Defence Investment Plan: Sovereignty will be built in the supply chain
Words by Gareth Wood, Defence Director The Defence Investment Plan should not be read simply as another spending announcement. The real test will be whether it helps Britain rebuild the industrial depth, sovereign capability and manufacturing resilience needed to compete in a more dangerous world. The headline numbers are significant. The Government has set out £298 billion of defence investment over the next four years, including an additional £15 billion through the Defence Investment Plan, while taking core NATO defence spending to 2.7% of GDP from 2027/28. But the more important question is not only how much is being spent, but where that money lands. The Government’s language around the plan was deliberately industrial. The message was to “back British”, with defence spending used wherever possible to support British workers, businesses and innovators. He also spoke directly about bringing SMEs and start-ups into defence supply chains, ensuring the economic benefit is felt across regions and communities, not simply captured by the traditional prime contractors. That matters because modern defence capability is no longer built by a small number of major platforms alone. The conflicts of today and tomorrow depend on drones, autonomy, AI, cyber, sensors, counter-drone systems, software, secure communications, advanced manufacturing and rapid production capacity. These are areas where smaller, specialist and high-growth businesses can be decisive. But sovereign capability cannot exist only at the top of the supply chain. It depends on the depth beneath it: the specialist manufacturers, component suppliers, software firms, materials businesses, testing facilities and engineering teams that allow capability to be produced, upgraded and replenished at scale. This is the central challenge. Britain may have world-class innovators, but if those firms cannot access contracts, finance, facilities, production partners or qualification routes, innovation risks remaining trapped at prototype stage. The real test of the DIP will be whether it helps create a supply chain that can not only invent, but manufacture, certify, deliver and sustain capability at pace. There is another constraint that receives far less attention than funding or procurement: capability. Defence, nuclear and advanced manufacturing are all competing for the same engineers, commercial specialists and transformational leaders needed to deliver growth. As investment accelerates, the organisations that succeed will not necessarily be those with the largest budgets, but those that can attract, develop and retain the talent required to turn investment into delivery. The UK’s sovereign capability challenge is therefore not only industrial, it is also a leadership and workforce challenge. For British SMEs, the opportunity is clear, but so is the challenge. Many already have the technical expertise, agility and ambition that defence needs. What they often lack is predictable demand, simplified procurement, patient capital and the manufacturing infrastructure to move from concept to volume production. That is why the Defence Office for Small Business Growth matters. A clearer front door into defence is welcome, as is the commitment to increase MOD spending with SMEs. But access alone is not enough. If Britain wants sovereign capability, it must help SMEs scale. That means clearer demand signals, faster procurement, better qualification routes, investment in facilities and a willingness to bring innovative firms into major programmes earlier. It also means primes working differently with smaller businesses, not simply treating them as peripheral suppliers, but as essential partners in national resilience. Or it requires SMEs to work and unify differently as a collective, taking control via collaboration, to challenge the programme delivery status quo. The lesson from Ukraine has been clear. Capability advantage is no longer only about having the most exquisite platform. It is about speed, adaptability, resilience and the ability to replenish. It is about whether a nation can surge production when the strategic environment changes. Yet perhaps the biggest risk to this delivery is neither funding nor intent. It is execution. Across defence, nuclear and advanced manufacturing, organisations are increasingly be forced to compete for a limited pool of experienced leaders capable of delivering complex programmes, scaling industrial operations and managing highly regulated environments. As investment increases, the ability to attract the right Technical and operational leadership may become as important as access to capital itself. A sovereign capability strategy ultimately depends on having the people capable of turning policy into outcomes and investment into delivery. The Defence Investment Plan sets the direction. The supply chain, its leadership and its people will determine whether Britain can deliver. Veredus partners with organisations across defence, aerospace, nuclear and critical infrastructure to identify and secure the leadership and specialist talent that enables complex programmes, industrial growth and long-term capability development. To discuss your leadership requirements, please contact gareth.wood@veredus.co.uk
Britain’s Drone Moment: Turning Defence Ambition into Industrial Advantage
Words by Gareth Wood, Director of Defence. One of the most important lessons from recent conflict is not simply that UAVs matter. It is that speed now matters as much as scale. For decades, defence advantage was often measured in platforms, larger ships, more advanced aircraft, longer-range missiles, more sophisticated sensors. Those capabilities remain essential. But the UK’s Defence Investment Plan makes clear that the next phase of military advantage will also depend on something different: the ability to develop, manufacture, adapt and deploy autonomous systems at pace. The Government has committed more than £5 billion over the next four years to drones and autonomous systems, including strike and surveillance drones, uncrewed land vehicles and capabilities linked to a more hybrid force structure. This is not a marginal adjustment to the defence budget. It is a signal to industry that uncrewed systems are moving from the edge of defence thinking to its centre. That matters because drones change the economics of conflict. A relatively low-cost uncrewed system can find, track, disrupt or destroy equipment worth many times more. First-person-view drones, loitering munitions, autonomous surveillance platforms and electronic warfare payloads have all shown how quickly technology can alter battlefield assumptions. The result is not the end of traditional defence platforms, but the arrival of a more complex operating model: crewed and uncrewed systems working together, supported by data, autonomy and resilient communications. The technical direction is clear. Future UAVs will be increasingly modular, software-defined and mission-adaptable. One airframe may support multiple payloads: ISR, communications relay, electronic attack, target acquisition or logistics support. AI and computer vision will improve navigation, recognition and decision support. Edge processing will allow systems to operate when bandwidth is limited or communications are contested. Mesh networking will help platforms share information across dispersed formations. Swarming will create mass without requiring every system to be individually controlled.This is where the industrial challenge begins. The UAV market does not move at the tempo of traditional defence procurement. Platforms are adapted in months. Software is updated in weeks. Operational feedback loops are immediate. That means manufacturers need more than production capacity; they need engineering cultures built around rapid iteration, test, evaluation and continuous improvement.This is why Swindon is such an important development. The opening of Europe’s largest drone testing centre at the new DroneTEX facility in Swindon is significant not just because of its scale, but because of what it represents: the ability to develop and field drone capability in weeks, not years. Alongside this, TEKEVER’s investment in Swindon as its main European manufacturing facility shows how the UK can begin to build the industrial backbone needed to support sovereign uncrewed capability. In practical terms, this means bringing together disciplines that have too often been treated separately: aerospace engineering, robotics, embedded software, AI, secure communications, advanced manufacturing, cyber security, systems integration and operational delivery. It also means thinking differently about workforce capability. The winners in this market will not simply be those with the best technology. They will be the organisations that can scale without losing agility. They will need leaders who understand regulated defence environments but can still operate at commercial technology pace. They will need manufacturing teams comfortable with digital engineering, modular production, additive techniques, quality assurance and secure supply chains. They will need programme leaders who can connect technical ambition with operational reality. As Veredus’ recent work across UAV manufacturers and high-growth defence innovators has shown, the organisations best placed for this shift are those that combine technical excellence, leadership strength and manufacturing resilience. The Defence Investment Plan should therefore be read not just as a funding announcement, but as a strategic signal: industry now needs to innovate fast, scale smart and lead confidently through complexity. There is a wider opportunity here too. The technologies being developed for defence UAVs will shape civilian markets: infrastructure inspection, emergency response, offshore energy, environmental monitoring, logistics and border security. The dual-use potential is substantial. Done well, this could create not only stronger national security, but high-value employment, export opportunities and a more resilient British manufacturing base. The UK has the ingredients: engineering heritage, world-class research, innovative SMEs, serious defence customers and now a clearer investment signal. But ambition is not enough. If Britain wants to lead in autonomous defence systems, it must build the ecosystem around them: factories, testing facilities, supply chains, leadership capability and skilled people. Drones may be the visible technology. The real strategic advantage will come from the industrial system behind them. That is the opportunity now in front of us. — From our perspective at Veredus, these shifts are already shaping the conversations we’re having with clients across the defence sector. As organisations look to scale UAV capability and bring increasingly sophisticated autonomous technologies into operational service, the leadership challenge becomes every bit as important as the engineering one. We’re seeing growing demand for executives who can combine deep technical credibility with experience of manufacturing scale-up, complex programme delivery, defence procurement and organisational growth. As investment in uncrewed systems accelerates, identifying leaders with that blend of capabilities will be critical to turning strategic ambition into operational success.
Ministry of Defence – Defence Equipment & Support – CHIEF DATA OFFICER (BATTLESPACE)
The brief Veredus are the executive search partner for Defence Equipment & Support. We were tasked with identifying an experienced CDO who would be able to drive governance and technological controls across the battlespace. This required sound cyber security experience with big data complexities the likes of which are rare in government and private sector. The technological advances in modern warfare and equipment have led to disparity across data standards and network capability. The MoD required a CDO to manage senior stakeholders across the defence enterprise including front line commands and major industrial primes in order to drive a set of new standards and governance across the battlespace arena. The CDO task was to agree standards, regardless of manufacturer or equipment type, such that the real time data could be combined and manipulated to add strategic value to the military stakeholders. A new task force was being set up to achieve this and the CDO was a new post to lead a large team of circa 85 based across MoD departments. Challenges The stakeholders wanted different attributes, as this was a key leader in the battlespace domain. We held briefings with the various stakeholders in order to agree the final specification for the role. Priorities for our search were based around security, scale, complexity and wide technology experience coupled with an ability to negotiate at very senior levels across Government and industry and drive through change, Strong business acumen was also required in order to achieve the value add that the frontline commands required whilst holding tight budgetary constraints in order to deliver the new standards. Security clearance was required to DV which added a further complexity. The Results In stakeholder discussions we managed to get agreement to widen the search net to include large scale data generators within a highly secure critical environments such as Banking, Network Rail, NHS, HMRC and National Power Distributors. We identified 185 CDO’s who met the essential criteria. Our search included targeted headhunting of the 185 CDO’s as well as an advert in “The Times”. During the selection process we examined the candidate’s influencing skills and leadership styles as well as their broad technological experience. We produced a detailed candidate information pack, not only highlighting the EVP. We received 64 applications with a high degree of diversity. Subsequent selection process achieved a shortlist of 5. These candidates were subject to our MoD assessments which are ILA & Staff Engagement exercises. Following final panel presentations and interview 3 candidates were deemed appointable. The successful candidate was a diverse candidate, non-military and was working for EY. We received excellent client feedback on the campaign, having taken the stakeholders from “Must be Military” to having a non-military candidate appointed.
Director of Ships Operations & Capability Integration (SCS2)
The brief Veredus are the exclusive Executive Search Partner for MoD, DE&S and SDA. As part of our ongoing partnership, we were asked to identify their next Director of Ships. As the role was reporting into Director General Ships it was a Senior Civil Service role level 2 and as such, we had an appointed commissioner to oversee fair and open competition rules were maintained throughout. Challenges The process Specialist Background –We have over 25 years’ experience of appointing to senior executive levels. Our processes comply with Civil Service Recruitment Principles and Civil Service Commissioner’s rules, and we have worked extensively with the Office of the Commissioner for Public Appointments. Coupled with our extensive database and technology tools we were able to identify a strong candidate pool. Our candidate attraction strategy & tools included: All our assignments are project managed and utilise realtime data capture in the form of Power BI Dashboards. Our MoD client has open access to this data so at anytime they can see progress and get a clear picture of the assignment as it develops. An example screen shot of one of our dashboards is below: Diversity – We pro-actively built a field of target candidates with diverse characteristics. We did this through our desk research and by contacting our trusted sources across the market, expressly asking for recommendations of candidates with protected characteristics. We know this works. Our pro-active approach also extends to attracting candidates who have declared disabilities and engage with the Guardian’s Disability Network which has over 1 million members. We have strong relationships with partner organisations, that are committed to working through empathy, acknowledging and valuing our differences. As part of the search campaign, we proactively networked with a wide range of organisations such as: Security Clearance – Veredus are used to working in the DV/SC secured space, we have our own “Security Watchdog” team that provide security vetting and preparation for DBS Developed vetting clearance processes. We advise all candidates in our search process of the additional personal and professional information that will need to be collated in order for their offer/acceptance to be valid. These extra checks include but not limited too: Check Why? Nationality Verify Passport status Identity & Right to Work Legal requirement Financial Probity (credit check) Verify that applicant does not have CCJs or bankruptcies Criminality Verify that applicant does not have a criminal past International Sanctions Verify that applicant is not on any sanctions lists Directorship Verify that applicant does not have directorships which pose a conflict of interest Adverse Media Verify that applicant has not had bad press exposure Social Media Verify that applicant does not have unacceptable values or behaviours for future employer Qualification Verify that applicant holds the qualifications they state they have on a CV Activity (2 years) Verify applicant’s activity (employment/education) history Results Following a detailed briefing with the Director General and senior stakeholders including the commissioner herself we set out and agreed the timeline and developed a detailed and enlightening candidates data pack with wording to appeal to a broader candidate pool and notably diverse candidates. We were able to assemble a target map of over 145 candidates from across both commercial shipping and navy. After engaging with the targets and sharing the candidate data pack along with clarifying any open questions we closed with 14 applications. After a client review and Veredus selection interviews we shortlisted to 4 candidates. The shortlisted candidates were 50% diverse so we achieved the CEO aim of ensuring a minimum of 30% was achieved and in such a niche role was well received by the Commissioner and Director General. Veredus psychologist team provided the leadership assessment and staff engagement facilitation with detailed candidate profiles and reports as well as direct feedback to the panel prior to final interviews. Following final panel interviews we had two appointable candidates and one appointed. Assignment took 8 weeks from briefing to successful placement. We received commendations from Commissioner and DG following a highly successful assignment. Candidate Care Feedback was rated as “Excellent”.
Director WARHEAD DELIVERY (SCS2)
Background Our client is a Ministry of Defence department that are tasked with maintaining the UKs deterrent capability, current and future. Veredus were engaged by the client to provide a full executive search & selection service to identify their next Warhead Director at SCS level 2. As this was a Senior civil service role at level 2, we had a commissioner assigned to the selection panel board to oversee “fair and open competition”. Following a detailed brief from the MoD and senior stakeholders, together with the commissioners’ input, we agreed a tight timeline and commenced our target mapping of aligned domains and sectors; we also developed a compelling candidates data pack. Challenges Solutions Timeline Pressures: We are used to agile working and in this case we had to review or normal timeline (as per attached example timeline) and increase research capacity to allow us to reduce the overall assignment time by 2 weeks. We appointed a senior consultant as project manager to ensure all aspects of the search & selection process remained on track and communicated progress with MoD and Commissioner. Highly Specialised role: Nuclear and defence is a prime area of activity for Veredus. This particular role combined both. We focussed on Cat A government programmes both current and past and identified a cross over between Major Projects delivery and those candidates that had worked in the Trident programme previously or currently. We included Nuclear New builds as well as Expat community living in US currently working on a replacement programme. It’s a very close community so we keep in close dialogue with client stakeholders to review interested candidates at a very early stage as we knew a number would be “known” to our client. This helped us reduce selection process time by removing non suitable candidates early in the process. Internal Candidates: It is normal practice for us to include internal candidates within our selection process, however on this occasion the Commissioner mandated that a tight control and restrictions were placed around internal candidates to ensure they did not receive any additional insight beyond that of external candidates. We therefore had to ensure all internal candidates received a “restrictive notice” as soon as they applied which outlined that they could not approach or contact any of the selection panel and were prohibited in doing their own research into the role whilst on site. This effectively meant they had to come through us to ask questions the results of which were shared with all applicants. Security Clearance: Veredus are used to working in the DV/SC secured space, we have our own “Security Watchdog” team that provide security vetting and preparation for DBS Developed vetting clearance processes. We advise all candidates in our search process of the additional personal and professional information that will need to be collated in order for their offer/acceptance to be valid. These extra checks include but not limited too: Check Why? Nationality Verify Passport status Identity & Right to Work Legal requirement Financial Probity (credit check) Verify that applicant does not have CCJs or bankruptcies Criminality Verify that applicant does not have a criminal past International Sanctions Verify that applicant is not on any sanctions lists Directorship Verify that applicant does not have directorships which pose a conflict of interest Adverse Media Verify that applicant has not had bad press exposure Social Media Verify that applicant does not have unacceptable values or behaviours for future employer Qualification Verify that applicant holds the qualifications they state they have on a CV Activity (2 years) Verify applicant’s activity (employment/education) history Results Given the specialism of the role, the seniority required and the security clearance requirement (DV) the mapped target field was limited to 125 potential candidates across the UK. We engaged with the targets and promoted the role and challenges along with the career benefits and high profile of the role itself. We managed to get 29 applications which following our own selection interviews and profiling was reduced to a shortlist pool of 5. Commissioner was extremely satisfied with our control processes in place that no internal candidate had received any advantageous treatment or data. Veredus psychologist team also provided our inhouse leadership profiling and assessment for each of the 5 shortlisted candidates and produced a detailed summary report and a verbal feedback session with the panel prior to final interviews commencing. The final Panel chaired by the commissioner concluded that 3 of the 5 were “above the line” as appointable with one being an outstanding appointed candidate. A successful outcome concluded in under 7 weeks from briefing to offer.
The Crown Prosecution Service
Client: The Crown Prosecution Service Role: Lead Non-Executive Board Member (NEBM)/Chair Client: The Crown Prosecution Service (CPS) is the principal public agency for conducting criminal prosecutions in England and Wales, with circa 7,000 employees across 14 main sites. The CPS is responsible for reviewing evidence from police, deciding whether to prosecute, and presenting cases in court. The CPS operates independently to ensure fair and impartial application of the law. The brief: The CPS sought to appoint a high calibre individual to serve as Lead NEBM/Chair of an organisation that sits at the heart of the Criminal Justice System. The role required an individual capable of chairing a high-profile board and providing support and advice to the Director of Public Prosecutions on non-legal casework decisions and operational business delivery matters. The Lead NEBM/Chair would need to possess a deep understanding of public sector governance, with the nuanced ability to strike the balance between independence with accountability. The process: Veredus took detailed briefings from CPS stakeholders, including the Director of Public Prosecutions, and members of the board and senior leadership team. We conducted a forensic market mapping exercise, exploring the boards of relevant public and private sectors organisations, with an eye to individuals capable of contributing effectively as Lead NEBM/Chair, as well as the achievement of a diverse, highly credible field. We approached over 180 individuals, which resulted in 38 applications. We collected Diversity Monitoring Data, and requested all candidates self-disclose any potential conflicts of interest at the point of application to mitigate the risk of misalignment as the process moved forward. Following the longlist meeting, eight individuals were selected for progression to preliminary interview with the Veredus Team. Preliminary interviews explored the extent to which candidates met the criteria, how they might add value as the Lead NEBM/Chair, and wider matters including conflicts of interest. The four shortlisted candidates were invited to attend informal one-to-one sessions with CPS stakeholders. Veredus undertook referencing and due diligence on shortlisted candidates. The results: The search concluded with the appointment of a highly experienced Chair, who brought a blend of relevant experience, including exposure to the Criminal Justice System, and a track record of effectively chairing a large, complex public body. The panel were impressed with the quality, and diversity of the shortlist, and were delighted with the appointment. Takeaways: • Inclusive, proactive executive search was critical in capturing candidates who were not actively considering new board appointments. It was also vital in offering genuine choice to the panel at the final interview stage. • A rigorous focus on due diligence, and the management of conflicts of interest, was a critical success factor in finding suitable candidates, who could complement the existing board, whilst providing additionality of skills and experience. • Sophisticated assessment techniques, and deep board recruitment expertise, also enabled Veredus to put forward candidates, who offered the right credentials from a range of different board backgrounds.