On Wednesday 13 May, Sanderson Government & Defence, alongside HR World, hosted a panel event at The Mayfair Townhouse, bringing together leaders from across government, defence and industry to explore a critical question:

How do organisations plan a workforce in an environment shaped by skills shortages, security clearance constraints and the rapid evolution of AI?

Key takeaways for anyone who missed the event

• The real challenge is not just a shortage of talent, but a shortage of adaptable capability in security-cleared environments.
• Too many organisations still compete for the same “finished product” candidates, rather than investing in people with transferable skills and long-term potential.
• AI should be used to enhance human capability, not simply reduce headcount.
• Workforce planning needs to shift from roles to skills, with more emphasis on development, mobility and adaptability.
• Human judgement, trust, creativity and mission understanding remain essential, especially in secure and highly regulated settings.

The panel

We were joined by an exceptional panel of speakers:

• Kate Spencer, Partner – Workforce Planning, PA Consulting
• Ben Gilbert, Data Ethics Lead – Cabinet Office & DSIT
• Lieutenant Colonel Philip Gill FCIPD, Workforce Planning – MOD
• Nick Walrond, Managing Director – Sanderson Government & Defence

Each brought a distinct perspective, spanning strategic workforce transformation, responsible AI, defence workforce planning and talent delivery in highly secure environments.

From talent shortages to adaptable capability

A clear tension emerged throughout the discussion. On one hand, organisations continue to report significant talent shortages, particularly in security-cleared environments. On the other, there are capable individuals actively seeking opportunities, including people whose skills are being overlooked or who are simply unaware of routes into the secure world.

If both of these realities exist at the same time, where is the disconnect?

Part of the challenge lies in how organisations define and access talent. In highly regulated environments, there is still a strong preference for the “finished product” — people with highly specific experience, existing clearance and the ability to contribute immediately. Inevitably, this creates intense competition for the same narrow talent pools, making the model increasingly difficult to sustain.

Other challenges remain too. Attracting younger talent into defence is still difficult, and many people leaving the armed forces are not fully aware of the value of their skills and clearances in the civilian market.

Encouragingly, there is growing recognition that a different approach is needed. More organisations are starting to focus on potential rather than perfection, recognising transferable skills and investing in capability through broader entry pathways and ongoing development.

This marks an important shift: away from asking, “How do we hire the finished product?” and towards a more strategic question — how do we build capability over time?

That brings us back to one of the most important questions raised during the panel:

“Is there really a war for talent, or is there a war for adaptable capability?”

AI and the workforce: opportunity or risk?

AI was, unsurprisingly, central to the discussion, but not in the way many might expect.

One of the evening’s standout points came from Philip Gill:

“The biggest workforce risk is not that AI reduces the need for people, but that organisations deploy AI too narrowly as a headcount reduction tool.”

That distinction matters. The discussion made clear that AI should be seen as:

• a productivity enabler
• a tool for reskilling and capability building
• a way to unlock capacity for higher-value work

There was also strong agreement that:

• AI should enhance human judgement, not replace it
• organisations must remain accountable for decisions, particularly in hiring and progression
• the long-term impact of AI on the workforce is still evolving and must be actively managed

In other words, the real opportunity is not to use AI as a shortcut to reduce people, but to use it intelligently to strengthen capability, improve decision-making and free up people to focus on work that matters most.

The human element: what AI can’t replace

One of the most valuable parts of the evening was the level of audience engagement. The conversation extended well beyond the panel itself, with questions and comments focusing on:

• the importance of employee experience when working alongside AI
• maintaining human interaction in recruitment processes
• the growing need for adaptability and outcomes-based thinking

It reinforced an important truth: talent is not just a job title or a list of technical skills. It is a combination of capability, behaviour and human perspective.

AI can support decision-making, but it cannot replicate:

• human judgement
• challenge and debate
• creativity and curiosity
• real connection

That matters in any organisation, but especially in security-cleared environments, where trust, judgement and mission understanding are critical.

Looking ahead: rethinking workforce planning in secure environments

The full impact of AI on workforce planning, particularly in security-cleared environments, is still unfolding. Its potential to drive efficiency and unlock capacity is clear, but its value will ultimately depend on how it is implemented.

In these environments, the constraint is not just skills; it is people who combine clearance with judgement, integrity, mission understanding and digital expertise.

The organisations most likely to succeed will be those that take a balanced approach: investing in people as well as technology, and focusing on long-term capability rather than short-term fixes.

While there was not enough time during the event to explore how organisations might implement these ideas in practice, we will be sharing a second blog with some suggested approaches.

If you have any additional takeaways or reflections from the event, please do share them with me so we can continue the conversation more widely.

Final reflections

Bringing together perspectives from across government, defence and industry highlighted both the complexity of the challenge and the shared determination to address it.

There is no single solution. But the discussion made one thing clear:

The future of workforce planning will be defined not by who can hire the fastest, but by who can adapt, build and evolve most effectively.

Career decisions carry weight in any sector, but in defence and national security there are added layers that can make those decisions harder to reverse.

They impact:

• Your clearance
• The projects you can actually access
• Your long-term trajectory
• And your overall financial package (not just base salary)

So, when a counter-offer lands from your current employer, it can feel like a compelling reason to stay.

Maybe your employer has realised you’re exploring new opportunities, or you’ve already handed your notice in. Either way, before making a decision, it’s worth pausing for a moment.

Why you should think twice before accepting

Having supported recruitment across defence, government and national security projects, I’ve seen how counter-offers play out firsthand, and they don’t always land the way people expect.

Let’s start with the appeal.

A counter-offer can feel like recognition. Suddenly, your value is being acknowledged, and improvements are being promised – whether that’s salary, project alignment, or progression.

And I get it, that’s hard to walk away from.

But the reality is often different.

Once you’re back in role, those promises don’t always materialise in full. And even if they do, the underlying reasons you started looking in the first place can still remain.

In defence and NS, the most common drivers for moving roles tend to be:

• Limited access to high-impact or interesting programmes
• Lack of progression or visibility of a long-term career path
• Compensation not reflecting market value or clearance level
• Constraints around clearance or project mobility
• Challenging programme environments or delivery culture
• Limited flexibility (location, on-site expectations, travel)
• Concerns around long-term stability linked to project funding

Aside from personal or relocation-driven reasons, most counter-offers attempt to address one or more of these points.

Here’s the reality: the number one reason people accept counter-offers is money.

And I get it, the UK economy isn’t exactly easy right now. Cost of living is high, inflation has had a real impact, and financial security matters. So, when a significant pay rise is on the table, it’s incredibly hard to walk away from that.

But this is where it’s important to take a step back and look beyond the immediate win.

Because in many cases, that pay rise can come with trade-offs that aren’t always obvious at first.

If your current employer matches or exceeds an external offer to retain you, there’s a strong chance you’ll be earning more than peers with similar experience. While that sounds like a positive, it can bring added pressure – higher expectations, greater scrutiny, and less room for error.

It can also impact your longer-term progression. If you’re already sitting at (or above) the top end of a salary band, future increases, promotions, or internal moves can become much harder to achieve… which can actually slow your career down rather than accelerate it.

And it raises an important question:

If these issues could have been addressed before, why weren’t they?

And why has it taken your resignation for that change to be offered?

What you should consider when offered a counter-offer

When considering a counter-offer in this space, there are a few things that are especially important to think through:

• Will anything actually change beyond salary?
  In defence, salary is only one piece of the puzzle. If your day-to-day work, programme exposure, or leadership environment stays the same, the long-term outcome likely will too.
• Are you being artificially repositioned in the market?
  Earning above your peer group can sound like a win, but it often comes with increased expectations and can limit future progression once you hit the top of a band.
• Is the offer realistically deliverable?
  This is particularly important in national security. Promises around moving onto different projects, gaining new clearances, or accessing more interesting work are often constrained by factors outside your employer’s control – such as client demand, clearance processes, or contractual limitations.
• Will your reputation be impacted?
  This is a is small and relationship-driven sector. Once you’ve made it known you’re looking externally, perceptions can shift – even subtly.
• Are you solving the root issue?
  If your reason for leaving was cultural, structural, or related to the nature of the work itself, a counter-offer is unlikely to fix that long term.
• Are you trading long-term growth for short-term comfort?
  Staying can feel like the safer option – especially when navigating clearance timelines or project continuity – but it can also delay the move you ultimately need to make for your career.

Before accepting a counter-offer, take a moment to revisit why you started exploring the market in the first place.

What were you hoping to change?
What does your long-term career in defence or national security actually look like?

One of the most common patterns I see is candidates accepting counter-offers, only to re-enter the market a few months later – often with fewer options than before.

That’s not to say counter-offers are always the wrong choice.

There are absolutely situations where staying is the right decision – particularly if the changes being offered are genuine, achievable, and aligned with what you want long term.

But it has to be a considered decision, not a reactive one.

Finally, one piece of advice that applies across the board: be honest.

If you’re unhappy in your current role, have the conversation early. In many cases, organisations are willing to support retention if they understand what matters to you.

And if they can’t provide what you need?

That’s usually a clear sign it’s time to move on – and find an environment that can.

If you’d like any advice, please feel free to reach out to me at [email protected]

Across government and regulated programmes in 2026, demand for SC‑cleared professionals shows no sign of slowing. Digital, data, cyber, engineering, delivery and change roles increasingly specify “active SC required” as a non‑negotiable, particularly for contract hires.

The intention is understandable: programmes are under pressure, onboarding time is critical, and nobody wants delivery blocked by vetting delays.

But an important question is emerging in the market:

Are organisations unnecessarily shrinking their talent pool by focusing only on candidates with currently active SC clearance? Let’s explore…

The Talent Bottleneck You May Have Created

Active SC clearance is finite. It expires, lapses between roles, and is largely controlled by employer sponsorship rather than the individual.

By insisting on already active SC, many hiring managers are competing for the same small subset of contractors. This has several consequences:

• Inflated day rates and reduced value for money
• Longer time to hire despite “strict” criteria
• Recycled talent rather than fresh perspectives
• Reduced diversity of experience and background

Meanwhile, a much larger population of candidates sits just outside your eligibility window.

The Overlooked Opportunity: Candidates With Lapsed SC

Candidates with previously held SC clearance, now lapsed, are often indistinguishable in capability from those who remain actively cleared:

• They have already passed full SC vetting once
• They understand government environments and compliance expectations
• They are familiar with secure delivery constraints
• They often have stronger commercial and programme experience than the typical “clearance‑first” contractor

In many cases, their clearance has lapsed simply because:

• They moved to a non‑cleared programme
• They took time out or changed sector
• Their sponsoring organisation changed

Not because of any suitability or risk issue.

Can You Sponsor Someone for SC on a Contract Role?

This is the question that usually stops the conversation.

Yes, in certain circumstances, contractors can be sponsored for SC clearance.

However, it requires the right operating model and mindset.

Sponsorship is typically more viable when:

• The contract is of sufficient length (6–12 months+)
• The role is genuinely hard to fill with active SC alone
• The candidate brings scarce or high‑value skills
• The programme has appropriate sponsorship routes in place

What matters most is clarity up front: timelines, risk appetite, and delivery sequencing.

Many organisations already accept onboarding delays for niche skills in other areas. SC sponsorship should be viewed through the same commercial lens.

The Cost of Waiting vs the Cost of Sponsoring

Hiring managers often assume sponsorship equals delay and risk. In reality, the comparison should be:

• Waiting months to secure the “perfect” active SC candidate at a premium rate
  vs
• Sponsoring a proven candidate and retaining control of the talent pipeline

Programmes that adopt this approach consistently report:

• Improved quality of hire
• Reduced churn
• Greater loyalty and continuity
• Stronger medium‑term delivery capability

Permanent Hiring Already Understands This, Contracting Often Doesn’t

Permanent recruitment accepted long ago that SC sponsorship is part of building capability.

Contract hiring has lagged behind, often defaulting to immediate readiness over long‑term value. In today’s market, that approach is becoming increasingly expensive and restrictive.

If your programme horizon extends beyond a few months, restricting yourself to “active SC only” may no longer be the most commercial decision.

Risk Management Still Matters

None of this suggests lowering standards.

Security vetting exists for good reason, and hiring managers must remain compliant. The shift is not about bypassing clearance, it’s about widening the pool responsibly by:

• Considering candidates with prior SC history
• Exploring sponsorship pathways where viable
• Making informed decisions rather than blanket exclusions

How Sanderson Can Help

A common challenge for hiring managers is understanding the true status of a candidate’s SC clearance, whether it’s active, transferable, or has recently lapsed.

With decades of experience supporting government and regulated programmes, Sanderson brings deep market knowledge and an unparalleled network of cleared and previously cleared professionals. We support hiring managers by:

• Using our industry experience to verify and sense‑check clearance status early in the process
• Providing clear insight into whether SC is active, recently lapsed, or likely to be transferable
• Advising on practical sponsorship options, timelines and feasibility based on real‑world delivery experience
• Reducing risk and uncertainty by applying informed judgement rather than relying solely on self‑reported information

This enables hiring managers to make confident, well‑informed decisions, balancing delivery urgency with long‑term capability and value.

Final Thought

In a market where demand outweighs supply, talent strategy matters.

Hiring managers who continue to chase only actively SC‑cleared candidates may unknowingly be:

• Slowing delivery
• Increasing costs
• Missing out on proven, experienced professionals

Those willing to consider candidates with lapsed SC, and to explore sponsorship pragmatically, are often the ones building stronger, more resilient teams.

If you want to talk candidly about clearance strategy, sponsorship options, or the reality of today’s SC talent market, I’m always happy to have that conversation.

Many of you will have noticed an increase in the contract and permanent roles I’ve shared in 2026. You may also have spotted a clear pattern: a growing number now require active SC Clearance before candidates can even be considered.

This article explains what SC Clearance is, why it’s increasingly in demand, and the smartest way to obtain it – particularly if contracting is your longer‑term goal.

What Is SC Clearance?

Security Check (SC) Clearance is a UK Government vetting level that allows individuals access to sensitive information, systems, or sites. It sits below Developed Vetting (DV) but above standard background checks, making it one of the most commonly required clearances across government programmes.

SC Clearance is widely required across roles including digital, IT, data, cybersecurity, engineering, UCD, and delivery, especially where work touches critical services or national infrastructure.

Why Is SC Clearance So In Demand?

Demand for SC‑cleared professionals in 2026 continues to rise, driven by:

• Increased government investment in defence and national infrastructure
• Large‑scale public‑sector digital transformation programmes
• A growing focus on cybersecurity, data, and resilience

For contractors, this presents a challenge. Most clients want people who can start immediately, which means many roles now require active SC Clearance rather than being willing to sponsor it.

Why Permanent Roles Are the Smartest Route

One key thing to understand: you cannot apply for SC Clearance yourself. Clearance must always be sponsored by an employer.

In practice, this makes permanent roles the most reliable and realistic route to getting cleared. Permanent employers are far more willing to:

• Sponsor SC Clearance
• Absorb the cost and time involved in vetting
• Take a long‑term view when hiring

Importantly, you’re also paid while the clearance process is underway, gaining relevant experience rather than waiting on the sidelines.

A Critical Point: Ideally Stay at Least 3 Years

This is a crucial point that’s often overlooked.

If you take a permanent role specifically to obtain SC Clearance, you should ideally plan to stay in that role for at least three years.

This approach:

• Looks significantly stronger on your CV
• Allows you to build real domain knowledge in government and complex delivery environments
• Demonstrates commitment, not “clearance chasing”
• Positions you for better contract opportunities and stronger day rates later

Clearance alone opens doors – but it’s experience combined with clearance that really drives demand.

Key Requirements (High Level)

While details vary, SC Clearance typically requires:

• British citizenship (in most cases)
• At least 5 years UK residency
• Identity, employment, criminal, and financial checks
• Completion of detailed security questionnaires

Can SC Clearance Be Transferred?

Yes. SC Clearance is generally transferable between employers while active (usually valid for up to 5 years).

This is where the longer‑term strategy pays off: obtain clearance in a permanent role, build solid experience over time, and then move into contracting with both credibility and clearance.

Final Thoughts

SC Clearance remains a gateway to some of the most secure, interesting, and well‑paid roles in the UK market. While contracting is often the end goal, permanent roles are very often the smartest way to get there.

If you’re prepared to commit ideally at least three years, build genuine domain expertise, and take a long‑term view, you’ll be in a much stronger position when you do move into the contract market.

And yes — I’m recruiting 😊If you want to talk through strategy, timing, or current opportunities, feel free to get in touch.

The demand for DV cleared software engineers continues to exceed supply, making it essential for organisations to understand what these professionals value when considering a new opportunity. Based on ongoing conversations within this specialist talent market, several themes consistently stand out:

Appropriate Financial Recognition

Salary remains an important consideration for DV‑cleared software engineers. Organisations that offer remuneration aligned with current market conditions are better positioned to attract and retain experienced talent.

Current salary ranges within the market typically include:

• Mid‑level engineers: £50,000–£70,000
• Senior engineers: £70,000–£85,000
• Principal/Lead engineers: £85,000–£100,000
• Bonuses: commonly range from £5,000–£15,000, depending on role and organisation.

These figures vary by project demand, technical expertise and organisational structure, but providing transparent salary bands helps set clear expectations from the outset.

Clear Progression Opportunities

Candidates increasingly want clarity on how their careers could evolve within an organisation. Providing a well‑defined structure for progression covering responsibilities, job titles, and associated remuneration helps prospective employees understand the long‑term value of joining your team.

A transparent progression framework might include:

• A clear five‑year career pathway, outlining typical timelines for advancement and the criteria used to assess readiness for each step.
• Defined competency expectations for each level, giving candidates a realistic understanding of the skills, behaviours and technical capabilities required to progress.
• Examples of how responsibilities evolve over time, such as leading project workstreams, mentoring colleagues, or contributing to technical decision‑making.
• Details of the support available, including training budgets, professional certification opportunities, mentorship schemes and time allocated for personal development.
• Indicative remuneration changes linked to progression, demonstrating how increased responsibility aligns with increased compensation, even if exact figures cannot be shared.

Importantly, any progression pathway presented during the hiring process must be realistic and deliverable from day one. Organisations that clearly articulate their development framework, and then follow through, build trust early and create a compelling proposition for candidates considering their next move.

Culture and Benefits

While secure environments often require full‑time on‑site presence, some flexibility is still possible. Organisations may consider alternative working patterns, such as compressed hours or varied start and finish times that could offer meaningful support without compromising operational requirements. Equally important is the broader work culture, candidates value an environment where teams collaborate effectively, communication is open and respectful, and leaders are visible and supportive.

One of the key advantages of working within National Security is the opportunity to contribute to meaningful, purpose‑driven work that supports both the aims of the business and the wider mission of protecting the country. Although the sensitive nature of many projects limits the level of detail that can be shared during the recruitment process, candidates value any high‑level insight into the type of challenges they may be involved in solving. Providing opportunities for candidates to speak with current team members can further strengthen this understanding, offering reassurance and an insight into the exciting projects they will be working on.

If your organisation is looking to improve its attraction strategy for DV‑cleared talent, we would be pleased to discuss how you can strengthen your approach within this competitive market, so please do get in touch.

Sanderson Government & Defence were proud to host and sponsor How to Turbo‑Charge Your Social Value, a breakfast seminar focused on one of the most important challenges and opportunities facing the UK Public Sector and Defence today: how to create meaningful, measurable social value while delivering strong commercial outcomes.

With a particular emphasis on opening pathways into public sector and defence careers for individuals from underrepresented groups, the session brought together social value experts, delivery partners and clients to share practical insight, lived experience and real‑world examples of what good looks like in practice.

A market ready for action

The level of engagement throughout the morning spoke volumes. A diverse and highly engaged audience reflected the growing urgency across the market for solutions that align inclusive hiring with organisational performance.

As one of our speakers from Bridge of Hope noted:

“The energy in the room was palpable, with lively discussion, authentic lived experiences being shared and genuine curiosity throughout. Attendees agreed that now, more than ever, inclusive hiring is business‑critical, not just a box‑ticking exercise.”

The conversation made it clear that organisations are no longer asking whether social value matters — but how to embed it in a way that is credible, sustainable and impactful.

From policy to practice

A central theme of the session was moving from policy intent to practical delivery.

Experts from The Social Value Portal provided insight into how the evolving regulatory landscape, including the Procurement Act, is shaping expectations for suppliers to the public sector. Crucially, the focus was on how organisations can move beyond compliance and use social value as a strategic differentiator.

Attendees explored practical approaches to:

• Translating procurement requirements into meaningful action
• Embedding measurable social value outcomes into bids and delivery models
• Demonstrating impact in a way that resonates with contracting authorities

The message was clear: organisations that understand and operationalise social value effectively will be better positioned to compete and win.

Lived experience and alternative pathways

Bridge of Hope brought an essential perspective to the discussion, grounding social value in lived experience and real outcomes. Their contribution highlighted the importance of alternative pathways into employment, predictors of success beyond traditional CVs, and the role employers can play in addressing structural barriers to opportunity.

By focusing on potential, capability and long‑term support — rather than narrow definitions of “fit” — organisations can unlock talent that is too often overlooked, while delivering meaningful social impact.

Neuroinclusion in focus: learning from Auticon

A particularly powerful and thought‑provoking part of the morning came from Auticon, leaders in neuroinclusive employment.

Auticon employs consultants with an autism diagnosis, supporting them into high‑value roles across complex and demanding environments. Their presentation challenged outdated assumptions about both talent and productivity, demonstrating that neuroinclusive workplaces are not only fairer — they are demonstrably smarter.

Through lived experience, evidence and client outcomes, Auticon showed how intentionally designed roles, environments and support structures enable neurodivergent talent to thrive. The benefits for organisations include:

• Enhanced analytical thinking and problem‑solving
• Greater innovation through diverse cognitive approaches
• Strong performance in detail‑driven, mission‑critical work

Importantly, the discussion reframed neuroinclusion away from accommodation alone and towards strategic workforce design. Moving beyond traditional assessment and recruitment methods allows organisations to unlock strengths that standard processes often miss.

The message resonated strongly across the room: neuroinclusive hiring is not philanthropy — it is a practical, outcomes‑driven approach that delivers commercial value while creating sustainable career opportunities.

The client lens: insight from IBM

The session was rounded out with a client perspective from IBM, offering candid insight into what embedding social value looks like in practice at scale.

Their contribution reinforced that inclusive hiring and delivery models require intentional design, strong partnerships and a willingness to challenge legacy approaches. IBM’s experience demonstrated that organisations who commit to this journey see tangible benefits in innovation, resilience and long‑term sustainability.

Hearing directly from a client navigating these challenges provided invaluable context for attendees looking to turn ambition into action.

Practical takeaways that matter

Participants left the session with:

• Clearer frameworks for measuring and evidencing social value
• New ways to assess talent beyond traditional CVs
• Insight into building inclusive, resilient supply chains
• Confidence that commercial success and social outcomes can — and should — coexist

As one speaker summarised:

“The stories and practical advice made it clear: combining commercial priorities with social outcomes is not only possible, but essential to long‑term business success.”

Continuing the conversation

For Sanderson Government & Defence, hosting How to Turbo‑Charge Your Social Value reinforced our commitment to connecting clients with diverse talent, supporting inclusive delivery models, and enabling social value that is real, measurable and lasting.

A heartfelt thank you to everyone who joined us, shared their experiences and contributed to such an open and constructive discussion.

Together, we’re turbo‑charging both commercial success and social value.

If you’d like to continue the conversation or explore how social value, inclusive hiring or neuroinclusion can be embedded into your organisation, we’d love to hear from you.

The teams at Sanderson Government & Defence and Fujitsu Defence & National Security are excited to share our podcast, Levelling the Playing Field: Gender Equity in Fujitsu Defence, which has come through joint commitment in fostering diversity in the Defence sectors.

The defence sector remains a male-dominated environment, with women representing just 11.9% of Regular Forces personnel and 15.9% of the Future Reserves. Among new recruits across both regular and reserve forces, only 11.4% are women. The implication of this is far reaching and multi-faceted: it reinforces the perception that defence is not an accessible or welcoming career path for women, and in doing so, can deter female talent from roles in sector and subsequently deprive the sector of diverse perspectives.

In this podcast you will hear the following:

• Real world, candid and inspiring testimony from Anna, Claire and Sarah – senior stakeholders in the defence sector. They provide insight on how they have got their roles in defence, overcome obstacles, and the support received from Fujitsu.
• Paul Creeley provides an insight into his background in the defence sector, how the experience differed but also the commonalities to his counterparts. Paul talks through the ways in which Fujitsu have supported his commitment to promoting, supporting and fostering male allyship in Fujitsu.
• Jess Hartley goes into details on the various programmes undertaken at Fujitsu to drive diverse recruitment, giving a view into real opportunities and training programmes.
• Candidate Q&A – the team at Fujitsu answer your questions in a Q&A segment.

Tune in!

This podcast has been designed to be broad, they are interesting anecdotes and use cases for those already in sector and who are passionate about increasing diversity in sector, as well as those in different sectors who are keen to see what the defence sector has to offer!

Actions/Follow ups

• This will be followed by a five-part series where we zoom in on specific areas within the podcast and explore more
• The Fujitsu team have kindly offered to engage and answer more of your questions – please reach out to @Mollie Hatton, @Adam Seddaoui and @Georgia West to learn more!

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The 2025 Strategic Defence Review has made one thing clear: Procurement must evolve, FAST.

With the UK Defence sector shifting to warfighting readiness, the government is calling for radical procurement reform, a whole-of-society approach, and a new partnership with industry. The message? Speed, agility, and innovation are no longer optional, they’re mission critical.

At Sanderson Government & Defence, we’re already there.

We’re not just a supplier; we’re a disruptive force.

We reverse-engineer challenges, deploy consultancy teams at pace, and bring commercial sharpness to every engagement. Whether it’s scaling capability, navigating the new Procurement Act, or embedding agile teams, we deliver results, not red tape.

With £400 million allocated to the Defence Innovation Fund and a clear mandate to back UK businesses, now is the time to act. Let’s get the right people in place, on the ground, in the fight, and ahead of the curve.

In previous times slow moving, safety first, bureaucratic procurement was fit for purpose and supported government policy.  The world has changed.  Policy has changed. The safety-first old ways of doing it are no longer fit for purpose.  We need to focus on the outcomes – what suppliers can do for you and how innovatively – not how long have they been doing the same thing for.

Innovation means new approaches from new people.

Let’s make procurement a strategic advantage.

Talk to our team today!

The UK is facing a significant digital skills gap, with implications for economic competitiveness and national security. This gap is particularly acute in sectors requiring high levels of security clearance, such as Government & Defence.

However, could a ‘Skills First’ agenda offer a new approach to workforce development, by focusing on aptitude and potential rather than traditional credentials?

In this blog I explore why the digital skills shortage is a concern, the particular challenges faced by UK government, as well as why a ‘Skills First’ agenda can help.

The Digital Skills Challenge in the UK

The UK is facing a growing digital skills crisis that extends beyond economic productivity, it’s becoming a matter of national security. As digital transformation accelerates, the shortage of skilled professionals in data, cybersecurity, software engineering, and AI is leaving critical industries like Defence vulnerable.

The Strategic Defence Review (SDR) outlines a vision for a digitally enabled force, but without the talent to support it, this vision is at risk. The UK lags behind global leaders in STEM education, and the requirement for UK nationals with security clearance further narrows the talent pool. The clearance process itself, taking up to 52 weeks, creates a bottleneck that reduces agility and responsiveness.

This deficit impacts operational effectiveness. Projects stall, legacy systems persist, and innovation is stifled. The Defence sector struggles to compete with Big Tech for talent, and without a coordinated national strategy, the gap will only widen.

To address this, I believe that digital skills must be treated as critical infrastructure. Investment in education, training, and inclusive hiring practices is essential to reduce the impact on our national security.

What is the ‘Skills First’ Agenda and Why It Matters

The “Skills First” agenda is a transformative approach to workforce development that prioritises capability over credentials. Instead of focusing solely on degrees or past job titles, it emphasises what individuals can do, their aptitude, potential, and transferable skills.

This model is particularly relevant in sectors like Defence and Government, where traditional hiring practices often exclude capable candidates. The “recruit, train, deploy” model and “skills accelerators” offer scalable solutions. They identify talent from diverse backgrounds, provide targeted training, and deploy individuals into roles where they can make an immediate impact. This is a topic I’ve recently discussed on a podcast with WYWM, you can check this out here!

By adopting a skills-first mindset, organisations can tap into underutilised talent pools, including career changers, veterans, and individuals from underrepresented communities. It also supports agility, enabling faster onboarding and adaptability in rapidly evolving digital environments.

The UK has an opportunity to lead in this space. By embedding skills-first principles into procurement, education, and workforce planning, we can build a more inclusive, resilient, and future-ready digital workforce.

SMEs vs. Primes – Who Can Solve the Skills Crisis in Defence?

Both large firms (primes) and small-to-medium enterprises (SMEs) play critical roles in Defence, but they face different challenges when it comes to digital skills.

Primes have the scale, frameworks, and bid teams to win contracts, but they struggle with agility. They can’t afford large benches of unassigned staff, often rely on offshore delivery, and face challenges in rapidly reallocating skilled workers.

SMEs, on the other hand, are nimble and often possess deep technical expertise. But they lack the scale and financial resilience to navigate long procurement cycles. They’re frequently dependent on primes for access to contracts and struggle to invest in skills development at scale.

I believe the solution lies in collaboration. By fostering ecosystems that combine the strengths of both, and by reforming procurement to support innovation and inclusion, the Defence sector can build a more resilient and capable digital workforce.

Skills development must be a shared responsibility, embedded in contracts and supported by government policy.

Making Defence Tech Cool – Attracting the Next Generation

Defence faces unique challenges: long procurement cycles, legacy systems, and an ageing workforce. The Strategic Defence Review outlines ambitious digital goals, but without the right talent, these are at risk. The sector must address cultural and structural barriers to attract and retain digital professionals.

To compete with Big Tech for digital talent, the Defence sector must transform its image. While Defence offers purpose-driven work and cutting-edge technology, it often fails to communicate this effectively to younger generations.

Branding matters. Big Tech is seen as innovative, flexible, and exciting. Defence must adopt similar messaging, highlighting its mission, impact, and opportunities for growth. Outreach programs targeting schools, universities, and underrepresented communities are essential.

Initiatives like STEM engagement, early careers programs, and partnerships with tech hubs can help build awareness and interest. Showcasing real-world applications of Defence tech like AI, cyber, autonomous systems, can inspire the next generation.

Making Defence tech “cool” isn’t about gimmicks. It’s about telling a compelling story, creating inclusive pathways, and offering meaningful careers.

Central Government and the Skills First Opportunity

But the digital skills challenge isn’t limited to Defence. Central Government departments face similar issues like rigid hiring practices, pay disparities, and a lack of digital fluency.

The civil service often struggles to compete with the private sector for talent. Roles are narrowly defined, and hiring processes are slow. This limits the ability to respond to emerging challenges and deliver digital transformation.

A “Skills First” approach can help here as well. By focusing on aptitude and potential, government departments can access a broader talent pool. Training programs, secondments, and cross-sector partnerships can accelerate capability building.

The Government Digital Service (GDS) has made progress, but I think more is needed. A unified strategy that aligns Defence and Civil Service efforts can create shared talent pipelines and improve interoperability.

Digital transformation in government isn’t just about technology, it’s about people. Embracing skills-first principles is key to building a modern, responsive, and inclusive public sector.

Conclusion

The digital skills crisis really is a strategic risk for the UK. To address this crisis the UK Government & Defence sector needs a coordinated, long-term strategy with collaboration between government, industry, and education.

But by adopting a ‘Skills First’ approach and investing in inclusive, long-term solutions, I believe the UK can build a resilient digital workforce capable of leading our industry through this transformation and that supports both national security and the public service.

The time to act is now.

Would you like to discuss this more? I’m always keen to chat with anyone who has queries on the digital skills gap or how they can ensure their organisation can use talent to remain resilient against these challenges. So please do reach out on [email protected]

Sanderson Government & Defence‘s Managing Director Nick Walrond recently had the pleasure of joining WithYouWithMe on a podcast exploring why in today’s fast-moving economy, it’s not who has the biggest brand or the deepest pockets that wins — it’s who can mobilise the right skills, at the right time, to drive real outcomes – and how a skills-based RTD (Recruit Train Deploy) Model can help make this happen.

Nick chats about how in the government and defence sector specifically, a technical skills accelerator is vital to help organisations build their capability faster, increase speed to proficiency, and de-risk workforce decisions.

When needing a security clearance significantly reduces the availability of skilled talent, government clients can benefit from the principals of an RTD model by accessing talent that has the technical understanding required, but also with the potential to accelerate this – unlocking hidden potential to help them reach their goals.

Nick also dives into why looking at skills-based hiring over qualifications and experience can create a powerful advantage for businesses, and even help to remove unconscious bias from their recruitment processes. A subject that’s particularly important as we need to find a way to engage with people of all ages and at all differing stages of careers as our working population ages and so getting more people into organisations to build capability faster should be celebrated.

If you’re looking to future-proof your team then have a listen to the full podcast via the link below and make skills your greatest competitive edge!

https://open.spotify.com/episode/5gDxTuTJ5fG7oqQXEifS14