TBH launches new integrated risk management service for defence sector
Project management consultancy TBH has launched a new integrated defence risk management service designed to support defence leaders in making decisions through a data-driven approach.
Unveiled at the Indo Pacific International Maritime Exposition, TBH says its new offering replaces subjective assessments with quantitative analysis that connects time, cost and risk, providing teams with the clarity to make informed, timely decisions with measurable impact.
“Our approach delivers quantified, cascaded impacts that account for interdependencies and the butterfly effect, fully integrated with the master baseline. The result is a pragmatic yet sophisticated framework,” explained TBH’s Sydney-based director of risk services, Moataz Mahmoud.
Established in Australia in 1965, TBH today has a headcount of around 250 professionals across the country as well as in Asia and the Middle East, with the strategy and project management consultancy specialised in delivering complex, large-scale assignments in critical industries such as infrastructure, energy, transport, mining & resources, major technology, and defence.
The key features of the firm’s latest defence sector offering, which was supported by the release of a white paper outlining the principles behind its approach, includes integration with defence acquisition gates and governance frameworks, scalable methodologies tailored to project maturity, and quantified, decision-ready insights on budget performance and schedule.
Transforming Risk
The risk management white paper, “Transforming Risk from Abstraction to Action”, notes that defence acquisition and sustainment programs face unprecedented complexity, with multi-billion-dollar, decades-long investments having to navigate technical uncertainty, evolving requirements, multiple stakeholders, supply chain challenges, and increasingly compressed timelines.
In this environment, the firm says, traditional approaches to risk management – characterised by qualitative assessments, red-amber-green indicators, and siloed discussions – fall short of providing the clarity and foresight leaders need to make confident, data-driven decisions, calling for a new paradigm as to how defence programs and the broader enterprise identify and manage risk.
“Programs that manage risk poorly face delays, overruns, capability compromises and stakeholder loss of confidence. In an era of increasingly complex defence capabilities and intense scrutiny of program performance, effective risk management is not optional – it is a strategic imperative,” the paper concludes, making the choice towards an integrated, quantitative approach clear-cut.
