expertise of leading Defence, Industry and thought leaders in Australia and internationally. Our studies are succinct, future-focused and action-orientated. They assess the challenges ahead and raise policy issues to shape the future. Apr 30, 2020 Williams Paper: The Coming of the Australian Arafura Class Offshore Patrol Vessel: A Case Study The Arafura Class Offshore Patrol Vessel is the first of the new build platforms. It provides the template with regard to the entire reset o Oct 31, 2019 Conference: The Requirements of Fifth Generation Manoeuvre - Final Report ...major presentations and discussions at the Williams Foundation seminar on the requirements for fifth generation manoeuvre Apr 11, 2019 Conference: Hi-Intensity Operations and Sustaining Self Reliance - Final Report The latest Williams Seminar held in Canberra on April 11, 2019 focused on the strategic shift for Australia within the context of the evolvi Sep 7, 2018 Conference: The Imperative for an Independent Deterrent: A Joint Strike Seminar - Final Report Since 2014, the Williams Foundation has held a series of seminars, which have looked at the nature of military transformation enabled by new May 1, 2018 Conference: The Requirements of High Intensity Warfare - Final Report the Foundation is focusing on the new strategic context within which this force will operate and the kinds of further changes necessary for Sep 15, 2017 Conference: A New Approach, and Attitude, to Electronic Warfare In Australia - Final Report In this report, the major presentations at the Williams Foundation seminar on the evolution of electronic warfare, notably from the standpoi Apr 30, 2017 Williams Paper - Integrated Air and Missile Defence Study: The Challenge of Integrated Force Design The Williams Foundation conducted an Integrated Air and Missile Defence (IAMD) study between Sep16 and Feb17 to explore the challenges of bu Apr 27, 2017 Conference: Air / Sea / Land: Integrated Force 2030 - Final Report On April 11, 2017, the Williams Foundation held its latest seminar on shaping a way ahead in the shaping of a 21st century combat force. Thi Apr 30, 2014 Conference: Air Combat Operations 2025 and Beyond - Executive Summary Report The seminar explored the challenges and opportunities afforded by the introduction of 5th generation air combat capabilities. Apr 30, 2014 Conference: Air Combat Operations 2025 and Beyond - Laird Special Report Australia is building out a modest but effective 21st century Air Force built around the best available 21st century platforms and technolog Feb 28, 2014 Williams Paper: Protecting Australia with UAS (Unmanned Aerial Systems) The capabilities and use of unmanned aerial systems (UAS) has grown rapidly over the last decade or so. Australia’s geography is uniquely we Jan 31, 2012 Williams Paper: Flawed Doctrine: The Problem With Centralised Control And Decentralised Execution This paper focuses on two objections to current ADF doctrine. First, reliance on a ‘bumper-sticker’4 as the basis for developing command arr

PEOPLE The Williams Foundation's mission is only furthered due to the dedication of its people. The Foundation has a core intellectual base of experienced board members, writers, non-resident fellows and operations staff. It also draws on external partners and knowledge networks and works with leading international practitioners to participate in the Foundation’s activities. Board Read More Fellows Read More Operations Team Read More