Selected engagements, framed by scale and outcome.

eHealth NSW's Health Grade Enterprise Network programme spans more than 1,100 health facilities across 13 Local Health Districts, against Treasury-backed investment above $500M. That is the client's programme. Innov8's part in it was the standards and the pilot.

NSW Health ran fragmented ICT infrastructure with no statewide standard. Each Local Health District managed its own estate, contracts and procurement independently, so every project negotiated its own design position and every operator inherited something different.

Independent evaluation confirmed the pilot delivered its forecast benefits, and the programme proceeded to statewide rollout. NSW has run the phases since on those standards, without Innov8. That is the proof worth having. The standard outlived the engagement that produced it. We built it to run on its own.

A $350M programme including $95M of data centre elements. 25,000 square metres, approximately 65MW.

The exchange was investigating a sovereign hosting environment for high frequency trading brokers, a business it had never operated, with no facility, no commercial model and no specification.

Approved and proceeded to implementation, with approximately 80 per cent of capacity pre-committed before construction began. Presented as a public case study at DCD Sydney in 2011, and again to BICSI the same year.

Approximately $72M across roughly 300 sites, including remote island and regional community locations.

A state emergency services network needed its ancillary infrastructure, meaning the racks, structured cabling, power and monitoring at every site, brought to a single enforceable standard and cut over to the new network. The sites were geographically extreme, operationally sensitive, and could not go dark.

The instruction and QA set became the delivery standard for the release. More than 200 site upgrades were completed to that standard across the wider effort.

AU$74M across 2,550 schools and TAFEs, serving roughly 150,000 computers and 1.5 million students.

The state education network ran on ISDN and Frame Relay, and could not support the department's digital learning plans.

Delivered nine months early and 30 per cent under budget.

The data centre standard governing every category 1 and 2 facility across a state health estate, plus the associated ICT cabling standard.

The health system was building and refurbishing data centre and communications facilities against no consistent standard, which meant every project negotiated its own design position and every operator inherited something different.

The standard was issued for stakeholder review and adopted into the health system's technical standard framework. Together with the cabling standard authored for a different state health system, that is standards authorship across two state health estates.

Four concurrent engagements across sovereign, financial services, telecommunications and commercial data centre estates.

Each operator had an estate documented well enough to run day to day, and not well enough to plan against. Provisioning and decommissioning were manual, and the record of power, redundancy and cross-connect pathways lived in people’s heads.

Each estate fully documented in a live DCIM platform, with the operating workflows to keep it that way. High-security and sovereign access protocols observed throughout.

Eight data centres across two states, more than 7,000 servers, storage and network devices. Approximately $23M.

A merger had left the carrier with duplicated data centre estate and no accurate picture of what was in any of it. Consolidation decisions were being made on incomplete information.

Consolidation strategy delivered and the estate rationalised. The forensic audit became the basis for both the commercial and the technical decisions.

$11.7M of ICT across a 49 hectare terminal at Port Botany and a 26 hectare terminal at the Port of Brisbane.

Two greenfield automated container terminals needed a single technology platform covering everything from fibre in the ground to the systems running automated stacking cranes, in an environment of salt, dust, heavy machinery and continuous operation.

New capacity increased 50 per cent at Port Botany and 100 per cent at the Port of Brisbane. The client's own headcount went from 30 to 150 within a year, against a forecast of 350.

Queensland's first Wi-Fi enabled stadium. 25,000 seats, more than 10,000 concurrent users, over 300 access points, 15km of Cat 6A. The second venue modelled roughly 26,500 seats across six zones, and designed 384 access points against 20 access switches.

A stadium is the hardest wireless environment there is. Tens of thousands of devices arrive at once, in a bowl of concrete and steel, and the installation window is whatever gaps the playing season leaves you.

The first venue was delivered without disrupting a single scheduled fixture. The design method carried into subsequent venue work, including two 2018 Commonwealth Games venues.

Audit and design phase of approximately $3M within a clinical programme of roughly $100M. Five hospitals plus more than 20 community health sites.

The health service needed to deploy an integrated electronic medical record across its estate, and had no verified picture of whether the infrastructure could carry it.

The largest single site carried more than 150 communications rooms, over 1,500 access switches and more than 4,500 wireless access points.

Full audit and design programme delivered across every site, enabling the clinical system deployment. The three-layer methodology was adopted by the prime contractor as the basis for subsequent health programme pursuits.

An internal financial operating system for the practice, built on Azure Functions with roughly two dozen deployed functions, blob, table and queue storage, and Microsoft Graph and Xero integration.

Financial evidence arrives as bank exports, statements, receipts and spreadsheets, in different formats, at different times, from different places. Classifying it by hand is slow, and doing it inconsistently across years makes reconciliation impossible.

It is the same architecture Innov8 recommends to clients, applied to Innov8: telemetry-led ingest, a canonical model, standards enforced by an engine rather than by discipline, and a human approval gate in front of anything that changes the record.

In development. No financial figures are published, because the same system carries personal as well as company records.