By Darian Macey, July 8 2025
By Darian Macey, Founder, DECnet
Last week at the ADM South Australian Defence Summit, I had the privilege of moderating a panel on the Strategic Importance of South Australia in Defence Operations. It was a big topic, and the calibre of the panel—Jeremy Satchell from BAE Systems, Alex Walter from Babcock, and Pat Cashin from Laing O’Rourke—meant we covered ground well beyond geography.
Yes, South Australia’s location and capability put it front and centre in the Indo-Pacific strategy. But if it’s serious about delivering the infrastructure to support that mission, the state needs to change the way it works—and who it’s bringing into the industry.
SA Needs to Be in the 2% Club
Pat Cashin kicked off with a stark stat: 98% of major projects fail to meet their budget, schedule—or both. His challenge was simple: how do we get into the 2% of projects that succeed?
He pointed to digital engineering, off-site manufacturing, and design for manufacture and assembly (DFMA) as critical enablers. These tools aren’t just about productivity—they also open the door to new kinds of workers and work environments. Pat shared a personal anecdote about trying (unsuccesfully) to convince his daughters to join the industry. And I hear that. If we don’t make the sector more appealing, inclusive, and flexible, we’ll struggle to build the workforce we need.
It’s Time We Valued EQ as Much as IQ
One of the key themes that emerged—unexpectedly, but importantly—was the role of EQ (Emotional Intelligence) in delivering major Defence infrastructure.
I asked the panel how we make this industry more human—how we deal with imperfect scopes, inadequate budgets, and unrealistic timeframes without burning people out or pushing them away. Jeremy summed it up perfectly:
“Business is done between people… and we’ve lost the art of solving problems through conversation rather than just through contracts.”
That hit home. We talk a lot about frameworks and delivery models, but it’s people who make or break projects. And with dispersed teams, hybrid work, and emerging tech changing how we operate, leaders need EQ more than ever.
We Can’t Plan What We Can’t See
Another issue we tackled head-on was pipeline visibility. I hear it in every conversation I have with contractors and suppliers: we can’t invest in capability if we don’t know what’s coming.
The panellists shared this frustration. As Pat put it, “Pipeline is lifeblood.” Alex described how Babcock engages with industry early, often before contracts are signed. Jeremy made the point that diversification—both in clients and suppliers—is essential to ride out uncertainty. But we all agreed: better forecasting and clearer communication are desperately needed.
This is why DECNet is hosting a roundtable this week on pipeline visibility. It’s not just a procurement issue—it’s a national capability issue. When we restrict access to information, we shrink the pool of competition and exclude the smaller players that often bring the most innovation.
New Ways of Working = New Talent Pools
The discussion wrapped with a powerful story from Jeremy about a microfactory BAE set up in partnership with Bedford Group and Flinders University. It’s staffed by neurodiverse and disabled workers who now supply modular components to the Osborne shipyard.
It’s proof that advanced manufacturing and digital tools can open doors to non-traditional talent—people we desperately need if we’re going to meet the scale and complexity of Defence’s future program.
Pat added that Laing O’Rourke has been doing similar work globally—lifting bridges into place overnight, building components off-site, and bringing in people from completely different backgrounds to do the work more efficiently and safely.
Final Thoughts
South Australia is ready to lead. But if it wants to be taken seriously as a strategic hub—not just for submarines, but for sustainment, shipbuilding, and base infrastructure—the industry needs to shift its mindset.
That means:
- Embracing digital tools and off-site methods not just to go faster, but to go smarter
- Valuing EQ and soft skills as much as technical know-how
- Building a more inclusive workforce, representative of the society we serve
- Improving pipeline visibility so businesses can plan, invest, and grow
- Treating each other like collaborators, not competitors
It’s not all about subs.
It’s about the people, the partnerships, and the practices that will shape the next generation of Defence infrastructure.
Let’s build it better—together.
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.
