In the fire service, progress is measured in lives saved, risks mitigated, and operations improved. Yet in today’s rapidly evolving risk landscape marked by larger, hotter fires, more hazardous materials, and increasing call volumes, keeping pace with innovation is no longer optional. The tools we use must evolve with the challenges we face.
That evolution doesn’t happen in a vacuum. The most impactful technological advancements in our field have emerged not from corporate boardrooms, but from the field, from the gritty, smoke-filled, unpredictable environments where firefighters operate.
Duncan J. White
That’s why the relationship between fire departments and manufacturers must go beyond transactional. We need deep, ongoing collaboration to co-create the tools that will shape the future of fireground operations, firefighter safety and victim outcomes.
No one understands the stress points of a piece of equipment like the firefighter who relies on it mid-rescue. Manufacturers bring critical engineering expertise, but it’s our job to help them see how that translates, or doesn’t, in the field. From poorly placed control buttons on SCBAs to interface confusion on thermal imagers, many design flaws go unnoticed in labs but become glaringly obvious in real-world conditions.
Departments that partner early with manufacturers during development cycles play a pivotal role in ensuring new tools work under fireground realities.
Duncan J. White
A good example is the evolution of firefighter PPE with integrated technology, like heads-up displays and built-in environmental monitors. These innovations gained real traction when manufacturers sought direct input from firefighters during prototype testing and training scenarios.
When we speak up early, we shape smarter solutions.
Innovation often arrives faster than adoption, especially in a budget-constrained and risk-averse environment like ours. Departments are justifiably cautious when evaluating new tools: Does it work under heat and stress? Is it durable? Can we integrate it into existing protocols without adding confusion or delays?
This is where hands-on collaboration becomes critical. By participating in pilot programs, wear trials, or user advisory boards, departments help close the gap between invention and implementation. Firefighters involved in early evaluations can flag issues before they become costly mistakes or operational hazards and, just as importantly, validate solutions that could make an immediate difference.
Biometric wearables, for instance, are becoming more common in rehabilitation zones and training grounds. But without frontline feedback on sensor placement, alert fatigue, or connectivity issues, those devices may never gain broad acceptance.
Duncan J. White
Operational insight makes innovation practical and usable.
Some progressive departments are institutionalizing their commitment to innovation through dedicated “tech teams” or innovation officers who interface directly with manufacturers, startups, and research institutions. These roles aren’t just about trying new gear; they’re about shaping it.
When departments shift from being passive consumers to active contributors, the dynamic changes. Manufacturers start to see fire departments as design partners, not just end-users. This has a ripple effect across the industry, raising the bar for product quality, field testing, and post-deployment support.
If your department hasn’t yet formalized a pathway for innovation collaboration, now is the time. That could mean appointing a liaison officer, joining regional working groups, or building relationships with local universities or private-sector Research and Development teams.
The digital transformation of the fireground is well underway. From GPS-based crew tracking to cloud-integrated pre-planning tools, fire departments are leaning more heavily on data and software. But many of these systems were originally developed for other sectors and repurposed for emergency response.
That’s why we must engage software vendors and tech developers early before assumptions are baked into platforms that don’t align with fireground command workflows.
Duncan J. White
Departments that helped shape incident management platforms or smart building integrations have seen real gains in efficiency, situational awareness, and interoperability. But that only happens when firefighters are in the room while these systems are being built, not after they’re rolled out.
All of this collaboration requires planning, not just enthusiasm. Leadership must be willing to allocate time and budget toward innovation efforts. That includes carving out training time for equipment pilots, budgeting for experimental deployments, and even adjusting procurement processes to allow for vendor input and feedback loops.
Departments can also leverage regional partnerships or joint purchasing groups to collectively pilot technologies and provide pooled feedback to vendors. The more coordinated we are, the more responsive manufacturers become.
In an industry where the cost of failure is measured in lives, we can’t afford to let innovation happen without us. Fire departments have a unique responsibility and opportunity to help shape the technologies we will rely on for years to come.
Our voice must be part of the design process. Our field testing must inform what gets built. And our operational knowledge must drive not just safer tools, but smarter strategies.
Innovation isn’t something we wait for. It’s something we build together.
Stay safe!
