Alexandria, Virginia · Est. 2006
Bridging analytical gaps.
Intelligence analysis, supply chain risk and technical expertise for government and industry.
Explore our capabilitiesFrom 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
Better questions. Stronger perspective.
Explore supply chain risk- Ownership
- Analyst-owned and led
- Status
- SBA-certified SDVOSB
- UEI · CAGE
- LK5CFHLMKLK1 · 4CDF0
- Since
- 16 March 2006
The film: how things are made — a rocket tank dome in NASA's assembly tower, a steel ball on a lapping plate in 1937, gears cutting, an aluminium rolling mill, a crankshaft being gauged — each shot dark, lit by a single moving light that throws real shadows across it.
I — 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
Cotton bales, stored · How Textile Mills Are Modernizing, 1948
II — The people behind the perspective
Experience makes the difference.
Our leaders are intelligence analysts who understand the work and support the people doing it.
A dial scale · Precisely So, 1937
1984In intelligence since
Carl McDonald
President · Founder
- US Navy intelligence analyst
- Founded IAI in March 2006
- Supply chain risk management subject-matter expert since 2016
22Years, US Air Force
Barry Fisher
Chief Executive Officer
- Counterintelligence and criminal investigation
- IAI counterintelligence analyst, 2017–2018
- Chief executive since August 2025
III — Capabilities
Depth where it counts.
- 01 Flagship practice
Supply Chain Risk Management
Assess vendor, component and ownership risks across federal supply chains.
Cans, stacked · Miracle of the Can, 1956 - 02
Corporate Due Diligence
Investigate company ownership, control and relationships to support business and government decisions.
A precision balance · Precisely So, 1937 - 03
All-Source Intelligence Analysis
Combine intelligence from multiple sources into assessments that explain the findings, evidence and uncertainty.
A loom · How Textile Mills Are Modernizing, 1948 - 04
Counterintelligence and Insider Threat
Analysis, threat assessment and program support for counterintelligence and insider threat teams.
A tank in its weld cell · NASA Michoud Assembly Facility, 2020 - 05
AI and Data Solutions
AI planning, data integration and analytic support shaped around your team’s needs.
Spinning frames · How Textile Mills Are Modernizing, 1948 - 06
Technical and Program Services
IT, project management, system assessment and proposal support for customer programs.
A tank in the assembly tower · NASA Michoud Assembly Facility, 2020
A loom · How Textile Mills Are Modernizing, 1948
IV — Method
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.