Reflections on DPRTE 2026 and the opportunity for UK Defence

My reflections from DPRTE 2026 capture a defence sector that is energised by opportunity and increasingly aligned behind common goals, while navigating a period of uncertainty as strategic intent transitions into delivery.

Across the event, the prevailing sentiment was positive. Defence has firmly re‑entered the national spotlight, with broad consensus that sustained investment is essential to national security, economic resilience and long‑term capability. For the first time in a generation, defence is widely recognised not just as a strategic necessity, but as a catalyst for UK growth, infrastructure renewal and regional opportunity. That recognition has created real momentum across industry.

Importantly, this momentum is already translating into action. Businesses across the supply chain are recruiting, investing in sector capability and preparing themselves for future programmes. The Strategic Defence Review has provided an important framework and sense of direction, and we are seeing encouraging progress through deeper engagement between government and industry.

At the same time, the industry is operating in a transitional phase. Many organisations are positioning themselves in anticipation of the Defence Investment Plan (DIP), which will provide the clarity needed to move confidently from preparation into delivery. The DIP was expected in late 2025 and is keenly awaited. The industry is alive to the real cash-flow pressures that any long-term delay creates, particularly for SMEs in the supply chain. But that delay has not caused a loss of momentum. Contract awards have continued at pace, more than £4.9bn signed this financial year, and 94% going to British companies, as the Minister for Defence Readiness and Industry confirmed at DPRTE. The underlying commitment is real, and the direction is clear.

There is also a wider market consideration. Defence investment will sit alongside major national programmes in healthcare, education, justice and major infrastructure, all drawing on the same skills, supply chains and specialist capability. Continued coordination, early visibility and close collaboration between government and industry will be vital to ensuring the market is able to respond and invest, and avoid capacity and capability bottlenecks, as multiple programmes progress in parallel.

The DPRTE panel session I hosted, focused on making defence an engine for UK growth, shifting the conversation towards long‑term impact. There was clear alignment across Tier 1s, Tier 2s, SMEs and regional defence clusters that investment can drive jobs, skills, apprenticeships and sustainable economic growth. Just as importantly, it presents a significant opportunity to deliver lasting social value - particularly for armed forces communities, but also for the wider regions that support defence activity.

I have spent my career being optimistic about this sector, and I remain so today. This is a once‑in‑a‑generation opportunity for government and industry to work together, supported by deeper collaboration between industry partners. Setting aside competitive tendencies and aligning around shared objectives will enable the delivery of defence infrastructure at pace and scale, along with improved livelihoods, stronger communities, and enhanced national resilience. The ambition is clear. What we need now is the clear direction to enable this collective action and turn intent into delivery.