Selected examples from our portfolio. Not exhaustive: client identities are anonymized by request, and only mandates with client permission are shown here.
Airport staff at several remote sites all needed training, and every specialty meant flying another instructor out. Costly, hard to schedule, and the crews still got little practice.
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.
Most remote strips have one airport manager and no trained backup. One resignation or sick leave, and the aerodrome cannot stay open.
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 had a price for building an airstrip, but did not trust it enough to plan a project around it.
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.
No all-season road, and the ice road was still years of permitting away. Machinery, fuel and cargo had to reach the site anyway.
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 in a season when no local operator had one free, on a site outside Canada.
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.
Fuel tanks, pits and mechanical rooms on site, and no entry program. Every confined space was a judgment call with no permit and no rescue plan.
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 forklift training in use came from provincial courses. The site is federally regulated, so it was the wrong rulebook.
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 health and safety committee, and no idea how to stand one up without hiring for 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.
Years of one-off charter deals had become the FIFO network. Nobody had ever designed it, or looked at it as a whole.
We mapped the full FIFO network end to end, including crew change points, aircraft types and routing, then 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.
Every site trained its airport manager differently, some by mentorship, some from outdated material. There was no standard to certify a new one against.
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.
Generators, building sections and heavy machinery, all too big for a standard cargo charter, bound for a site with no road and a fixed start date.
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.
Several contractors were mobilizing to the same remote site at once, each booking its own flights. They fought over the same aircraft and flew them half empty.
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.