Over the next five years, DAIR will deliberately secure its place as a world class collaboration organisation. It will support the development of co-located, high calibre and sought after infrastructure that enables and fosters innovation through enhanced collaboration to the benefit of Canadian industry, academia and government.
Bringing these players together, either through innovative funding programs, inspired research and transformative technologies, DAIR will catalyse innovation, drive change, and help form a workforce that is on the cutting edge of future requirements. Throughout, DAIR will strive to be a voice for aerospace and defence innovation.
DAIR will lay the foundation upon which the other phases will be based. By finalizing a deliberate strategy, as well as build out the associated governance framework, we will validate exactly how DAIR will advance over the next five years. Throughout, DAIR will execute on already underway early initiatives. In this phase the MOTH construction progresses. In addition to the continuation of DAIR’s current programs – specifically the DAIR Green Fund (GF) and DAIR Supplier Development Initiative (SDI), pilot R&D activities and workforce initiatives begin. Finally, within this phase, DAIR secures funding required to advance the next phase of a modular designed and built Innovation Hub. Throughout this phase DAIR’s Thought Leadership programming gains momentum.
DAIR designs the world class enablers and positions itself to be the collaborator of choice within aerospace and defence, and more broadly and as applicable, advanced manufacturing. DAIR will launch the Coordination Scheme of Maneuver Office as the catalyst for innovation and research. DAIR will also seek to formalize academic/industry alignment. Prior to the end of this phase the Innovation Hub design and permitting is completed and the early modules of the Hub near completion. Throughout this phase and in concert with the planning and execution of confirmed Hub modules, DAIR works to secure additional funding to support growth of the Hub and growth of the broader DAIR District (including supporting its partner organizations).
Realization of many of the DAIR foundational ideas takes place. Monumentally, DAIR will open the next phase of its world class enabler, the Innovation Hub. This will allow for innovation and research on a drastically increased scale allowing DAIR to achieve set operational targets for collaboration and workforce engagement. Although currently focused on Southern Ontario, in this phase DAIR attracts nationwide collaboration and communicates as a global-facing policy voice and strategic integrator for innovation. It is also within this phase that DAIR revisits the end state and determines the next evolution of its mission (sequel planning).
Lines of Operation
• DP1.1 – Launch and complete a comprehensive review of the DAIR Innovation Network (I.N.), including its model, governance, ROI, and revenue generation (2026)
• DP1.2 – Beyond the scope of current Green Fund (GF) and Supplier Development Initiative (SDI) programs, launch 2–3 collaborative pilot projects (2026–2027)
• DP1.3 – Execution of current government funded programs, namely FedDev Regional Innovation Ecosystem (RIE) (2027)
• DP1.4 – Secure funding for the continued delivery of the GF and SDI (2026)
• DP1.5 – MOTH facility operational (2028) and acting as headquarters for DAIR and meeting space to support collaborative innovation activities [LOO3]
• DP1.6 – Establish DAIR R&D Coordination Office (2028)Â
   – DP1.6.1 – Establish process for the R&D Coordination office including evolution of IP policy, governance, intake process for potential projectsÂ
   – DP1.6.2 – Determine how the role of DAIR will be determined for each project including revenue model
   – DP1.6.3 – Establish connections with partner organizations including funders, investors, accelerators.
• DP1.7 – First academic-partnered solution adopted by industry (2028)Â
• DP1.8 – 10 or more collaborative projects per year with diverse participation (2030–2031)
• DP2.1 – DAIR-anchored post-secondary aerospace education coalition (2026-27)
   – DP2.1.1 – Review and update the DAIR – Centennial College Letter of Intent for training and workforce development activities (2026)
   – DP2.1.2 – Identification of targets for the aerospace education coalition, beginning with key aerospace Program Advisory Committees (2026)
   – DP2.1.3 – Determination on how the coalition will function and process, including the structure of agreements (2027) [LOO4]
• DP2.2 – Agreements with all Ontario aerospace education institutions (2028)
• DP2.3 – DAIR formal advisory role in provincial / federal workforce policy (2031)
• DP3.1 – MOTH building operational (2027-28)
   – DP3.1.1 – Final design drawings complete and construction begins (2026)
   – DP3.1.2 – Construction completed (2027)
   – DP3.1.3 – First cohorts of students (via Centennial College) using MOTH facility for training as part of SDF Capital agreement (2028)
   – DP3.1.4 – DAIR to move legal address to MOTH building and it begins acting as headquarters for DAIR and meeting space to support collaborative innovation activities [LOO1] (2028)
• DP3.2 – Funding secured for the next phase of modular Innovation Hub, aligned with the broader vision for the entirety of the Hub (2027)
   – DP3.2.1 – Identification of funding programs to target (2026)
   – DP3.2.2 – Engagement with immediate partners / tenants for this phase, including securing their commitment within any funding request (2026)
   – DP3.2.3 – Revenue model for Hub determined (2026), as well as process for a modular and scalable build and initial design work
   – DP3.2.4 – Business case, narrative and funding applications completed and submitted (2026)
• DP3.3 –
   – DP3.3.1 – Site planning work begins for Innovation Hub (2027)
   – DP3.3.2 – Finalize planning and design work for this phase of Innovation Hub (2028)
   – DP3.3.3 – Construction begins for this phase of Innovation Hub (2028-29)
• DP3.4 – Begin planning and securing funding for next phases of Innovation Hub (2029)
• DP4.1 – Review begins and completed on current Thought Leadership activities, combined with planning for the next phases of activities (2026)
• DP4.2 – Solidify DAIR’s place as a voice for innovation in provincial / federal forums (2026-27)
• DP4.3 – Planning for an annual thought leadership meeting / activity related to Workforce Development (2026) [LOO2]
• DP4.4 – International recognition as aerospace and defence innovation node (2030–2031)
This will close in 0 seconds
This will close in 0 seconds
This will close in 0 seconds
Error: Contact form not found.
This will close in 0 seconds
This will close in 0 seconds
This will close in 0 seconds
BMP Metals (A division of Bempro Global Group Inc.)
Specialized in fabricated metal products with capabilities in punching, forming, welding, wet and powder coatings, milling and turning, electrical assembly, 3D plastic printing and mechanical assemblies.
This will close in 0 seconds
(advancedmobilityproducts.com)
Project Title: Development of Safe and Reliable Rechargeable Energy Storage System (RESS) for a Solar Battery Electric UAS
Project Description: The project is to develop Safe and Reliable RESS for Superwake's Unmanned Aerial Vehicles (UAV) commercial applications. As Superwake begins its drive towards commercialization of its product, the need for conformity to regulatory standards is critical to the success of the product. This project focuses on a product conformity related to a regulatory framework such as Transport Canada Advisory Circular (AC) No. 922-001 – Remotely Piloted Aircraft Systems Safety Assurance. More specifically, a more complex RESS is required in advanced operations such as beyond visual line of sight (BVLOS), flying in controlled airspace and near people.
Environmental Impact: Low carbon footprint and replacement of aero vehicles that run on fossil fuels. The use of smaller solar battery electric drones can replace some applications of small, manned utility aircraft used in commercial applications. The cost to operate these drones would be substantially lower using solar battery electric drones.
This will close in 0 seconds
Nancy Barber

President

Women in Aerospace Canada
An aerospace senior executive with over 20 years of in-depth experience in operations, supply chain, and program management, Nancy Barber has spent much of her career in a product development environment involving large-scale clean sheet commercial and business aircraft programs. Nancy owns her own consulting business, Barber Complete Consultancy Inc, and is currently active in the aerospace industry, focused on leadership development, mergers & acquisitions, commercial strategy, product strategy and business development.
Prior to Nancy establishing BCC Inc., she held the position of Chief Operating Officer, Bombardier Business Aircraft, responsible for planning, assembly, and delivery of the Learjet, Challenger, and Global business aircraft as well as the industrialization strategy of Bombardier’s operational footprint. Nancy also held the role of Vice President, responsible for the Global 7500 and Global 8000, and New Aircraft Studies, where she led proactive management or program milestones and cost commitments supporting the ramp up of the Global 7500 aircraft, the largest purpose-built business aircraft world-wide, and its successful entry into service in 2018.
Nancy is a passionate promoter of women in aerospace serving as a mentor, coach, and speaker. In 2020, Nancy was named one of Canada’s Top 100 Most Powerful Women, and the Northern Lights Aero Foundation awarded her with the Elsie Award for Business in recognition of her outstanding contributions to aviation and aerospace in Canada.
In June 2022, Nancy was appointed President of Women in Aerospace Canada, a not-for-profit organization dedicated to expanding women’s opportunities for leadership and professional development as well as increasing their visibility in the aerospace community by creating a professional network in Canada and across the globe.
Nancy graduated with an Honors Bachelor of Arts degree from the University of Waterloo and has successfully completed the Queen's University Executive Leadership Program. She is published in the Journal of Sport Management as well as the Canadian Medical Association Journal.
This will close in 0 seconds
This will close in 0 seconds
