Interview with Marco – Four Months at Unified International, After 40 Years at Defence

Four months into his new role at Unified International, Marco Kievit brings a unique perspective: 40 years of Defence, seen from the inside. With a career spanning complex international aviation programmes, operational roles and a posting as Defence Attaché in Rome, he has built up a deep understanding of how Defence thinks, decides and operates. Now at Unified International, he puts that knowledge to work at the intersection of Defence and industry, helping both sides understand each other, align their interests and move forward together. In this follow-up interview, Marco reflects on the transition, the realities of collaboration, and what drives him.

 

You started at Unified International in February, so four months now. How are you experiencing work outside Defence, for the first time in 40 years?
First of all, you have to get used to no longer wearing a uniform and having to sign in as a visitor at Defence sites. That immediately makes clear that you are no longer a Defence employee. Beyond that, the experience at Unified International has been very positive so far. Many colleagues have a Defence background, so the Defence culture is present within the company as well. I also notice that there is genuine appreciation for the knowledge and experience you have built up through Defence. And there is plenty of room to take initiatives. The assignments I am working on tend to offer a win-win situation for the client, industry and Defence alike. These are all aspects that make me look forward to head to the office.

How are you applying the experience you gained at Defence to your work with industry?
I primarily represent the client’s interests, but I also try to align these with the interests of Defence. My experience makes it easier to translate the Defence perspective on specific issues, and its associated requirements, to the client. That is enormously helpful in bridging the two sides and increases the likelihood of successful collaboration between Defence and Defence-oriented companies.

One example is the need of Defence for scalability. Companies can and want to play a role in this, but they also need to keep their commercial interests in mind. With the Defence knowledge and experience within Unified International, we can act as the link between Defence and companies on an issue like this.

When you joined Unified International, you said that continuous innovation and close collaboration with knowledge institutes and industry are essential for European Defence. How realistic is that collaboration in practice, is there friction? What works well?
Within the Dutch Defence landscape, the concept of the “triple helix” (or the Defence ecosystem) has been discussed for some time: the idea of government, industry and knowledge institutes working closely together. Considerable effort has been made in recent years to improve this ecosystem, also at a European level, but we are not there yet.

Successful collaboration requires a long-term vision and commitment from all parties involved. That must ultimately translate into concrete assignments and the funding required to support them. The willingness to work together is there, but it needs to become more concrete. Both in the form of long-term assignments and the securing of the necessary financing.

After 40 years in Defence, where do you see the biggest differences between the knowledge held by industry and by Defence?
Defence is an end-user and builds up extensive operational knowledge and experience through the deployment of weapons systems. The expertise of the industry lies primarily in developing and producing those systems. Defence historically tends to focus on off-the-shelf procurement. That is still partially true today, but there is now far greater attention to innovative products. Developing new products requires a different kind of relationship with the industry. Defence will need to share its operational knowledge and experience, and the industry will need to translate the operational lessons into new or improved solutions. Knowledge institutes play an important role in this, but so does a company like Unified International, acting as the link between Defence and industry.

You fell in love with Italy during your posting in Rome. What do you miss most, and what do you bring with you to your work at Unified?
Italy is a young country, but with an extraordinarily rich history. Every region has its own culture and is proud of it. Being aware of cultural differences and handling them in a pragmatic way was very important in my previous role. I carry that with me at Unified International, given that we too operate in an international arena where cultural differences come into play.

What would you like to focus on in the period ahead at Unified International?
From within Unified International, I have a clear view of the challenges that Defence and industry face in the years ahead. I am already involved in several cases where we work together with industry and Defence to overcome those challenges. It is enormously motivating to play a role in breaking down barriers to collaboration and supporting new opportunities for partnership.

Q1 retrospective – From momentum to movement in the defence and sustainable aerospace sector

The first quarter of this year makes one thing clear. The defence sector is moving and the relevance and opportunities to contribute for Dutch and European companies are growing rapidly, for established and also cross-sectoral new players the opportunities are there for the long run. Drawing on our work in the field, our CEO Michel van Ierland shares his reflections on the developments in Q1.

What stands out to us is how this movement is translating into concrete engagement with companies. Across our work, we see a clear increase in organisations actively exploring their role within the defence ecosystem, varying from scale-ups to established firms and financial institutions. The latter includes financing of today’s needs into future robust capabilities.

 

From insight to action 

In February, we contributed to masterclasses organised by Rabobank together with Brainport Development and BITS, where we worked directly with companies exploring the defence landscape. In regions such as Brainport, we saw a strong demand for clear guidance. How does Defence operate, tender, and contract as a client, what does that mean for your organisation and its quality system and how do you prepare strategically? Through these sessions, one thing became clear. The willingness to contribute is there. Companies want to engage, but they are looking for direction to take that next step.

 

In early March, we continued these conversations in collaboration with partners across the ecosystem, where the same themes kept returning. Collaboration, readiness and positioning are not abstract concepts. They are immediate requirements for companies that want to move forward, being adaptive and scalable for the long-term partnership with MoD.

 

Collaboration as a foundation
– Bridging ambition and execution while building strong ecosystems  

The Axient Systems BV’s new facility opening in Delft marks a significant step forward into building a national satellite capability, while creating export opportunities. What stands out from these interactions is that the conversation is shifting. It is no longer about technology alone, but about capabilities and how organisations work together to deliver them and accelerate by a national-European ecosystem approach.

Across all engagements, one message is consistent: progress depends on strong collaboration between industry, government and knowledge institutions. This becomes increasingly tangible in our day-to-day work with companies.

As is also reflected in recent coverage in De Telegraaf, the scale of the opportunity is clear, with significant defence budgets becoming available, while companies still face hurdles to access this market. 

As was also highlighted in a recent article in Het Financieele Dagblad, these barriers can seem daunting at first:  

“Before a company can even participate in certain tenders, it must meet a range of requirements. These can appear complex and sometimes intimidating for companies new to this market”.  

However, what we see in practice is that these barriers are often less prohibitive than they seem, provided companies understand what is required and how to position themselves. 

Our role is to translate that complexity into concrete steps, from understanding where a company fits in the value chain to preparing for the required standards and making the right strategic choices. 

Success in this market requires: 

  • insight in your place into the value chain 
  • preparation for quality requirements (e.g. ABRO and ISO 27001) 
  • strategic positioning 
  • defence tender and contracting support 

Sustainable business

This also connects to how we look at innovation more broadly. As I shared earlier this quarter in an interview on BNR Nieuwsradio, the real challenge is not only technological advancement, but the ability to move from concept to implementation:

“The biggest innovation is not a new aircraft, but accelerating certification and scalability”.

This is where real impact is created, by ensuring innovations can be scaled and implemented in practice, and by building the foundation for the next generation of capabilities.

This underlines the importance of not only developing capabilities, but ensuring they can be deployed, scaled and integrated within the defence ecosystem Take for example the Dash 8 operated by our coastguard, a perfect example of where a missionised platform securing our borders could soon become true sustainable.

 

From intent to implementation 

What stood out most to me in Q1 is the shift from interest to action.

We see more companies taking the first steps. Asking the right questions, engaging with the ecosystem and preparing for long term participation as a partner for our Ministry of Defence.

The next step is to turn that ambition into concrete action. Not tomorrow, but today.

This means investing in readiness, meeting the required standards and actively collaborating within the ecosystem.

 

Looking ahead 

We see momentum, not only in the market but in the companies we work with. Q2 will be about acceleration. Continuing to support organisations in their next steps, strengthening collaborations and turning ambition into long term execution. 

 “The opportunity is there. Now it is about delivering to sustainable capability to the men and women who need it the most”.  

Michel van Ierland
Managing partner Unified International 

Modern naval vessel patrolling a calm sea at sunset, with a surveillance drone deploying above the ocean surface for a maritime security operation – AI-generated artist’s impression.

Naval vessels and UAVs: designing with tomorrow in mind

How do you ensure that naval vessels designed today remain operationally relevant in twenty or thirty years’ time? That question was central to an exploratory study carried out by Unified International on behalf of the Ministry of Defence. The study focused on the integration of (future) unmanned aerial vehicles (UAVs) on board naval vessels – and the impact this has on ship design. 

Collaborating parties 

The study was conducted by Unified International, commissioned by the Maritime Systems Division (AMS) within COMMIT (Materiel and IT Command) of the Ministry of Defence. 

To obtain a realistic and future-oriented perspective, Unified International brought together several viewpoints: 

  • Defence stakeholders, who contributed the operational context and future ambitions of the Royal Netherlands Navy 
  • International UAV manufacturers and suppliers, who provided insight into technological developments and market trends
  • The industry and integration perspective, in which Unified International applied its expertise in system integration and aviation systems

This combination made it possible to look not only at what is feasible today, but above all at what will be needed tomorrow. 

Approach and scope of the study 

The impact analysis examined: 

  • which functions a vessel needs to support UAV operations 
  • how different types of UAVs (VTOL, fixed-wing, heavy fuel, electric or hydrogen-powered) place different demands on ship design
  • how today’s design choices can enhance or limit the operational deployment of UAVs in the future 

The exploration combined information from desk research, interviews with industry parties, visits to trade fairs (including AUVSI Xponential) and a multidisciplinary validation session with Defence to arrive at a consistent overall picture. 

Results of the study 

The study helps Defence and ship designers to incorporate UAV integration from the outset in design and modernisation programmes, regardless of brand, system or type. Central to this are five so-called top-level functions that every vessel should be able to support: 

  1. Launch and recovery infrastructure 
  2. Energy supply 
  3. Storage and deck handling 
  4. Command & Control (C2) and data links 
  5. Maintenance facilities 

By considering these functions independently of specific UAV types or suppliers, insight is gained into which design choices are decisive now and where flexibility can be. retained for future developments.

This helps design teams and decision-makers to: 

  • identify dependencies and bottlenecks at an early stage
  • understand which choices are difficult or costly to change later 
  • make well-founded design decisions, even in the face of uncertainty about future UAV systems

Design choices with the future in mind 

The service life of naval vessels often extends to forty years, while UAV technology develops at a rapid pace. The war in Ukraine demonstrates how quickly innovations in unmanned systems can change military operations. Effective UAV integration requires alignment between vessel and aviation system, both technically and operationally. In practice, however, this rarely occurs: UAVs are usually applied ‘as-is’, without requirements for full onboard integration. This applies, for example, to launch and recovery systems and communication between UAV and vessel.  

If UAV integration is only considered after the design phase, this leads to: 

  • costly modifications
  • limitations in deployment
  • Or the complete exclusion of certain UAV concepts 

By incorporating UAV operations from the outset in ship design, naval vessels can: 

  • operate more effectively
  • deploy personnel more safely
  • adapt more quickly to future threats and technological developments 

The added value of the study lies not only in its content, but also in bringing together insights from both industry and Defence. 

The COMMIT study supervisor: “This study has helped us to approach UAV integration not as a separate addition, but as an integral part of future ship design. By bringing together different perspectives, we have gained a better understanding of the preconditions required to keep future vessels adaptive and operationally relevant”.

 

Beyond the headlines: What it really takes to win defence contracts

As European defence budgets continue to rise, Dutch companies are increasingly looking to capitalise on the wave of procurement opportunities ahead. But as a recent Financieel Dagblad article makes clear, securing defence contracts is far harder than it looks: Requiring long lead times, strict security and quality certifications, and the financial resilience to pre-fund significant upfront costs before any payment is received. 

Unified International’s Michel van Ierland features in the piece, highlighting the compliance complexity that can deter new entrants and the strategic value of joining a prime contractor’s supply chain rather than going it alone. With an estimated €41 billion potentially flowing to Dutch industry by 2030, the opportunity is real, but so is also the need for sound preparation and realistic expectations. 

 

Read full FD article

Meet Willem – Building bridges between Defence and Industry from a new perspective

After a long career within Defence, Willem now brings his experience to Unified International. Where he previously operated from within government, he now works at the intersection of Defence, industry and private partners. With both operational and governance experience, he helps organisations translate complex challenges into practical solutions. We spoke with him about his motivation, experience and what energises him in his work.
What attracted you to Unified International and why did you decide to join?
Unified operates at the intersection of Defence and industry. Through my experience within Defence, I believe I can contribute to further strengthening Dutch Defence and supporting the development of the defence industry. What particularly appeals to me is the different perspective: no longer working purely as a government official, but acting as an intermediary between multiple stakeholders.
How does your previous experience help you in your current role at Unified?
After an operational career with the Royal Netherlands Navy, both at sea and in aviation, I further developed myself in governance and management roles. I know the Defence organisation well and have worked in finance, procurement and portfolio management. Managing complex governance processes within a political context has been an important learning experience throughout my career and those skills are highly relevant in my current role.
What important lessons from your previous roles do you bring into your work today?
One key lesson is that diversity within teams is crucial: the more perspectives involved, the greater the chance of success. I have also seen that risk management often remains underdeveloped in many organisations, particularly within government. Furthermore, as a leader, you must be a steady anchor while ensuring people do not follow you uncritically. Listening carefully and weighing decisions thoughtfully remains essential.
How do you use your international and governance experience to move organisations and projects forward?
By untangling complex problems and presenting them clearly. That means analysing situations, identifying possible solutions, and working them out further with teams. In addition, I use my knowledge of Defence and defence procurement processes to support potential suppliers in navigating tenders and partnerships.
What gives you the most energy in your work?
Colleagues, entrepreneurs and suppliers who are motivated and driven. People who see opportunities rather than threats and who are willing to take calculated risks without losing sight of reality.
How would colleagues and clients describe your way of working?
As a team player who does not hesitate to take the lead when necessary. I am always willing to help others and usually manage to find a compromise or solution that also gains broad support.
Which developments in defence or security do you currently find most interesting?
The rapidly changing geopolitical landscape, where the influence of the United States is shifting while China’s role continues to grow. At the same time, tensions between the US and Europe are putting alliances under pressure, forcing Europe to take greater responsibility for its own security. Fortunately, awareness of this necessity is growing rapidly.
What role can Unified play in the current changes within defence?
Making more funding available for Defence is one thing; translating that funding into actual capabilities has historically proven more difficult. Unified can play an important role here by acting as an intermediary between industry, private capital, and Defence organisations, helping to accelerate capability development and strengthen security.
What do you personally hope to further develop or contribute at Unified?
Strengthening Defence was always my number one priority during my military career. That remains the case today, only now from a different perspective.
What else should colleagues or clients know about you?
That I have broad interests and am always willing to help or think along, regardless of the topic. Outside work, I spend a lot of time on the water: I enjoy offshore sailing and also teach sailing on the Kaag lakes, so perhaps we’ll meet there this summer.

Meet Marco: Working at the Intersection of Defence and Industry

After a 40-year career in defence, Marco Kievit has joined Unified International to continue contributing to the sector from a new perspective.

Drawing on extensive experience in international aviation programmes and operational and diplomatic roles, he now supports defence organisations and industry partners in working together more effectively in a rapidly evolving security environment.

 

What attracted you to Unified International and why did you decide to join?
I wanted to continue working in an environment closely connected to the knowledge and experience I gained during my defence career. Unified International’s focus on aviation and defence fits perfectly with that background. What really appealed to me is the enthusiasm and professionalism of the team and the way they genuinely prioritise the interests of their clients. Unified combines expertise with practical experience and is able to deliver real added value, which strongly appealed to me.

How do you see your role within Unified, based on your previous experience?
Unified works with a wide range of companies in the Netherlands and internationally. My background is mainly in project and programme management of complex aviation systems, but I have also worked in operational and diplomatic roles. I expect to be able to contribute across different areas, but I believe my main added value lies in helping clients identify where they can truly make a difference for a defence organisation.

What important lessons from your time as a project and programme manager do you bring into this new environment?
I have worked extensively in international programmes where cooperation is crucial. One important lesson is that cultural differences can easily become barriers if they are not recognised and managed properly. Another key lesson is the importance of multidisciplinary teams in complex programmes. Different perspectives can lead to more discussion, but ultimately leads to better solutions and stronger outcomes.

How do you hope to apply your international cooperation experience within Unified’s projects?
My experience working in international environments should help in building strong cooperation between different stakeholders. Currently, I am still getting to know Unified’s projects in more detail, so I expect my understanding of where I can best contribute will grow over time.

What gives you the most energy in your work?
I enjoy working in teams that set clear goals and work together to achieve them. The greatest satisfaction comes from overcoming challenges together and reaching the objectives you have set as a team.

How would you describe your way of working with colleagues and clients?
In defence, I grew up with the principle of one team, one task and I still strongly believe in that approach. It means paying attention to all team members, communicating openly and transparently and staying focused on achieving the objectives together.

Which developments in defence do you currently find most important or urgent?
Defence organisations need to grow rapidly while also modernising capabilities and incorporating lessons from current conflicts, such as the war in Ukraine. At the same time, Europe needs to become more self-reliant in defence matters. Meeting these challenges requires constant innovation and close cooperation between defence, industry and knowledge institutions. Defence cannot do this alone.

How do you see Unified’s role in this changing defence landscape?
Unified plays an important role as a connector between defence organisations and companies active in the defence sector. I am convinced that Unified can help both sides work together more effectively and contribute to solutions for the challenges they face.

What do you hope to learn and contribute at Unified, considering your operational and diplomatic background?
After 40 years working within defence, it is refreshing to now work from a company perspective. This brings new insights and challenges from which I can learn. At the same time, I hope to help translate defence needs more effectively for our clients and contribute to strengthening defence capability, something that still motivates me greatly.

What do you bring to the team and our clients, and is there something personal people should know about you?
I would not call them unique qualities, but I have broad experience across the defence domain. Having worked in political, operational, technical and logistical environments allows me to connect different perspectives and help organisations understand each other better.

On a personal note, my posting as Defence Attaché in Rome made me fall in love with Italy, its culture, landscapes, people, good coffee and of course ‘la cucina Italiana’.

Meet Hein – Connecting Industry, Technology and Defence

At the intersection of innovation, strategy and collaboration, Hein brings a unique mix of technical insight and business acumen to Unified International. With a background in Business Administration and Change Management and experience spanning energy, high-tech and climate innovation, he now applies his expertise to strengthen national and European defence capabilities. Driven by curiosity and purpose, Hein helps bridge the gap between industry and government to create solutions that truly make an impact. 

 

What attracted you to Unified International and why did you decide to join?
Joining Unified International came at exactly the right time. In my previous work, I focused on tackling climate change by supporting the development of innovative solutions that make a real impact. Now I’m bringing that same combination of technical innovation and business funding into a new and equally important area: the defence sector. 

I’ve always had a strong interest in defence, business and technology, so being able to apply my experience to strengthen national and European defence capabilities feels both meaningful and motivating. For me, it’s about contributing to a better working defence force, a safer country and stronger collaboration between industry and government. 

Which lessons-learned do you bring from your previous experience and how will you apply them in your new role?
With a background in Business Administration and Change Management, I’ve always been interested in how strategy, innovation and people come together to create meaningful progress. In my previous roles, I advised on strategic and sustainable business growth and managed large national and EU public funding applications. That taught me to see the bigger picture, from market and operations to the legal and financial details that make a business case viable. 

Over the years, I’ve worked across a range of sectors including energy, software development, cloud computing, hydrogen, sensors and high-tech systems. This mix has given me a broad understanding of how innovation develops and scales in different industries and how technologies from one field can strengthen another. 

This experience helps me critically assess technical innovations and development roadmaps, which is essential for building stronger procurement strategies and tender applications. I’ve also learned how to connect government needs with industry capabilities, ensuring what’s being offered truly meets the demand or identifying what needs to change to make it fit. 

What gives you energy at work?
I get energy from working on projects that actually deliver impact and achieve their goals. Collaborating with motivated and positive colleagues who challenge and support each other makes work both fun and rewarding. 

What drives me most is being able to help clients find the insights they need, solve complex issues and genuinely add value to their work. 

Which themes or issues within defence do you find most interesting?
I’m fascinated by innovative solutions and integrated defence systems, the kinds of technologies that protect our people, assets and infrastructure. Defence today is increasingly about integration, foresight and collaboration. I’m excited to be part of that evolution. 

What do you hope to learn and contribute at Unified?
At Unified International, I’m looking forward to learning more about specific defence capabilities and how to better connect the industry’s strengths with the right networks inside the Ministry of Defence and vice versa. 

I also want to use my open and approachable style to bring people together across the defence ecosystem, while also introducing European funding opportunities that can help strengthen and modernise our defence force. 

Is there anything else you would like to share about yourself?
I’m a social and approachable person who enjoys connecting with others. I’m genuinely interested in people, ideas and learning something new every day. Outside of work, I like to stay active, whether that’s playing padel or tennis, hiking or skiing in the mountains. I’m driven and positive by nature and I value honesty and openness in how I communicate. I can be direct at times, but always in a friendly and constructive way, because I believe that’s how you build trust and get things done. 

What unique qualities do you bring to the team and, more importantly, to our clients?
At Unified, I combine strategic thinking, business acumen, analytical insight and technical understanding to help clients turn complex ideas into clear, actionable solutions. I enjoy bridging the gap between innovation, strategy and execution, making sure new ideas don’t just look good on paper but also make sense in practice. 

I’m curious by nature and not afraid to challenge assumptions. By asking the right questions and keeping a critical yet constructive mindset, I aim to help clients make well-founded decisions and achieve meaningful, lasting results. 

From Concept to strategic entry: How Unified International supported Reiger’s launch into the Defence Market

Earlier this year, Reiger Suspension, known for its expertise in high-performance automotive systems, embarked on a new journey into the defence sector with support from Unified International. This collaboration reflects the capability of the Dutch manufacturing industry contributing to Europe as well as NATO, combining technical excellence and strategic vision to meet defence requirements. By aligning proven engineering with strategic market entry, the partnership demonstrates how Dutch innovation can successfully transition into the defence landscape.

Building the partnership
The collaboration between Reiger and Unified International was initiated through a referral from an existing client. Reiger was drawn to Unified’s reputation for reliability, its structured project-based approach to tendering and market positioning and its in-depth expertise in the defence sector. These qualities proved to be decisive in forming the partnership.

Positioning for defence successTransitioning from the automotive sector to the defence industry required a strategic repositioning of Reiger’s Seat Suspension Units (SSUs). Unified supported this move by adapting product design to meet strict defence requirements, developing a market introduction plan and guiding Reiger through the often complex defence tendering processes.

“Our collaboration with Unified International was both effective and inspiring from the outset. Their structured approach and deep understanding of the defence market were invaluable. Within just a few weeks, we had a clearly defined proposition and a brand — all built from scratch — ready for a successful launch at SOFINS. Unified enabled us to transition from the automotive to the defence sector with confidence, speed and real impact. I look forward to continuing our partnership,” said Frans de Bruijn, CEO of Reiger Suspension B.V.

Crafting the market strategy
Unified also played a pivotal role in shaping the broader market strategy for the Defence Maritime Seating Systems. This included scoping the product portfolio, aligning brand identity with defence customers and introducing a marketing strategy developed through intensive BITSING sessions. Remarkably, this strategy was rolled out within just one month and quickly demonstrated results at key trade shows.

Structured project delivery
At the core of the collaboration was a structured, project-based approach focused on co-creation. Unified introduced clarity in product development, strengthened target group engagement and coordinated collaboration across internal and external stakeholders. Applying its ISO 9001-certified tender procedure, Unified guided the process from start to finish, ensuring Reiger secured a crucial tender win.

Following this success, Unified managed the contractual agreements to ensure a seamless transition from the old system to the new SSUs. Over 500 units have since been delivered to two European defence special forces, already in active use on their FRISCs.

Strengthening ecosystems and innovation
The partnership also reinforced broader defence ecosystems, particularly within the Netherlands. By integrating Dutch and German technologies, the SSUs were optimised for performance and soldier safety, reducing injury and fatigue in demanding operational environments. Locally manufactured components further strengthened the Dutch industrial base, combining innovation with economic impact.

“This collaboration exemplifies how engineering excellence and strategic market insight can align to deliver solutions that truly meet the end-user’s needs, says Stephen Hands, from Unified International”.

 

 

Visibility at SOFINS and beyond
The product’s launch at SOFINS was a milestone in Reiger’s defence journey. Unified ensured visibility through targeted pre-event positioning and branding efforts, contributing to the strong reception. The branding process, supported by creative partners, positioned Reiger more effectively within the defence industry and set the stage for continued growth.

An ongoing partnership
This collaboration effectively fused advanced engineering with deep market insight, resulting in a significantly enhanced product tailored for defence. It also marked the beginning of an ongoing partnership.

Unified International is proud to have supported Reiger in establishing a firm foothold in one of the most complex and competitive sectors: defence. Within just four weeks, strategic ambitions were transformed into a tangible brand identity, complete with a style guide, website and full suite of marketing materials to support the SOFINS launch.

The success of Reiger’s market entry stands as a testament to the power of cross-sector collaboration and Unified’s ability to rapidly turn vision into operational reality.

Optimising Liquid Hydrogen Refuelling: A Feasibility Study into Subcooled Methods -Our intern Julian examines a novel approach to liquid hydrogen refuelling.

Hydrogen refuelling in aviation isn’t just a logistical hurdle, it’s an engineering puzzle layered with fluid dynamics, cryogenics and data systems. What began as a continuation of earlier research into refuelling procedures quickly evolved into something far more unexpected. Starting with a focus on real-time monitoring between aircraft and ground systems, our intern Julian Winterdal followed the thread left by his predecessors and explored an alternative: subcooled liquid hydrogen. Borrowed from the heavy-duty transport world, this approach could potentially sidestep complexity altogether and transform how aircraft are refuelled. In this interview, we spoke with Julian about his research, his pivot and the potential impact of sLH₂ on the future of sustainable aviation.

How did you narrow down from the broader topic of the DutcH₂ Aviation Hub to your specific research focus?
I was initially tasked to continue research on Jelmer’s findings, which concerned the process of refuelling of liquid hydrogen for aviation, which is a very relevant topic within the DutcH₂ Aviation Hub. At the time, the next step for me was to dive deeper into his research. This next step was to specifically look into designing a data exchange system that monitors and communicates the pressure and temperature between the aircraft and the refuelling unit. Such a data system complicates the design significantly, especially when you compare it to current refuelling systems for Jet A, which are very simple in comparison. That’s how the process went for me initially to come up with the topic of the research.
 

How does your approach relate to the work done by Maurice and Jelmer? What did you take away from their research?
Maurice initially researched the operations and logistics that were required on the airport itself for the introduction of hydrogen into aviation. Jelmer then continued on this research, by narrowing down the research done by Maurice. As explained before, Jelmer really dove into the aspect of refuelling technology specifically. He laid out the procedure and an initial concept for a general liquid hydrogen refuelling system to be used in aviation. 

Jelmers research did not consider the data communication system, which was then a logical next research topic for the next intern. This was eventually the starting point for my research. I used the knowledge obtained by his research to start my literature research.
 

Where and why did you choose to take a different direction and what insights, challenges or new opportunities did that lead to?
After several weeks of reading scientific literature on the subject, I found that very recently a more efficient refuelling method has been demonstrated in the heavy duty industry. The refuelling station was designed and manufactured by Linde and Daimler Truck. They called it the Subcooled Liquid Hydrogen (sLH₂) Refuelling Station. 

Their technology is based on initially increasing the pressure of the liquid, to a point where evaporation losses during refuelling are eliminated. Since evaporation losses are eliminated, the flow inside the system can now be evaluated as a single-phase flow, which greatly simplifies the process. This then eliminates the need for this data communication system. My first question was then immediately if this could be a feasible method for refuelling in aviation as well. After several convincing discussions with my supervisors Loes and Stephen, we finally agreed that the best way forward for my research was to focus on analyzing the feasibility of this method of refuelling for aviation.
 

In what way does your research contribute to accelerating the transition to sustainable aviation?
Refuelling of liquid hydrogen has been a challenge for decades, where usually complex sensor and communication systems are required, accompanied with low mass flow rates and substantial losses in the refuelling process. This makes refuelling liquid hydrogen a pain point in the entire supply chain, specifically when you consider large aircraft. My research brings attention to a new method, where these problems are minimized. 

Because ideally, the refuelling procedure has to be as similar to current jet A refuelling practices as possible. sLH₂ refuelling seems to be a promising solution for this, ensuring minimal extra training requirements for refuelling operators. At the same time, using subcooled liquid hydrogen refuelling, similar turnaround times and minimum losses in the process can be achieved.
 

How could your work be translated into a concrete product or service within this ecosystem?
The model could form the basis for an actual subcooled liquid hydrogen refuelling station, to be manufactured and used in the future to refuel liquid hydrogen aircraft. However, to design and develop an actual prototype would require for example a lot more research, gathering of experimental data, design, data verification, validation and certification. However, for now, the possibilities and advantages are highlighted by my research, and will hopefully spark a lot of interest among researchers and designers at universities and companies to start designing and manufacturing an actual sLH₂ refuelling system for aircraft refuelling.
 

Looking back at the start of your internship, what would you approach differently now?
I look back on the internship as a great learning experience, where I even got involved in several other projects that were running in the company at the moment. There are almost no things that I regret or would have done differently. The only thing that could have been interesting, was to seek more engagement with actual researchers in this field. It could have definitely added to the experience and the results, had there been an opportunity to arrange for example some interviews with experts in the field, to get an insight into their view on the concept. Their insights could have been very helpful into directing the research and helping with modelling the system.
 

What do you see as the next steps for the topic you’ve been working on?
There is still a lot to do before hydrogen powered aircraft can truly take off at any airport in the world. The next critical steps for fully enabling this, are green hydrogen production, efficient hydrogen transportation methods, liquefaction plants, airport infrastructure requirements, loss-free storage methods, efficient refuelling technologies, compact and light hydrogen fuel systems and of course, efficient conversion into propulsion inside the aircraft. Work into any of these topics can be seen as critical steps into enabling liquid hydrogen aircraft in the future.
 

In your view, what would be a valuable angle for a future intern or researcher to explore?
There are many aspects of the model that can be improved. One instance would be to provide more detailed models to provide more accurate physics. The downside is that two-phase flow is intrinsically complex, and most often requires costly CFD calculations. 

One example where the model could be improved easily, is by implementing more in-depth calculations of the heat flux for the airport storage tank, fuel hose and the aircraft tank. This could provide better predictions of boil-off and evaporation in the refuelling system. Multiple models for conductive, radiative and convective heat transfer need to be produced for this. 

Another aspect could be a more detailed design for the pump, to accurately predict cavitation and performance of the pump, in terms of pressure increase, temperature increase, and mass flow rate. A detailed model for evaporation in the pipe, using several detailed models for each corresponding evaporation zone, is another aspect in the model that can be improved.

What’s the next step for you?
The next step for me is to finish my Master’s degree in Aerospace Engineering at the Delft University of Technology. I will start my thesis project on liquid hydrogen fuel systems in aircraft, to hopefully be able to further contribute towards making hydrogen aircraft a reality in the near future. 

And what are the next steps regarding your research at Unified?
As I said, there are many aspects of this project that are still to be improved and require additional research. Unified International is looking for a new intern to continue this research project in liquid hydrogen refuelling. At Unified International, we believe in guiding interns to develop the talents of tomorrow and help shape the future of the workforce. 

Looking for an internship at Unified?

If you are looking to do an internship project on finding solutions to one of the most challenging problems for realising sustainable, emission-free aviation, please send an email to loes@unifiedinternational.net. 

ABDO 2019: Key requirements and how we can support you

Working with classified defence information? Since October 1, 2019, ABDO 2019 compliance isn’t optional,  it’s essential. Unified International helps your organisation meet every requirement, from security planning to audit readiness, together with your IT partner or a trusted IT partner we can recommend.

 

5 Things You Must Know About ABDO 2019

 

  • ABDO 2019 has been mandatory since October 1, 2019.
    Organisations handling classified defence information, goods, or systems must comply with ABDO 2019. Compliance is contractually binding and actively monitored by the Dutch Military Intelligence and Security Service (MIVD).
  • ABDO covers more than just IT security.
    Requirements include physical security, organisational measures, personnel screening and cybersecurity. All areas must be demonstrably compliant. For physical security, we collaborate closely with your organisation’s physical security partner or can support in finding a suitable partner.
  • Specific roles are mandatory.
    A certified Security Officer (Beveiligingsfunctionaris, BF) and, if applicable, a Cyber Security Officer (Cyber-BF) must be appointed. The appointment and training of these officers is handled by your IT partner; Unified International helps by clearly describing the roles and responsibilities.
  • Inspections and audits are rigorous.
    Defence authorities and MIVD conduct both announced and unannounced inspections. Non-compliance may lead to sanctions or contract loss.
  • Unified International supports your journey to ABDO compliance.
    We offer extensive guidance, templates, and planning support — but it is crucial to have the right IT and physical security partners involved to achieve full compliance.

Important: ABDO 2019 will be replaced by the ABRO (Algemene Beveiligingseisen voor Rijksoverheidsopdrachten) starting in 2025. The ABRO will likely introduce a split in the “Cyber” chapter, adding a separate “Cloud” chapter. The full impact is still being assessed.

More information

 

What is ABDO?

The General Security Requirements for Defence Contracts (ABDO 2019) are official security standards set by the Dutch Ministry of Defence for companies handling confidential or classified information, goods, or systems. These standards protect “Protected Interests” (TBB) across physical, organisational, personnel, and cybersecurity domains.

ABDO applies to companies involved in projects where sensitive information is shared, such as subcontractors in the defence industry or suppliers of strategic materials. Compliance is mandatory and actively monitored by the Military Intelligence and Security Service (MIVD) and the Domestic Security Service (BIV), with companies subject to regular audits.

 

How We Help with ABDO Implementation

At Unified International, we offer comprehensive support for ABDO 2019 implementation, including:

  • Drafting and implementing a complete security plan, tailored to your organisation, in collaboration with your IT partner or an IT partner we recommend.
  • Conducting and reviewing a self-inspection report to assess audit readiness.
  • Guiding the appointment (but not providing the training) of a Security Officer (BF) and Cyber-BF, and helping establish a Security Management System (SMS).
  • Providing audit and inspection support, including preparation and corrective action advice.
  • Consulting on physical and IT security (execution, e.g., encryption and network segmentation, is the responsibility of your IT partner).

Note: Achieving ABDO compliance is a team effort — Unified International offers essential frameworks, documentation, and guidance, but without strong IT and physical security partners, full compliance is not possible.

 

Why choose Unified International?

We offer a pragmatic, business-focused approach, ensuring compliance with current ABDO requirements and preparing you for future frameworks such as ABRO 2025. With Unified International, you can focus on your core business while we support your compliance journey.

 

Contact Us

Want to know where your organisation stands regarding ABDO 2019?
Contact us today for a no-obligation quick scan or consultation.