8 May 2026 · 6 min read
What an integrator audit actually covers.
Owners commissioning an integrator audit for the first time usually ask the same question: what, specifically, will I receive — and what won't be covered? This post sets out the scope plainly.
What gets reviewed.
An integrator audit reviews four bundles of deliverables: drawings, specifications, schedules, and commissioning packages. Each is examined for internal consistency, alignment with the owner's brief, and alignment with current best practice — not against the integrator's own playbook.
Drawings. Single-line diagrams, equipment schedules, rack layouts, and cable schedules are checked for completeness and for the design choices they carry — particularly redundancy decisions that are easy to miss on paper.
Specifications. Vendor lock-in, undersized power budgets, mismatched standards, and unstated assumptions about owner-supplied items. Specifications tend to fail at the edges — the boundary between integrator scope and yard scope, or between AV and IT — where gaps become variations later.
Schedules. FAT, HAT, and SAT plans are reviewed for acceptance criteria, signature chains, and what triggers a rejection. A schedule with no rejection trigger is a schedule that always passes.
Commissioning packages. Test scripts, evidence captured, and the defect-tracking method. A commissioning package should state not just the tests but what counts as a fail — that boundary is checked explicitly.
Five common redlines.
Five issues come up often enough to be worth checking for on any project. They exist because the industry's incentives are structural, not because any individual integrator is careless.
01
Vendor-locked headend. A control system priced to the brand the integrator is certified on, with no acknowledgement that the choice forecloses future options. Defensible if owned consciously by the owner; problematic if the lock-in is invisible.
02
Single-uplink WAN. Starlink-only, VSAT-only, or cellular as an untested fallback. No tested failover, no priority queueing, no written behaviour during an outage.
03
Flat or near-flat VLAN structure. "Guest is separated" — but crew, AV, OT, security, and bridge sit on the same broadcast domain. A single compromised tablet sees everything.
04
Undocumented credentials. Default passwords on at least one OT device, shared admin accounts, no record of who has remote access. The yacht is delivered into a posture nobody can audit afterwards.
05
No documented disaster-recovery plan. Configuration backups exist, but no written procedure for what to do when the head-end loses power at sea, when the satcoms drop for six hours, or when the OT firewall fails closed.
What an audit doesn't cover.
An audit reviews documents and decisions; it does not replace the integrator and it does not project-manage the build. It will not select vendors on the owner's behalf, manage warranty claims after delivery, or supervise daily site work during commissioning. Owners who need any of those want a different engagement — an owner's representative, a project manager, or a refit lead.
The boundary matters. The findings of an audit are a shopping list for the owner team to act on; the audit itself is not the action. Confusing the two leads to disappointment in both directions.
When to commission one.
There are four useful points in a build cycle to commission an audit. Each catches a different class of problem, and the leverage drops as the build progresses.
01
Pre-contract. The integrator's proposal is on the table; nothing is signed. An audit at this stage can still change the scope itself — pricing, deliverables, exclusions, vendor choices. The highest-leverage point. This is where a pre-contract scope validation often makes more sense than a full audit.
02
Mid-build. Drawings have been issued for construction. The audit can change implementation details and surface drift between the original spec and what's actually being installed. It cannot easily change vendor decisions; it can change how those vendors are configured.
03
Pre-HAT. The integrator is preparing for harbour acceptance trials. The audit reviews the commissioning package and acceptance criteria. It can affect what counts as acceptance — which is where most disputes live.
04
Post-handover. The yacht has been delivered. The audit becomes a snapshot of what was actually delivered against what was specified. It feeds the warranty period and the first refit cycle. Lower-leverage in absolute terms — but often the first time the owner has a complete, independent picture of the system they now own.
The case for getting one.
The practical justification is simple: problems caught on paper are cheaper to fix than problems caught during the build. The structural one is that an audit gives the owner an independent technical voice in the process.
For owners commissioning new builds or major refits, an integrator audit pairs naturally with a pre-contract scope validation. For buyers acquiring an existing yacht, it pairs with a pre-purchase AV/IT survey of what was already installed. And for any owner about to sign a contract, the twelve questions in the previous post are worth working through first.
Author
Noel Pope is the founder of Kelvin Marine Technology. Over a decade in technology — qualified electro-technical officer and skilled AV/IT specialist on superyachts up to 160m+, including new-build commissioning. MCA ETO (III/6 Unlimited).