We were approached by a software company who were developing a new iteration of their most popular product. We were tasked with not only performing penetration tests on the new software, but also assessing how secure their environment was, as they had concerns that the successful launch of the new product could be compromised if pirated copies were made available on the internet
Prederi staff designed and delivered a highly successful course at Henley Management College for senior leaders of the MoD to better appreciate that we are in a world of scarce resources and value for money is paramount. The course ran for over four years, during which time around a hundred Director level staff were trained in financial and resource management.
The UK equine market is an incredibly dynamic and developing industry. The British Horse Society estimate that 6% of the UK population have ridden a horse in the last year with the equestrian industry thought to be worth around £3.3 billion annually. Sovereign Horseboxes are a top tier UK manufacturer of bespoke luxury horseboxes, bringing together cutting-edge innovation, increased functionality and a genuine passion for the Equestrian industry. Each horsebox is meticulously handcrafted to meet each of the customer’s requirements, and their friendly and professional customer service is a hallmark of their service.
Sending large packets of data to the ground from an aircraft or even a satellite is not at all straightforward. The spectrum of radio frequencies is over-subscribed and there is just no room for the extra radio traffic. That is a potential stumbling block for the many new businesses being set up to exploit advances around satellite- derived data technology and unmanned aircraft surveying or similar applications. Laser technology, proven in cD and DVD players, offers a solution. It lends itself to higher speed data transfers than radio waves and is not subject to radio frequency (rF) spectrum licensing. Yet keeping a laser beam fixed on a drone flying at 10 metres per second and being buffeted by air currents poses difficulties. A team of engineers based at Airbus Group Innovations in Newport, South Wales, has been trying to overcome the problem, working with Oxford University on project Hyperion, funded by Innovate UK. Installing a laser on the aircraft is impractical because of size and weight constraints. However, the team proved they could establish a data connection using a programmable reflective lens to steer the laser beam on to a UAV (unmanned aerial vehicle) and then ‘bouncing’ it back to the ground. Project leader Yoann Thueux explained: “A modulated retro-reflector on the UAV encodes the data before the beam is then reflected back, transformed into an electrical signal. We use infrared light, which is invisible, safe, and travels further than visible light.” The really clever innovation was using a solid-state technology to steer the beam so accurately that it could maintain the data link connection. Yoann added: “The laser beam pointing has to be very accurate in tracking a device measuring no more than 50mm square on a moving uaV more than a kilometre away. We have tested this to 1.2 kilometres. With more laser power, we could go to longer distances. “We have had very good results. this laser technology is limited by weather conditions and we’re not suggesting it will completely replace low data-rate rF communications for control and safety. However, this technology will allow you to download a massive amount of data when you have good visibility.” This case study was originally published in Innovate UK: Aerospace SME case studies, 2015 and is reproduced here under the Open Government Licence v 3.
"We have been excited to be one of Enswarm's first customers. Their Innovation tool, in particular, helped us support our clients in collaborating and improving their organisations, and really exceeded our expectations. We are so impressed we are now building Enswarm's tools into our events and consultancy services, and we look forward to continuing to work together."
“It is great having Clarus Knight on board. They are accessible, driven, relatable and understand what it is like to run a small business. They help us look at our finances strategically rather than putting a finger in the sky, and this support has helped us to become a more professional company.”
In 2012 South London Healthcare Trust was placed under a Trust Special Administrator (TSA) regime to establish a sustainable future for health services in south east London. Prederi worked with NHS Bexley CCG and NHS South East London Cluster to deliver a multi-stakeholder programme across the London Borough of Bexley and neighbouring areas, to establish commissioning intentions to develop Queen Mary’s Hospital, one of the three hospital sites within the Trust. Prederi then supported a further phase of work to develop commissioning plans and detailed transition plans in conjunction with the overall TSA implementation.
A Unit of approximately 50 people within a Government Department needed to move to a much larger Government Department within the space of two months, an unusually fast time-frame for a move of this nature. This presented many challenges including: Different IT platforms in the original and new Department e.g. Google to Outlook Different pay scales and terms and conditions in the new Department Different processes and procedures in the new Department, with a more risk adverse culture Staff who had been through prior moves were suffering from 'move fatigue.' Heavy high-pressure staff workloads Requirement to minimise disruption to Ministerial support Merielle Ghali took a leading role in co-ordinating the move. Her remit was to act as the lead representative for the unit, advising and helping them to communicate effectively, and holding them to account. To ensure a smooth move, Merielle: Built relationships with key members of the new Department in advance Built change champions in each of the teams who were moving Participated in Director General level, and Weekly Change Team meetings and cascaded information accordingly Involved the Change Board, Change Team, IT and Facilities teams in weekly cascades to disseminate information and ensure direct two-way feedback Acted as a conduit between the Change Team and the staff affected by the move Tracked all aspects of the move, including FAQs, weekly updating and traffic light reporting The Change Champions were critical to the success of the move. Champions were selected from the Directorates of the Unit and were able to use their insight and networks to help Merielle gather and share information. Champions assisted on a practical level by owning logistics on move day itself. With an aggressive two-month time-line from announcement to move day, rapidly integrating the Unit into the culture of the new Department was it was a high priority. Merielle worked closely with staff to manage expectations, while ensuring that voices were heard, to reach sensible cost effective solutions. The two most challenging aspects of the move were IT and HR. Both were tackled with phased moves. The IT move happened over six months, so that staff could move to new systems gradually. Temporary wifi solutions were set up to support this, along with sessions with IT support and floorwalking. GOV.UK webpages were updated and Merille negotiated to have them set up as a stand-alone agency to future-proof the Unit for potential further moves. Unit staff were trained to upload their own content. Staff had concerns about differences in pay grades and terms and conditions across the two Departments. Merielle arranged opportunities for individuals to speak with HR to discuss concerns and understand the new working arrangements. Once individuals physically moved into their new office space, Merielle led on aftercare, managing queries and problems, with a list of live and often complex issues. One example was poor lighting, which required the procurement of special lighting. The Unit kept all records and logs to act as a blueprint for future moves. Staff feedback on the move was very positive, with staff saying that they felt wanted as part of the new Department. Merielle won two awards for her work supporting the move.
Beth Collier is a a nature based psychotherapist, who uses London’s parks and woods as a therapy room. This is Beth’s story about how she discovered the power of combining psychotherapy with nature, and the positive impact it has on the children and adults that she works with.
How one county’s local campaigners changed the narrative reported by the media after forming a mutual to take over management of local library services. The future for Suffolk’s libraries looked bleak in 2011 when Suffolk County Council’s review indicated 29 out of 44 libraries might close to meet Government budget cuts. The answer emerged by engaging local campaigners, who protested against library closures, to keep the libraries open. Nearly 40,000 people across Suffolk replied, inspiring the creation of a new body to manage and deliver library services. In 2012 Suffolk Libraries Industrial and Provident Society (‘Suffolk Libraries’ or ‘IPS’) was formed, and by August, the whole service transferred into its care.
In 2014 Prederi was commissioned by the six CCGs in south east London to carry out a training needs analysis for care homes across the six boroughs of Bexley, Bromley, Greenwich, Lambeth, Lewisham and Southwark. The review covered both nursing and residential care homes, and targeted the outcome of reducing attendance at A&E and pressure on other parts of the system.