Breaking In Without Breaking Down:
How Industry Newcomers Can Build Credibility in the Defence Sector
The defence industry is one of the most sceptical, mission-critical markets in the world for good reasons.
Over the last few years, it’s also increasingly open to new entrants, especially those with fresh ideas, cutting-edge technology, and bold ambition. But innovation alone won’t get you through the door.
If you don’t have a military or traditional defence background, stepping into this space can feel like walking into the RSMs’ Mess wearing flip-flops and sweaty phys rig. The unspoken rules are real, and credibility isn’t something you’re given, it’s earned, often slowly, and always under scrutiny.
Whether you’re building a dual-use product or trying to win your first defence contract, here are some ways to avoid the common traps and build real trust in the defence ecosystem.
1. Speak the Language of Outcomes, Not Just Features
Defence buyers are not impressed by buzzwords or vague promises. They want clarity. What does your product do, and how does it solve a real operational problem?
Avoid the jargon overload and get straight to outcomes. If your system improves situational awareness, enables faster decision-making, or reduces the cognitive load on a dismounted soldier, say that. The tech specs can follow on after.
This is especially important when dealing with end-users in uniform. They’re not wowed by a sleek deck or a cool demo, they’re asking one thing: “Will this make my job easier, safer, or more effective?”
2. Ground Truth Your Product with Veterans
There’s no faster way to cut through waffle than by involving veterans early. Not only can they validate your solution from a user perspective, they’ll also challenge any assumptions or unrealistic use cases before you take them to market.
Veterans can help translate your vision into language that resonates with both operators and programme managers. And crucially, they’ll help you avoid the trap of designing for a scenario that doesn’t exist.
In defence, “looks great on paper” often means “would never work in the field.” Having someone with boots-on-the-ground insight can be the difference between being taken seriously and being dismissed.
3. Don’t Just Say You Support the Military, Show It!
In this industry, values matter. Service, sacrifice, and integrity aren’t just words on a slide, they’re part of the culture.
If you're building a brand for the defence sector, show you understand that. Contribute to veteran charities. Offer pathways for service leavers into your company. Align your hiring, leadership, and communication with the mindset of long-term commitment, not short-term gain.
Defence isn’t just another vertical. It’s a community. If you want to be trusted within it, act accordingly.
4. Mind the Optics Around Exits and Acquisitions
Here’s one a lot of start-ups get wrong: don’t talk too about your “exit strategy.”
In many tech sectors, rapid exits are celebrated. In defence, it raises eyebrows. If your buyer thinks you're only here to flip the business in 18 months, they’ll assume your product won’t be around long enough to support a five-year capability pipeline.
Focus on long-term impact, reliability, and readiness. Defence customers want partners, not tourists.
5. Know That Credibility Takes Time, and Earn It Daily
You won’t get handed respect because you’re clever or well-funded. You’ll earn it through consistency, humility, and a willingness to listen.
Turn up at the right events, ask good questions, and build genuine relationships. The more you learn the rhythms, requirements, and expectations of this sector, the more you’ll earn a place at the table, not as a novelty, but as a trusted contributor.
Final Thoughts
Breaking into the defence market is hard. But if you come in with the right mindset, mission-focused, outcomes-led, and grounded in real-world insight, you won’t just break in. You’ll be welcomed in.
And if you get it right, you might even find that this fiercely critical sector becomes your most loyal advocate.
