Copper Mining and Smelting
Prelinger Archives · public domain · edges traced in your browser
Alexandria, Virginia · Est. 2006
Bridging analytical gaps.
Intelligence analysis, supply chain risk and technical expertise for government and industry.
Explore our capabilities- Ownership
- Analyst-owned and led
- Status
- SBA-certified SDVOSB
- UEI · CAGE
- LK5CFHLMKLK1 · 4CDF0
- Since
- 16 March 2006
Overview
The value is in the connections.
We investigate the organizations, suppliers and relationships behind your questions. Our assessments explain what the evidence shows and what it means for your decision.
Analyst-owned and led, IAI brings together analysis, technical expertise and program support for government and commercial organizations.
About IAI
Locomotive driving wheels at speed — A Great Railroad at Work (1942)
Internet Archive — Prelinger Archives · public domain
From systems to components
Every detail. A wider context.
Understanding a supply chain means looking beyond the finished product. We examine organizations, components and the relationships between them.
- Ownership
- Components
- Relationships
Tracks plotted on a radar display — On Guard! The Story of SAGE (1956)
Prelinger Archives · public domain
Depth where it counts.
View all capabilities- 01 Flagship practice
Supply Chain Risk Management
Assess vendor, component and ownership risks across federal supply chains.
- 02
Corporate Due Diligence
Investigate company ownership, control and relationships to support business and government decisions.
- 03
All-Source Intelligence Analysis
Combine intelligence from multiple sources into assessments that explain the findings, evidence and uncertainty.
- 04
Counterintelligence and Insider Threat
Analysis, threat assessment and program support for counterintelligence and insider threat teams.
- 05
AI and Data Solutions
AI planning, data integration and analytic support shaped around your team’s needs.
- 06
Technical and Program Services
IT, project management, system assessment and proposal support for customer programs.
A pressure gauge — Master Hands (1936)
Internet Archive — Prelinger Archives · public domain
Better questions. Stronger perspective.
- 01
Evidence
Start with what is known.
Examine the evidence and the reliability of its sources.
- 02
Context
Follow the connections.
Understand the organizations, systems and relationships behind the question.
- 03
Judgment
Make uncertainty clear.
Explain what the evidence supports and what remains unresolved.
The people behind the perspective
Experience makes the difference.
Our leaders are intelligence analysts who understand the work and support the people doing it.
Driving wheels and axle in the erecting shop — A Great Railroad at Work (1942)
Internet Archive — Prelinger Archives · public domain
