Recent years have seen changes in the way that companies in a number of industries have responded to a changing market environment where the demand for intelligent service contracts and the requirements of corporate social responsibility continue to rise. Central to these changes is a modified approach to the theme of increasing services provision. Reductions in the delivery of new products and the extensions to life of existing products has forced companies to reconsider their existing product portfolios and how they can generate new business from the maintenance, through life upgrade and support of the products they previously supplied. BAE Systems like others in the defence arena has done this and in doing so has considered what changes it has had to make, and continues to make, to the way in which it now looks at and ensures the safety and performance integrity of its products in all aspects of its operations. This paper draws together the journey that BAE Systems has been (and continues to be) travelling down as it moves to delivery of a more service oriented portfolio of products, and the research that Cambridge University has been pursuing to better understand how accountabilities are managed for service through-life (Fuse, 2013). It should be recognized that this paper represents initial thoughts and analysis on Through Life Accountability and recognizes the need to pursue further research and analysis before the Company has a more fully informed understanding of how it can best use this information to improve its service provision.