From Disruption to Direction: What CP7 Tells Us About the Future of Rail Innovation

The Rail Forum hosted Maximising Opportunities in CP7: Innovation for Industry Performance — a timely gathering of rail leaders, technologists, strategists and other key stakeholders.

While some time has passed since the gathering, the event’s themes remain sharply relevant. From operational pain points to the promise of digital transformation, the forum offered a snapshot of where the UK rail industry stands — and where it’s heading.

Viper Innovations was there to listen, contribute, and reflect. Viper Innovations’ Divisional Manager (Rail UK) Peter Alexander was a panel member and, as well as keenly listening, joined the conversation to explore how innovation can drive performance and revenue growth. Here’s what we took away.

Operational Challenges and Technical Solutions

Organised by the Rail Forum, the Chartered Institute of Rail Operators (CIRO) the Rail Delivery Group and the Institution of Engineering and Technology (IET), the forum brought together voices from across the rail ecosystem, heightening its significance. Some of the most notable contributions included:

• Albert Porter (Network Rail) highlighted how poor train performance disrupts infrastructure operations, increasing wear and tear and limiting access for maintenance
• Gareth Evans (Network Rail) laid out CP7’s RD&I roadmap — over £250m in funding, targeting emissions cuts, delay reductions, and freight growth
• James Connolly (eviFile) made the case for digital transformation, citing siloed data, poor visibility, and manual processes as barriers to efficiency
• Jason Wade (Northern) shared sobering stats on delay impacts — emotional, financial, and reputational — with over half of surveyed passengers reporting effects beyond just lost time
• Luisa Moisio (RSSB) introduced the Rail Technical Strategy (RTS), a framework for system-wide innovation, from low-emission operations to freight-friendly infrastructure.

Peter noted that the presentations converged around a central theme:

Operational problems are driving the need for smarter, more resilient technical solutions.

Key Messages: Innovation as a Revenue Strategy

The forum underscored a shift in mindset that is growing in the wider UK rail industry: operations are no longer just a cost centre — they’re a revenue enabler. But to unlock that potential, the industry must address emerging failure modes.

Peter said:

We're seeing issues we hadn't considered before. Like freight damage from vegetation on diversion routes, or the cost of lift failures requiring disabled passengers to be rerouted and bussed back — all of which add up.

These failures strengthen the case for technologies like CableGuardian, which helps prevent outages in 650V signalling power supplies. Viper’s ongoing investment in AI and machine learning aims to extract even more actionable insights from the data gathered by Viper’s rail solutions.

But innovation needs a stable framework.

Peter said:

Rail spending has been inconsistent, and SMEs are feeling the strain. For innovation to thrive, we need continuity — not fits and starts.

Looking Ahead: What Viper Thinks Comes Next

With the emergence of Great British Railways (GBR) and GBRX, operators are gaining influence over technical solutions. This could be a turning point — if the industry gets the framework right. Peter believes the next phase must focus on:

• Creating innovation pathways that reduce cost and risk
• Building business cases that link operational improvements to revenue
• Ensuring funding consistency, especially for SMEs
• Leveraging data for predictive maintenance and smarter decision-making

Peter said:

Improving operations and reducing failures means more passengers and freight, which means more revenue, more investment, and fewer failures — a virtuous circle.

The Rail Forum event may be behind us, but its lessons are forward-looking. CP7 is a chance to rethink how we innovate, fund, and measure success in rail. Viper Innovations is committed to being part of that journey — not just with technology, but with thought leadership that challenges the status quo.

Because when the trains run reliably, everyone wins — passengers, freight, operators, and the planet.