Submit an RFP Contact us

Region

  • Canada

Language

  • English
Consier Technologies
Request a briefing
Request a briefing

Industries

Transport, travel and communications

Leaders of transport, aviation, tourism and telecommunications businesses answer for services the public relies on, delivered through networks, fleets and people that are hard to replace. Published research shows AI used for planning, forecasting and maintenance, and with more caution where it would act directly on live equipment.

Where the industry stands

These industries run fleets and networks that take years to build, while demand and costs now move much faster. In its June 2026 outlook, the International Air Transport Association (IATA) puts airline net profit in 2026 at US$23.0 billion, roughly half the US$41 billion it projected earlier.

Where AI is in use, the published evidence shows caution about letting it act on live operations. In the Uptime Institute’s 2025 survey, most data centre owners and operators would allow AI to analyze sensor data and support predictive maintenance, but not make configuration changes or control equipment. The US Federal Aviation Administration (FAA) says AI must demonstrate its safety before use in aviation and will be introduced step by step, starting with lower-risk applications.

Leaders answer for reliability, capacity and people. The research raises two questions: how far each use of AI should reach into live operations, and who answers for it. Those are the questions we work on. We help you decide which uses to start with and set out who approves what a tool may do. We train the people who run it and report on the results in terms a board and a regulator can follow.

Transport

71%

of more than 500 supply chain leaders surveyed by MHI and Deloitte say AI is already disrupting supply chains, while nearly 28% say their organizations are not yet using it

MHI and Deloitte, 2026

Aviation

18,100

aircraft were on order in May 2026, over 50% of the active fleet, according to IATA

IATA, 2026

Tourism

65%

of 282 US hoteliers surveyed by the American Hotel & Lodging Association reported ongoing staffing shortages, down from 76% in May 2024

American Hotel & Lodging Association (AHLA), with Hireology, 2025

Telecoms

87%

of data centre owners and operators surveyed by the Uptime Institute whose most recent outage was significant, serious or severe believe better management or processes could have prevented it

Uptime Institute, 2025

The figures on this page are third-party research. Each links to the organization that published it, and none describes our own work.

In the data

Statistics Canada asked businesses across industries about their plans for AI. In its summer 2026 table, transportation and warehousing has the lowest share of the 16 industries listed, at 8.0%, against 25.2% for all industries. Accommodation and food services is at 17.4%.

Share of Canadian businesses planning to use AI over the next 12 months, by industry % of businesses in each industry, third quarters of 2025 and 2026 (9,601 responses in 2026)
Professional, scientific and technical services 26.3% 54.8%
Information and cultural industries 38.6% 48.0%
Finance and insurance 31.5% 35.5%
Health care and social assistance 23.2% 33.8%
All industries 14.5% 25.2%
Arts, entertainment and recreation 15.2% 24.5%
Manufacturing 7.2% 24.4%
Real estate and rental and leasing 24.4% 23.6%
Administrative and support services 11.6% 19.6%
Construction 9.2% 18.3%
Accommodation and food services 14.8% 17.4%
Wholesale trade 7.8% 16.8%
Other services (except public administration) 8.7% 16.7%
Retail trade 5.7% 16.0%
Mining, quarrying, and oil and gas extraction 3.4% 14.8%
Agriculture, forestry, fishing and hunting 4.9% 13.2%
Transportation and warehousing 6.6% 8.0%

These figures are plans, and the survey table does not measure use. The table covers 16 industries, all shown here, with the all-industry figure.

Statistics Canada, 2026.

Sectors

Transportation and logistics

Leaders in transportation and logistics answer for margin in a soft freight market, for delivery that stays reliable across many handoffs and for the productivity of their people and equipment.

In a 2025 survey of over 4,200 North American trucking stakeholders, the economy was the top concern for the third year in a row. AI in trucking entered the top ten for the first time, at number ten. In Canada, Transport Canada lists low productivity and insufficient investment and technology adoption among the challenges that continue to hold back the transportation system.

Trucking stakeholders rank the economy first by a wide margin, and AI in trucking has entered their top ten for the first time, at number ten.

What North American trucking stakeholders are most concerned about Industry Concern Index, 2025 (top issue = 100)
Economy 100
Lawsuit abuse reform 71.6
Insurance cost and availability 69.0
Truck parking 62.5
Driver compensation 59.0
CSA (FMCSA safety measurement system) 53.4
English language proficiency for drivers 52.8
Diesel emissions regulations 52.5
Driver training standards 43.5
AI in trucking 43.4

The index counts weighted points and gives no share of respondents. It measures concern and says nothing about use. Each of over 4,200 respondents chose and ranked three of 27 issues. Drivers were 29.8% of respondents and ranked AI sixth.

American Transportation Research Institute (ATRI), 2025.

What leaders answer for, and our part

Margin in a soft freight market

Leaders answer for the margin that is left in a weak freight market. In MHI and Deloitte’s 2026 survey of more than 500 supply chain leaders across industries, 33% were using AI for demand forecasting and inventory optimization and 26% to optimize logistics and transportation routes.

ATRI’s 2025 report describes three years of a freight recession, with costs per mile rising faster than inflation. Source: American Transportation Research Institute (ATRI)

Our part

We use your own freight and cost data to work out what each AI use costs and returns, and which are worth keeping.

Technology strategy

Reliability across handoffs

A delivery passes through many hands, and a leader answers for the handoff that fails. Transport Canada reports that 2024 brought wildfires, rail and port labour disputes and a cyber outage.

Transport Canada reports that the average end-to-end transit time to import a container from Shanghai to Toronto via Canada’s West Coast was 33.6 days in 2024, against 35.0 days in 2023. Source: Transport Canada

Our part

We build the reports that bring your carrier, port and customer data into one view, so that delay can be seen where it starts.

Data analytics, reporting and dashboards

What shippers ask for

In the Council of Supply Chain Management Professionals’ 2025 study, shippers sought AI for planning more often than third-party logistics providers reported plans to implement it. A provider’s leaders answer for how they respond.

In the study’s survey, which closed in July 2024, 33% of shippers were seeking AI for supply planning and demand forecasting, against 19% of providers planning or considering it. For transportation and route optimization the figures were 27% and 22%. Source: Council of Supply Chain Management Professionals (CSCMP), with Dr C. John Langley Jr. and NTT DATA

Our part

We help you decide which uses to offer or adopt first, with an owner, a budget and a measure of return for each.

Technology strategy

Productivity and investment

A leader answers for output per person and per vehicle, and for whether investment in technology is paying off. In MHI and Deloitte’s 2026 survey, predictive maintenance was the second use of AI listed, at 30%.

Transport Canada reports that productivity gains in the sector have levelled off or declined since the 1990s, especially after 2017. Source: Transport Canada

Our part

We analyze in person how your operations, maintenance and planning teams work today, and build a Consier AI solution around that.

Consier AI

Workforce and trust

Drivers, dispatchers and managers all have a stake in how AI is used, and leaders answer for how it is introduced. ATRI names job loss and AI-enabled fraud among its respondents’ concerns.

In ATRI’s survey, 41.1% of respondents said the industry needs to better understand the role and applications of AI in trucking. Source: American Transportation Research Institute (ATRI)

Our part

We educate your drivers, planners and managers in the tools you approve, and help you agree what each tool may be used for.

Workforce training

What holds organizations back

The questions we start with

  • Which of your lanes, customers or contracts earn a margin today, and how do you know?
  • Where in a typical shipment does the first delay show up, and who sees it?
  • Which of your systems would a planning tool have to connect to, and who owns the data in each?
  • What have your shippers asked you for on AI, and what is your answer?
  • Which of your drivers, dispatchers and planners have been told how AI will and will not be used in their work?

Aviation and aerospace

Leaders of airlines, airports and maintenance organizations answer for profit, for aircraft that stay in service and for safety.

The International Air Transport Association (IATA) forecasts that airline fuel costs will rise by nearly 40%, from US$252 billion in 2025 to US$350 billion in 2026.

Most airlines surveyed use AI in operations control, and about half use it to predict delays and disruption.

What leaders answer for, and our part

Profit against fuel costs

With fuel costs forecast to rise sharply, any technology spending has to show what it returns. IATA now forecasts a net margin of 2.0% for 2026, against the 3.9% it projected earlier.

An April 2026 article by an IATA executive says airlines are investing in training their own AI systems to help calculate route optimization, predictive maintenance schedules, sales efficiency, revenue maximization and forecasting. Source: IATA

Our part

We work out what each AI use costs and returns against your own margins, and which are worth keeping.

Technology strategy

Keeping aircraft in service

Operators depend on the aircraft they have, and maintenance decides how many are available. The backlog of aircraft on order stood at 18,100 in May 2026. In Oliver Wyman’s 2026 survey of more than 150 aviation professionals, 58% said their companies were at the experimental stage of AI, the same share as a year earlier.

In the same survey, two-thirds reported seeing value from AI that met or exceeded their expectations. Source: Oliver Wyman

Our part

We build automations that prepare maintenance records and schedules for your engineers, who approve every decision.

Advanced automations and AI agents

Maintenance and engineering skills

A leader answers for who is available to maintain the fleet, and for how routine work is shared between tools and qualified engineers.

Boeing forecasts that the global commercial fleet will need 728,000 new maintenance technicians from 2026 to 2045. Source: Boeing

Our part

We train your engineers and planners in the tools you approve, and help you hire the skills you lack.

Workforce training

Disruption and turnaround

When a flight is delayed, operations control decides what happens next, and the turnaround on the ground decides how soon the aircraft leaves again. SITA reports that 17% of airlines use AI to monitor turnaround activity in real time.

SITA reports that the share of airports applying AI to aircraft turnaround rose from 36% in 2024 to 53% in 2025. Source: SITA

Our part

We build the reports that bring flight, crew, aircraft and turnaround data into one view for your operations control.

Data analytics, reporting and dashboards

Introducing AI under safety oversight

Whatever a tool can do, leaders answer to the regulator for how it is introduced. The US Federal Aviation Administration (FAA) says AI must demonstrate its safety before use in aviation.

The FAA’s 2024 roadmap sets out principles that include taking an incremental approach and starting with lower-risk applications. Source: Federal Aviation Administration (US)

Our part

We help you decide which uses are low-risk enough to start with, how each is tested and who signs off, and set that out in your governance framework.

Governance, compliance and security

What holds organizations back

  • Data does not connect. Of the airlines in SITA’s survey, 49% cite data integration and consistency as a major barrier. Source: SITA
  • Investment plans differ. In Oliver Wyman’s survey of aviation professionals, half planned to invest in AI over the next five years and a third in IT infrastructure. Source: Oliver Wyman

The questions we start with

  • Which of your AI uses bear on the safety of an aircraft, and how would you show a regulator that each has been tested?
  • Do your flight, crew, aircraft and passenger systems agree closely enough to plan disruption from one view?
  • Which maintenance tasks take the most hours of your scarce engineers, and which of them need a qualified person’s signature?
  • What does each AI tool you pay for return against your margin, and how is that measured?
  • How does your turnaround team see a delay at the gate as it happens?

Tourism

Leaders in tourism answer for service in a record year with teams that are hard to staff. Published figures on how tourism businesses use AI are few, and those on this page come from the economy as a whole or from a survey of US travel companies.

The World Travel & Tourism Council reports that travel and tourism contributed US$11.6 trillion to the global economy in 2025, 9.8% of it, growing 4.1% against 2.8% for the global economy. In Canada, tourism contributed $50.8 billion to GDP in 2024, growing 3.6% against 1.7% for all industries.

Staffing shortages at US hotels have eased since May 2024, but most of those surveyed still report them.

US hotels reporting staffing shortages % of hotels surveyed by AHLA, May 2024 and December 2024
Report ongoing staffing shortages 76% 65%
Describe themselves as severely understaffed 13% 9%

The December survey ran from 6 December 2024 to 3 January 2025 and had 282 respondents. AHLA sets it beside its May 2024 survey itself, and the two surveys may not have the same respondents. Self-reported by hoteliers.

American Hotel & Lodging Association (AHLA), with Hireology, 2025.

What leaders answer for, and our part

Staffing and the cost of labour

A leader answers for the service guests receive while roles are open and for what it costs to fill them. In Canada, the tourism job vacancy rate fell from 6.2% in 2023 to 4.2% in 2024, and the publisher still names labour shortage as a possible impediment to growth.

In the American Hotel & Lodging Association’s survey of 282 US hoteliers, 38% named housekeeping as the position with the greatest difficulty to fill, 26% the front desk, 14% culinary and 13% maintenance. Source: American Hotel & Lodging Association (AHLA), with Hireology

Our part

We see which routine tasks take your teams the most hours and build automations for them, with a person checking the results.

Advanced automations and AI agents

Guest-facing service and trust

A wrong answer to a guest is visible at once, and guest data has to be handled with care. A leader answers for what a tool says on the business’s behalf and what becomes of the data behind it.

A vendor surveyed 800 US travel industry professionals in 2025. In that survey 41% of travel companies use AI daily or several times a week, and 35% of respondents’ companies currently use AI in front of customers. Source: Amperity

Our part

We set up the governance that says what each guest-facing tool may say and do, and what happens to guest data.

Governance, compliance and security

Keeping pace as a small business

A smaller operator has to choose the one or two uses that justify the cost. In the OECD’s 2025 survey of small and medium-sized businesses in ten countries including Canada, 39% of those in all sectors reported using some form of AI, up from 26% in 2024.

The OECD says tourism businesses lag in adopting advanced technologies such as AI, even though the sector performs strongly in e-commerce. Source: OECD

Our part

We help you choose the one or two uses worth their cost, and set them up with training for your team and limits on what each tool may do.

Technology strategy

Skills to use AI

A shortage of AI-skilled people slows adoption in the sector, and a leader answers for who in the organization can run a tool and question it.

In April 2024 the World Travel & Tourism Council said that AI-skilled workforce shortages persist as a challenge to AI adoption in travel and tourism, and urged businesses to invest in talent. Source: World Travel & Tourism Council (WTTC)

Our part

We train your teams in the tools you approve, and help you hire the skills you lack.

Workforce training

What holds organizations back

  • Cost and risk weigh on smaller businesses. The OECD cites high upfront costs, uncertainty about risk and limited skills as obstacles for small and medium-sized tourism businesses, and notes they are not specific to tourism. Source: OECD
  • Data, legal and workforce concerns. The OECD names concerns about reliability, job loss or cultural resistance as reasons for reluctance, and lists data availability and quality, data protection and privacy, and limited understanding of legal implications among the barriers to uptake. Source: OECD

The questions we start with

  • Which of the tasks that take most of your team’s hours each day could a tool prepare for a person to check?
  • What does a guest see when a tool answers on your behalf, and who reviews what it says?
  • Where is guest data held, and which of your tools can reach it?
  • Of the one or two uses you could afford to start with, which would your team trust first?

Telecommunications and digital infrastructure

Leaders of telecommunications and data centre operators answer for service that stays available, for capacity that arrives when customers need it and for the cost of running both. In Canada the regulator now requires the biggest outages to be reported.

On 4 September 2025 the Canadian Radio-television and Telecommunications Commission (CRTC) issued a decision requiring Internet and cellphone providers to report major outages. It also opened a consultation on network resilience and service reliability.

Among data centre owners and operators whose most recent outage was significant, serious or severe, most believe better management or processes could have prevented it.

What leaders answer for, and our part

Service that stays available

A leader answers for continuity of service and for what customers are told and owed when it fails. The CRTC has also opened a consultation on consumer protections during outages, including possible refunds or bill credits.

In the Uptime Institute’s 2025 survey, 39% of data centre owners and operators saw lower risk of equipment failure or outages as a benefit of AI in their operations. These are perceived benefits. Source: Uptime Institute

Our part

We build the reports that show your executives and your regulator how often service failed, how long it took to restore and why.

Data analytics, reporting and dashboards

Power for growing demand

Data centres are built far faster than the grid that feeds them, and a leader answers for where capacity comes from and when. The International Energy Agency reports that grid infrastructure takes 5 to 15 years to plan and complete, against 1 to 3 years for data centres.

The International Energy Agency estimates that data centres used around 415 terawatt hours of electricity in 2024, about 1.5% of global consumption. In its Base Case they reach around 945 terawatt hours by 2030. Source: International Energy Agency

Our part

We help you plan capacity against the power you can secure, and prepare your systems to be recovered or moved if supply falls short.

Local hosting and emergency readiness

Cost of running the network

A chief financial officer answers for the cost of running the network. In GSMA Intelligence’s annual survey of operators, two in three have started to deploy AI agents in their core networks or are testing them.

In GSMA Intelligence’s survey of mobile network operators’ technology executives, published in December 2025, 85% of operators named operating cost efficiencies as a priority business objective for deploying AI in their networks. Source: GSMA Intelligence

Our part

We work out what each AI use in your network costs and returns, and which are worth keeping.

Technology strategy

Authority over live equipment

A leader answers for who may change the equipment that keeps service running, and for how each change is recorded and reviewed.

Our part

We help you set which changes a tool may recommend, which it may make and who approves each, and build that into your governance.

Governance, compliance and security

Skills and staffing

Operations teams need people who can run a tool, question it and keep it running, and they are hard to find and to keep.

In the Uptime Institute’s survey, 46% of data centre owners and operators had difficulty finding qualified candidates for vacant roles and 37% had difficulty retaining staff. Nearly two-thirds reported one or both. Source: Uptime Institute

Our part

We train your operations teams to use and question AI tools, and help you hire the skills you lack.

Workforce training

What holds organizations back

  • Operators limit what AI may touch. In the Uptime Institute’s survey, most would allow it to analyze sensor data and support predictive maintenance, but not make configuration changes, control equipment or manage staff. Source: Uptime Institute
  • The benefits are perceptions so far. Of 633 data centre owners and operators surveyed, 58% saw increased facility efficiency as a benefit of AI in their operations and 22% saw reduced staff levels. Source: Uptime Institute

The questions we start with

  • How often did customers lose service last year, for how long and for what reason, and could you show that to a regulator?
  • Which parts of your network or facilities may a tool change on its own, and which need a person’s approval?
  • Where will the power for your next expansion come from, and when will it be available?
  • Of the AI uses you pay for today, which can you show a return on, in terms of operating cost?
  • Which of the roles you struggle to fill could a tool ease, and which could it not?

How we can help

These are problems in the sectors above that AI is being used on today. For each, we set out what published evidence shows and what we would do.

Transport

Shipments that go off plan

The problem

Carriers are paying more for each mile their trucks run. The American Transportation Research Institute reports that running a truck cost an average of US$2.336 a mile in 2025. That was 3.4% more than a year earlier and the highest in the report’s history. Excluding fuel, costs rose faster, by 4.2% to US$1.854 a mile.

Every shipment that goes off plan adds work on top of that cost. C.H. Robinson, a logistics provider, says one truck can carry freight from up to 20 shippers. Before it used AI, it says, its teams spent over half the day chasing missed pickups: checking carrier websites, calling, recording updates and telling customers. When a status could not be confirmed, carriers sent another truck.

What AI is doing about it today

In January 2026 C.H. Robinson reported on two AI agents that work on missed pickups of freight sharing a truck. One calls carriers and the other decides the next step. The company says 95% of its checks on missed pickups are now automated, saving over 350 hours of manual work a day.

It also reports that unnecessary return trips to collect missed freight have fallen by 42%, and that shippers’ freight moves up to a day faster. These are the company’s figures, and its release does not say how they were measured.

What we would do

  1. Spend time with your dispatch, customer service and carrier teams to count the exceptions they handle and the hours each kind takes.
  2. Rank those exceptions by cost, from missed pickups to late deliveries, using your own shipment, labour and fuel data.
  3. Build automations and AI agents for the most costly exceptions, with a person deciding anything that commits a truck or a customer.
  4. Train your teams to supervise the agents and to handle the cases they pass on.
  5. Measure hours, return trips and delays before and after, and report the results to your executives each month.

What you would have

You would have a count of the exceptions your teams handle and what each kind costs, and automations working on the most costly of them. You would also have teams trained to supervise them and a before-and-after measure of hours, trips and delays for your executives.

Aviation

Fuel burned on every flight

The problem

Fuel is among the largest costs an airline carries. Statistics Canada reports that Canadian air carriers spent $8.3 billion on fuel in 2024, 23.2% of their operating expenses. They consumed 8.5 billion litres, 6.7% more than in 2023.

The same release shows how little is left over. Net operating income fell to $2.1 billion in 2024, from $3.2 billion the year before. Operating expenses took 94.5 cents of each dollar of operating revenue.

What AI is doing about it today

Alaska Airlines uses Flyways, an AI tool that suggests more efficient routes to its dispatchers, who always make the final call. In a six-month trial reported in May 2021, the tool found a chance to cut miles and fuel on 64% of mainline flights. Dispatchers accepted 32% of its recommendations, and the airline says it saved 480,000 gallons of fuel while air travel was reduced by the pandemic.

In August 2024 the airline reported that the tool had presented optimization opportunities for 55% of its flights on average. The airline says it delivered fuel savings of 3% to 5% on flights longer than four hours. Routes it optimized saved over 1.2 million gallons in the previous year.

What we would do

  1. Sit with your dispatchers, flight operations and finance teams to see how routes and fuel loads are planned and approved today.
  2. Measure fuel burned against plan by route and aircraft type, so you know how large the gap worth closing is.
  3. Compare the route-planning tools open to you, including those from smaller developers, with no preference for any supplier.
  4. Set out how a recommendation reaches a dispatcher, who accepts it and how each decision is recorded for your safety oversight.
  5. Train your dispatchers in the tool you choose, and report fuel saved and recommendations accepted to your executives each month.

What you would have

You would have a measure of fuel burned against plan for each route and a documented comparison of the tools open to you. You would also have written rules for accepting recommendations, dispatchers trained in the tool and a monthly report of fuel use and savings for your executives.

Tourism

Guest service with too few staff

The problem

Hotels are still short of people. In the American Hotel & Lodging Association’s survey of 282 US hoteliers, 71% had openings they could not fill despite recruiting. There were six to seven open positions per property. Hotel employment was nearly 10% below its level before the pandemic.

Most owners have started with AI, but fewer than a third have taken it far. In a survey of 325 hotel owners and developers commissioned by Wyndham Hotels & Resorts, 98% said they had begun incorporating AI. Only 32% said it was embedded across most of their operations, and 73% wanted to do more but felt overwhelmed and unsure where to start.

What AI is doing about it today

Wyndham says its guest messaging platform for hotels uses AI to respond to 80% of common guest messages, such as directions to the airport shuttle. Staff can also use replies drafted by AI when they answer guests by text. A chatbot in its mobile app answers about 60% of common questions from guests and loyalty members.

Wyndham presents both as saving time for hotel and call centre staff. The figures date from July 2024, when nearly 2,000 hotels in North America had started using the platform. The release gives no method of measurement.

What we would do

  1. Spend time with your front desk, reservations and housekeeping teams to see which guest requests take the most hours.
  2. Choose the one or two uses worth their cost, comparing the tools open to you with no preference for any supplier.
  3. Set what a tool may say to guests, when it hands a conversation to a person and how guest data is kept.
  4. Build automations for the routine requests, with your staff reviewing anything that commits the business to a guest.
  5. Train your teams to work with the tools, and track response times, guest feedback and hours saved each month.

What you would have

You would have a count of the guest requests that take your team’s hours and a documented choice of one or two tools. You would also have written rules for each tool, automations for routine requests, trained staff and a monthly measure of response times and hours saved.

Telecoms

Fraudulent calls carried on your network

The problem

Fraud often starts with a phone call, and the call travels over a carrier’s network. The Canadian Anti-Fraud Centre reports that the telephone was the top way fraudsters first reached people in 2023, counted by reports received. It says fraudsters can now disguise their numbers and automate calls to reach far more Canadians.

The centre also reports that Canadians reported over 112,000 instances of fraud in 2025, with total losses exceeding $704 million. A carrier answers to its regulator and its customers for what its network lets through.

What AI is doing about it today

The Canadian Radio-television and Telecommunications Commission (CRTC) describes how Bell Canada’s system works. AI flags unusual traffic that suggests fraud, the alerts are reviewed, and once fraud is verified Bell blocks related calls across its network. The CRTC reports that the system blocked more than 1.12 billion calls between 15 July 2020 and 16 October 2021, with no confirmed case of a legitimate number blocked.

The CRTC noted that this does not prove there were no errors and judged the risk extremely low. It made the system permanent in December 2021, with yearly reports. By its own count, Bell has blocked more than 6.6 billion fraudulent and abusive calls since its national trial began in 2020.

What we would do

  1. Sit with your network, fraud and customer care teams to trace how a suspicious call is spotted, confirmed and stopped today.
  2. Measure how many fraudulent calls reach your customers, how many complaints follow and how long each case takes to close.
  3. Compare the detection tools open to you, including those in systems you already run, with no preference for any supplier.
  4. Set out who confirms fraud before a number is blocked, how a number blocked in error is restored and what your regulator is told.
  5. Build the reports that show your executives and regulator the calls blocked, the complaints received and the numbers restored.

What you would have

You would have a measured account of the fraudulent calls reaching your customers and a documented comparison of the tools open to you. You would also have written rules for confirming fraud and restoring numbers blocked in error, and a regular report for your executives and regulator.

The results described here were published by the organizations named. These are examples of how we would approach the work, and none describes an engagement of our own.

The standards we align our work with

The research behind this page

We read each of these at its source. The summaries are ours.

Evidence last reviewed on 6 October 2026.

Your contact

Moody

Founder

Request a briefing Submit an RFP

Request a briefing.

A briefing is a confidential conversation with the executive accountable for a technology decision. We set out how we would approach the question and what evidence it would require. Scope and fees are agreed in writing before any work begins.

Request a briefing