By Darian Macey, December 31 2025
2025 was a milestone year for our organisation. From a standing start, we achieved significant growth in membership and influence across Australia’s Defence Estate community. We expanded our activities nationwide and drove positive changes in Defence procurement practices. Below is a comprehensive look at our key achievements, events, initiatives, membership growth, and financial outlook for the year.
Key Achievements in 2025
Nationwide Reach: We held events in 7 capital cities across Australia, ensuring a truly national presence. These included seminars, networking sessions, and roundtables in locations ranging from Canberra and Sydney to Darwin, engaging local Defence industry communities everywhere we went. This broad reach has put us on the map as a national voice for the Defence Estate sector.
Membership Growth: From zero at launch in March, we built a base of 85 active subscriptions by December, driven entirely by organic uptake. Growth was consistent month-on-month, supported by high retention and strong renewal behaviour. Without advertising or sales spend, this result validates both the demand and the value proposition. Further detail on subscription metrics and retention trends is provided later in the report.
Roundtables & Advocacy Outcomes: 6 roundtables were conducted, each on a critical topic requiring in-depth discussion. For example, Roundtable 1 in May tackled Tender Transparency and panel selection processes, generating robust debate and a set of recommendations that is already influencing Defence processes. Subsequent roundtables covered Indigenous participation in procurement, contracting models, workforce challenges, and other “hot button” issues. Attendance was strong (usually 10–20 participants), generating quality discussion. These forums have become a signature offering of our organisation – a place where frank, solutions-oriented dialogue between industry and government stakeholders occurs.
Each of the above achievements demonstrates how we moved from discussion to outcome. By providing a platform for industry feedback. By relaying your words to Defence decision-makers, we have started to positively influence Defence procurement policy in our sector. The commitments by SEG show that our collective voice is being heard at high levels.
Events and Engagement Highlights
We delivered a packed calendar of events in 2025 to educate, train, and connect the Defence Estate community.
Regional Seminars
We ran 7 regional seminars (in all mainland state/territory capitals) focused on Defence infrastructure opportunities and updates. These 1-hour sessions, often organised in partnership with local industry groups, attracted local SMEs and large contractors alike. They not only disseminated the latest information (e.g. upcoming base works in each region) but also allowed attendees to network with clients and peers.
“Mastering Defence Infrastructure” (MDI) Training
The MDI program was developed to give members a real edge in navigating Defence infrastructure procurement. It cuts through jargon and theory, delivering what companies actually need to win work: strategic clarity, practical tools, and insight into how Defence thinks.
- In-Person Workshops: We ran eight live two-day training sessions across Australia, each covering critical topics like procurement pathways, panel mechanics, bid structuring, and risk allocation. These sessions were built around real-world examples and informed by frontline experience. Feedback was strong – many participants reported direct improvements in their tender performance as a result.
- Online training: To support flexible, ongoing learning, we produced 30 one-hour online training modules. Each module is fully referenced and paired with actionable templates. This resource library allows members to access training anytime, deepen specific skills, and onboard new team members.
- Podcast Series: We also launched a companion podcast, publishing 38 episodes throughout the year. Each episode tackles a specific Defence estate topic and features practical commentary, guest experts, and case-based discussion. It’s become a go-to briefing tool for many members.
Roundtable Forums
We convened six roundtable forums in 2025, attended by around 80 participants in total. These focused, invite-only sessions proved incredibly productive, generating constructive industry feedback and recommendations. Crucially, they led to tangible outcomes.
Tender Debrief Improvements: In our May roundtable on tender transparency, members shared frustrations about the opaque and unhelpful debrief process for Defence contracts. We compiled 16 recommendations, including calls for timely, substantive debriefs for all bidders. The impact was evident – Brigadier Matt Quinn, recently appointed Director General Capital Facilities & Infrastructure (DG CFI), publicly acknowledged these concerns and committed at the July 2025 CFI Industry Brief to improving tender debriefing practices. Since that commitment, our members have observed noticeably better debriefs – more prompt and with more meaningful feedback – when tenders conclude. This is a direct quality-of-business improvement resulting from our advocacy.
Project Pipeline Transparency: Industry has long struggled with limited visibility of upcoming Defence infrastructure projects. We pressed for better forward-looking information on the project pipeline (e.g. urging Defence to utilise AusTender’s “Planned Procurement” listings more effectively). Over 2025, we saw definite progress: the Project Delivery Services (PDS) branch began providing clearer pipeline updates. Notably, Service Delivery Division has committed to publishing an Estate Works Program forward works forecast for each half-year, giving contractors a heads-up on planned mid-tier projects. Project titles have also become more descriptive of late, after a decline in the previous year. This improved transparency is helping businesses plan ahead and aligns with our recommendation for more predictable workflow visibility.
Offshoring Policy Clarified: Another win came from our engagement with Defence leaders on the sensitive question of offshoring design work. Previously, there was confusion in industry about whether using overseas designers or consultants was acceptable in Defence infrastructure projects. At our November SEG (Security and Estate Group) industry briefing, we raised this question. The response from senior leadership was clarifying: Defence has “a very strong preference for design work to be done onshore” and will only consider offshoring on a case-by-case basis after a risk assessment. This clear stance, now on record, resolves uncertainty and helps local firms understand they are favoured for design work – a reassuring outcome for Australian businesses.
Networking Events
We also hosted a number of informal networking gatherings to build community.
In Canberra, we ran two networking events – a “Collab X Welcome” event early in the year (coinciding with the annual Collab X conference) and a pre-brief meetup on 17 November (the evening before the SEG Industry Brief) to help our members connect and share insights ahead of the official briefing.
In Sydney, we organised a networking function during the IndoPac 2025 defence exposition, capitalising on the large industry presence in town for the expo. This gave members and partners a chance to mingle with domestic and international visitors in a relaxed setting.
In Darwin, we partnered with local supporters to host a Harbour Cruise networking event. This was scheduled around NT Defence Week and provided a unique, casual forum for NT-based members, DefenceNT officials, and visiting companies to build relationships while enjoying Darwin Harbour.
In Perth, we partnered with Pronto Alpha to host a Defence Infrastructure networking event to compliment the ADM WA Defence Summit, providing a chance for those new to the defence sector to build relationships and discuss upcoming opportunities in a relaxed environment.
Throughout the year we also encouraged ad-hoc meetups at major conferences (e.g. Avalon Airshow, ADM Congress) where many of our members were present.
Collaboration
We have built several key partnerships this year. Following our work with Consult Australia on the 2025 Collab X Welcome Event, we have been engaged to play a more active advisory role for the 2026 event. During the year we became foundation members of the Society of American Military Engineers (SAME) – Australian Chapter, and our founder was named Member of the Month in October.
Charity Fundraising and Community Sponsorship
In addition to professional events, we made sure to give back to the community. In October, we held a fundraising event in support of Legacy, the veterans’ charity. The event featured a keynote from SAS Veteran and author, Robert Kilsby. Thanks to generous contributions from attendees and sponsors, we raised $1,000 for Legacy.
It was a modest but meaningful way to contribute to those who have served, and it highlighted our network’s commitment to social responsibility. We also sponsored our founder’s local AFL 9s team, which won the local competition in only our second season.
Overall, in 2025 we delivered well over 20 events of various types (seminars, trainings, roundtables, networking and charity). For a first-year organisation, this level of activity is something to be proud of. These events have not only provided direct value (knowledge and connections) to participants, but also helped cement our reputation as the go-to hub for the Defence Estate sector.
Project Helyx – Coming in 2026
One of the most exciting developments underway is Project Helyx, our initiative to significantly enhance the online tools and data available to members. Project Helyx is essentially the next generation of our information portal, building upon the solid foundation we established with the current DECNet platform.
As you know, our website already provides a powerful index of Defence infrastructure projects, bases, stakeholders and contract notices sourced from public information. It’s powered by a location-based search engine that allows users to find projects by geography and other filters. Helyx will take this to a whole new level. Specifically, Project Helyx will deliver:
- A Unified Dashboard: Helyx will present users with a customizable dashboard aggregating all relevant Defence Estate updates – upcoming tenders, recently awarded contracts, new programs, and even news headlines – all in one place. Members will no longer need to manually monitor multiple sources; Helyx will be the single source of truth for what’s happening across the Defence Estate.
- Interactive Map & Geo-Intelligence: Building on our location-based data, Helyx will feature an interactive map of Australia with layered data. Users can zoom into a region or base to see all active and planned projects pinned on the map, along with key details. This geospatial approach will make it much easier to visualise where opportunities are clustered and to plan travel or marketing efforts accordingly.
- Advanced Search and Filters: While the current site has basic search, Helyx will allow far more granular queries. For example, you could filter projects by their status (planned/market call/awarded), by value range, by base or region, or by agency. You could search for all projects in NSW above $50M that are expected to be released in the next 6 months, as an example. This kind of targeted search will save members time and help identify the opportunities that fit their business.
- Project Tracking and Alerts: Pro members will be able to “follow” specific projects or categories and receive real-time alerts when there are updates. If a project you’re watching issues a Request for Tender, or a contract award is announced, you can get an email/SMS notification immediately. Members can also get weekly digests tailored to their preferences (e.g. “notify me of any new Estate Works opportunities in QLD”). This proactive alert system ensures you never miss a development important to you.
- Rich Data and Analytics: Helyx will include more data per project, such as historical timelines, linked documents (e.g. Public Works Committee reports), and stakeholder information (like which Defence branch and project managers are involved). We are also exploring simple analytics – for instance, charts of upcoming projects by region or cumulative value of tenders over time – to help members spot trends. These insights can inform your business strategy (for example, seeing a surge of work in a particular state or a gap in a certain timeframe).
- Collaboration Features: Another aspect under development is member collaboration tools. We plan to integrate forums or Q&A sections directly into project pages, so members can share intel or ask questions (e.g. “Has anyone heard if this project’s RFT is delayed?”). Over time, this peer-to-peer knowledge exchange will make Helyx not just a data source, but a community platform. (Of course, all user-contributed info will be moderated to ensure accuracy and confidentiality as appropriate.)
Project Helyx is slated to roll out in beta form by mid-2026. It will be the core component of a new premium membership tier – DECNet Pro+.
What will the Pro+ tier include? Pro+ members will receive all the benefits of our current Pro membership (access to articles, reports, roundtables, etc.), plus full access to the Helyx platform. In summary, DECNet Pro+ subscribers can expect:
- Unlimited access to the Helyx portal – including the interactive map, advanced search, and all project data pages.
- Personalised alert setup (as described above) to get notifications on projects and opportunities of interest.
- Data export abilities – Pro+ users will be able to download project lists or data to CSV/Excel for their offline analysis or CRM updates.
- Early beta access and influence on features – Pro+ members will effectively become partners in shaping Helyx. You will be invited to provide feedback, request new features, and participate in user testing of new capabilities before general release.
- Additional user seats for companies – whereas Pro membership is per individual, Pro+ will likely allow a company to have multiple user logins under one subscription, facilitating broader team usage of the platform.
- Priority support – Pro+ subscribers will have a dedicated support channel for any inquiries or help with using the platform, ensuring you can fully leverage Helyx.
In short, Pro+ is designed for power users who want to leverage the full depth and interactivity of our data to drive their business development. We anticipate this tier will be especially popular with larger companies and consultancies that pursue numerous Defence opportunities and need a competitive intelligence edge.
Project Helyx represents a major investment in our capability, and we are incredibly excited about its potential. It will cement our role as an indispensable partner to industry, by not only reporting information but actively delivering the right information to the right people at the right time. We will keep all members updated as development progresses and will share previews of Helyx’s features in the coming months.
(A note on development: We are building Helyx in a user-centric way. In fact, we are inviting a handful of key members to collaborate in the co-design of the Helyx UI/UX – see Financial Highlights below for how some can partner with us on this project.)
Support to NT Government
Another significant development is our new Northern Territory Government contract, which commences in January 2026. Over the past 12 months, we have been working with DefenceNT (the NT Government’s Defence support agency), providing monthly insights and advice to help the Territory maximise local industry participation in Defence projects. The value of that work has now been recognised with a formal contract for the next 12 months.
These reports are distributed to key internal stakeholders, including relevant departments and the Chief Minister’s office. They highlight upcoming Defence procurement opportunities in the NT (from minor works to major projects), status updates on ongoing projects in the region, and analysis of how NT businesses can position themselves. In essence, they provide a strategic radar picture for the NT – ensuring they have early visibility of what’s in the pipeline and can plan workforce or policy settings accordingly.
The audience for these reports spans multiple NT Government departments (e.g. Department of Industry, Department of Infrastructure, Chief Minister & Cabinet) who all have an interest in Defence investments in the Territory. By circulating our insights at the government leadership level, we help align the NT’s efforts to attract and support Defence projects. For example, if we report that a major RAAF Base Tindal upgrade is forthcoming, the government can proactively work with local contractors or training bodies to prepare.
This partnership has been a big win for us organisationally. It has provided a steady revenue stream (diversifying beyond membership dues) and strengthened our credibility as experts in Defence infrastructure. Moreover, it has deepened our relationship with NT stakeholders – positioning us as a trusted advisor to the government. We anticipate that our success here could lead to similar engagements with other state/territory governments in the future.
From an operations standpoint, we have now established a smooth workflow for this reporting: our research team will compiles data from Defence sources each month, applies analysis and local context, and produces a polished report to DefenceNT. We also offer quarterly in-person briefings in Darwin to discuss these reports and gather feedback. We are excited to continue this work and deliver value to the NT in 2026.
Expanding Presence in Western Australia
Western Australia is emerging as a critical region for Defence infrastructure (with initiatives like the Henderson naval shipyard expansion and RAAF Base Curtin upgrades, among others). To ensure we cover WA effectively, we are investing in a dedicated WA role starting early 2026.
We have recruited a highly experienced Business Development Advisor in Perth, who will join our team in January. This individual comes with a strong background in the WA defence sector and extensive contacts across industry and Defence in the state. Their mandate has two main parts:
- Client-Focused Support: First and foremost, this Advisor will provide hands-on business development support to a select client of ours (one of our member companies) that operates in WA. Essentially, the Advisor will act as an embedded BD consultant, helping that company identify opportunities, meet with local stakeholders, and develop capture strategies for upcoming projects. This arrangement benefits the client directly (they get on-the-ground expertise), and it provides us with a sustainable way to fund the role (the client is co-sponsoring the position).
- Market Intelligence and Outreach: At the same time, having a person on the ground in WA means DECNet gains real-time situational awareness of what’s happening in the west. The Advisor will continually feed us intelligence – from news on base works at Pearce, Campbell Barracks, HMAS Stirling etc., to insights gathered at local defence forums or from conversations with Defence WA and industry figures. They will also represent our organisation at WA events, possibly host local member meetups, and generally raise our profile in the state. In short, this opens the door for us to grow the WA chapter of our community.
The new WA Advisor starts in mid-January and will be up to speed in time for some early 2026 events (we note that a WA Defence Capital & Estate Works Update briefing is scheduled in Perth in February, which we will now be able to cover intimately). We expect that within the first quarter, we’ll see tangible benefits: better coverage of WA content on our platform, more WA companies joining as members (seeing that we have local engagement), and possibly new consultancy opportunities.
Strategically, establishing a WA presence is about not leaving a gap in our national coverage. We can now confidently say we have all mainland states and territories covered either through personnel or active community networks. Given the vast distances and unique market in WA, this hire is a pivotal step in truly being “Australia-wide.”
Membership Growth and Retention
Our paid membership program formally launched in March 2025 and by December we had built a base of 85 active subscriptions, all without advertising or external sales support. Growth was consistent, retention was strong, and our model proved both scalable and sustainable in its first year.
Month-on-Month Growth
From 12 new subscriptions in March, we grew at a steady pace, averaging 9–15 new subscriptions each month until October. By mid-year, growth was being driven as much by renewals as by new joins, with a cumulative total of 166 successful renewals logged between May and December. The new subscriber count plateaued slightly from October onwards as the focus shifted to servicing our growing member base, but every month brought net growth—even in slower periods. There were no dramatic spikes, just disciplined, word-of-mouth growth grounded in real value.
Engagement and Value Delivery
Our events, roundtables, and consistent member content (including the MDI training program and project tracking updates) drove most new subscriptions. Non-members who attended briefings and seminars frequently converted after seeing the level of insight and access on offer. LinkedIn and newsletter content also played a role, with prospective members often initiating contact after consuming our commentary on Defence policy shifts or procurement changes.
Churn and Retention
Across the year, just 13 cancellations were recorded—an annual churn rate of around 13%, but this includes early-stage fluctuations before our renewal and upgrade pathways matured. From July onwards, cancellations dropped significantly and by Q4, retention stabilised, with resubscriptions and renewals dominating growth. The November data showed 25 renewals and just 1 cancellation, a clear sign that member value perception is high and strengthening.
Membership Composition
Our subscriber base includes a healthy cross-section of the Defence Estate ecosystem: tier-1 contractors, specialist consultants, mid-tier construction and design firms, SMEs, and Indigenous businesses. Some joined as individuals, others as companies. This diversity has created meaningful opportunities for cross-sector introductions, which we’ve facilitated through events, platform features, and direct matchmaking. Several members have since reported collaborative wins—joint bids, subcontracting arrangements, or shared intelligence that made a difference on tenders.
Looking ahead, the membership pipeline remains strong, with prospects lined up for early 2026 and continued interest in the new Pro+ tier. Our priority is not volume alone, but maintaining high retention, delivering tailored value, and ensuring each new member integrates meaningfully into the network. With the addition of Project Helyx and new regional capability, we are confident that both the product and the community will continue to mature in 2026.
In short: 85 active members, 166 renewals, 13 cancellations, zero advertising. That’s a result worth building on.
Financial Highlights and 2026 Outlook
From a financial perspective, 2025 closed on a very healthy note. Our organisation is debt-free and financially stable. We have managed growth carefully, scaling up activities in line with revenue from memberships, events, and services. Here are the headline figures and key points:
Revenue Growth
Our revenues grew each quarter, largely driven by membership subscriptions. By December, our annualised membership revenue (if we extrapolate the current subscriptions) is a strong foundation to cover our ongoing operating costs. Additionally, event ticket sales and sponsorships contributed a modest amount. We also had consulting income from DefenceNT work and other research and advisory commissions. All told, we exceeded our initial revenue targets for this our second full year in business (which is a great achievement for a startup organisation).
Zero Debt
We have not taken on any loans or external debt financing. All our growth has been funded through equity and operating revenue. This means we enter 2026 in a no-debt position, giving us flexibility and resilience. We’ve maintained a cash buffer from the profits of 2025, which will help fund upcoming investments.
Profitability
After accounting for expenses (the biggest being personnel, travel for events, and tech infrastructure), we have a small surplus from 2025 operations. We deliberately aimed to roughly break even in year two (choosing to reinvest in growth), so ending slightly in the black is a bonus. Importantly, it means we have not had to cut back or slow down any initiatives for financial reasons.
Project Helyx Investment
The major planned expenditure for 2026 is developing Project Helyx. This will involve costs for software development, data integration, and UI/UX design. We have budgeted for these projected costs, and our 2025 surplus plus current run-rate revenue covers a portion. However, to accelerate Helyx and build it to the ambitious level we envision, we are seeking additional support. Rather than taking on debt or outside investors outright, our preferred approach is partnering with a few key stakeholders.
We are in discussions with potential funding partners (likely larger industry members or allied organisations) who can co-fund Helyx development. In exchange, these partners will get a voice in the design process (ensuring Helyx truly meets user needs) and discounted Pro+ subscriptions once it launches. Essentially, they become founding sponsors of the platform.
This co-design and co-funding approach keeps us aligned with user interests and avoids us over-extending financially. It’s a win-win: we get the UI/UX right by incorporating user feedback from the start, and partners get early access plus financial perks for their support. If you or your company is interested in being part of Helyx’s design partners, we welcome that conversation – it’s a chance to shape a tool you’ll be using, and lock in a very favourable subscription rate.
Annual Membership Offer
As we gear up for 2026, we have decided to reward loyalty and encourage long-term commitment from our existing members. Specifically, members on monthly billing can lock in the current annual membership rate by upgrading to an annual subscription before 28 February 2026. This means if you switch to an annual plan now, you’ll pay the 2025 price for the whole of 2026, shielding you from any price adjustments in the new year. (We do anticipate that with the added value of Project Helyx and other enhancements, our membership pricing may be reviewed in mid-2026, so this is a wise opportunity to secure the best rate.) This offer is our way of saying thank you for your ongoing support, and it helps us with cash flow predictability as well. We will be communicating this offer via email to monthly subscribers early in the new year.
Cost Management
On the cost side, we will continue to manage expenses prudently. Our team will expand slightly (with the WA Advisor and perhaps one data analyst for Helyx), but we will do so in a measured way. Where possible, we leverage technology and partnerships to keep costs down. For example, using efficient digital marketing instead of expensive ads, or securing venue sponsorships for events. Our lean approach served us well in 2025 and will continue.
In conclusion, the financial state of the organisation is sound. We have built a sustainable model with recurring membership revenue, we have no debt overhang, and we are making strategic investments to fuel our next stage of growth (especially in technology with Helyx). As we move into 2026, we do so from a position of strength but also with careful planning to ensure we can deliver on all our promises to members and partners.
In Summary
2025 was a year of building momentum; establishing our community, proving our value, and laying the groundwork for bigger things to come. We grew from nothing to a vibrant network of paying members, influenced Defence policy for the better, and developed services that fill real gaps in the market. All of this was achieved while staying true to our mission of connecting and empowering the Defence Estate community.
I want to thank each member, partner, and supporter for being part of this journey. The successes listed in this report are our successes, collectively. They show what can be done when passionate people come together with a common goal. As we head into 2026, we’re carrying forward this energy and aiming even higher – rolling out Project Helyx, expanding our reach, and continuing to drive positive change in our industry.
Let’s keep the collaboration and momentum going into the new year. Thank you for your continued support, and here’s to even greater achievements in 2026!
– Darian Macey, Founder
Author: Darian Macey
Darian is a former Engineering Officer with the RAE with tertiary qualifications in Engineering and Project Management. He is a leading practitioner within Australia's NSI sector with previous employment in Government, project management and building contractor organisations.
