Guidance

Govbridge Defence Boot Camp Day 1

Published 30 September 2025

1. Briefing Summary

This document summarizes the key content from the GovBridge Defence Boot Camp Day 1 presentation. It is structured to provide a clear and informative resource for stakeholders engaging with UK Ministry of Defence (MoD) procurement, innovation, and strategy.

2. Topics Covered

• Space-related capabilities

• Strategic defence priorities

• Engagement mechanisms for SMEs

• UK Space Command initiatives

• MOD procurement structures

• National Security Strategic Investment Fund (NSSIF).

3. Unlocking Space for Dual Use

3.1 Programme Summary

Programme Structure

Phase 1 – Scoping Exercise​:

• Barriers Scoping exercise (RFI)​

• Capabilities Mapping exercise​

• Designing the Interventions​

Phase 2 – Intervention Delivery​:

• Delivering the Interventions​

• International Comparison exercise​

• Leading engagement with the Defence community

Programme Roles

• One stop shop for information​

• Strategic alignment​

• Funding support & Investment streams

3.2 Barriers identified through the RFI

1 Unclear end-customer needs

2 Complicated procurement processes

3​ Restrictive procurement conditions

4​ Limited funding for early-stage tech

5​ Lack of routes to market

6​ Lack of clear Dual Use Funding Routes

7​ Divergent requirements

8​ Complex Dual Use landscape

9​ Investment clarity in the the UK Space Agency

10​ Clearance and classification

11​ Defence Engagement & Collaboration

12​ Lack of communication across HMG

13​ Reduced human resources in the UK Space Agency

14​ Lack of interest from academia and start-ups

15​ Export Controls & Regulations

16​ Lack of access for SMEs

17​ Funding and Investment availability

18​ Limited access to facilities and infrastructure

19​ Intellectual Property (IP) management

20 Technology adoption and adaptation

21​ Perception of the Defence sector

22​ Information access, awareness, and availability

23​ Skills availability across sectors

24​ Collaboration across the Space Sector

3.3 Capabilities Mapping

The Capabilities Mapping exercise was conducted to identify and assess the join civilian and defence capability needs in order to deliver a clear demand signal for the UK space sector.

• Civilian​

 IOSAM​

• Defence​

SC​

C2​

ISR​

• Dual Use/Both​

SATCOM​

SDA​

PNT​

Space Data

3.4 Potential Interventions

• One stop shop for information​

• GovBridge Dual Use module​

• UK Space Agency – MoD funding coordination​

• UK Space Agency - MoD new funding partnerships​

• Delivering through others​

• Clearance & Classification support​

• Funding opportunities​

• UK Space Agency – MoD strategic coordination​

• Export Control & Regulations support​

• Access to Facilities support

4. GovBridge Induction

4.1 Programme Outcomes

• Knowledge and confidence

• Business Development Plan

• Connect with experts & peers

4.2 Individual Outcomes

• Prepare your business

• Create a strategy

• Execute on that strategy!

5. Space Command - UK Defence & Security Priorities &Key Challenges

5.1 X Govt Governance

1. Ministerial Space Sector Council

2. National Space Board

   a) Co-Chair: MoD & DSIT

   b) Partners Across Government

1. MOD/DSIT Joint NSS Implementation Team

   a) MoD Space Policy: UK Space Command

   b) DSIT Space Directorate: UK Space Agency

5.2 3 Big Ideas

SPACE MISSION NETWORK

• INTEGRATE & ASSURE

• PROTECT & DEFEND

• RESILIENT & PERSISTENT

CONTROL OF THE SPACE DOMAIN

• EFFECTORS

• C2

• INTEGRATE & ASSURE

• PROTECT & DEFEND

• RESILIENT & PERSISTENT

• SDA

DECISION ADVANTAGE

• INTEGRATE & ASSURE

• Data links

• SATCOM

GLOBAL SENSE & STRIKE

• RESILIENT & PERSISTENT

• SBISR

• IAMD

• GNSS

5.3 Capability Development and Delivery

Programme ISTARI

Space Segment:

• JUNO (EO)

• TITANIA (FSOC)

• TYCHE (EO)

• OBERON (SAR)

Ground Segment:

• HERMES

• PRIMUS

• MINERVA

• PUCK

Programme ASTERIA

Project PANOPTES (Sensors and Data)

• Sensor/Date project to feed project BOREALIS

• System of systems approach to SDA to support space object detection and characterisation

Project BOREALIS (Software)

Delivering a national civil-military hub to understand the space domain, conduct space operations and support timely decision making.

• Heart of National Space Operations Centre (NSpOC) Command and Control (C2) System

• Integration of disparate systems

5.4 Deep Space Advanced Radar Capability (DARC)

• Trilateral programme (US lead)

• Tracks satellite & objects out to and in GEO

• 3 global sites

US

UK

Australia

• MOU announced Dec 23

• Environmental and Planning Permission work ongoing to enable final UK site selection

• Nominal UK build start NET Oct 24

5.5 Space Control

• UK Space Command Mission ‘to protect and defend UK and Allies interests’

• Understanding current reliance and vulnerability

• Future space system design considerations for space mission assurance

• Threat and hazards

• Optimise Space Domain Awareness to support

• Understand the policy appetite

• Consider previous work and new areas for S&T consideration

5.6 SkyNet: Strategic Satellite Communication (SATCOM)

• Mil hardened SATCOM to Defence, OGDs and allies

• Provision

From 2003 to 2022 Airbus PFI

Skynet system reverted to MOD ownership Aug 22

Babcock 1 Mar 24

• Procurement

UK Strategic Command

Transfer to UK Space Command no earlier than 1 Apr 25

• Spacecraft Protect & Defend responsibilities with UK Space Command

Link

Ground Segment

5.7 SKYNET & PNT

SKYNET

• Next Generation Maritime Terminals

• Next Generation Land Terminals

• Ka Satellite and Ground systems

• Narrowband Satellite System

• Wideband Satellite System

• SATCOM Private Sector Support

• SKYNET 6A Build

PNT

Current Activities

• DE&S

• PNT Programme Office

• Dstl

• Future Sensing and PNT

• Quantum

• BRIGHT CORVUS

• DSIT

• Engagement with x-HMG National PNT Office

• NATO

• International Links (NATO, US, Allies, FVEY NAVWAR)

Programmes of Record

• Robust Global Navigation System (RGNS)

• Alternative Navigation (Alt Nav)

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5.8 Space 2030 … a meaningful global leader in space

• National Space Ops Centre, fused data, heart of MDI

• “A meaningful, Global, Space player”

• National coherence & resilience

• Multi-role, multi-spectral ISR LEO

• Space Control

• Enhanced Space Domain Awareness

• R&D, tech-led, agile, rapid, acquisition

• Global space-based comms

6. The National Security Strategic Investment Fund

6.1 Our Mission

To deliver standout capability to the National Security and Defence Community.

6.2 Our levers

Insight into advanced technology companies and their markets to inform technology decision making.

Contract for Work Programmes between companies and HMG teams to co-develop products that accelerate NS&D capability.

Invest in leading venture funds, or directly in individual businesses, where there is strong strategic alignment.

6.3 Our themes

Space, Satellites, Future Comms

AI, Data, Automation & Robotics

Quantum Tech, Advanced Compute & Semiconductors

Emergent Tech

6.4 As well as 12 areas of interest:

• Data analytics and A.I.

Technologies and tools for interactive data transformation and exploitation, and to enable analysts to work more efficiently.

• Audio and visual processing

Technologies that allow audio and visual data to be captured, recorded and analysed.

• IOT and the evolving environment

Technologies that help understand the local environment or delivera step change in infrastructure.

• Sensors, novel materials and power sources

Technologies and novel manufacturing to enable operations.

• Commercial space, platforms and robotics

Low cost of deployment technologies for transporting sensor payloads into challenging environments.

• Quantum technologies

Novel technologies and techniques, viable in commercially exploitable timescales.

• Computational behavioural analysis

Technologies that automate processes for measuring and inferring human behaviour at scale.

• Cyber security

Technologies to enhance and defend digital networks.

• Identity technologies

Technologies that highlight or obscure identifying information about individuals and groups.

• Financial technologies

Technologies that enable financial information to be tracked.

• Biological and medical technologies

Technologies and techniques with national security implications, including to detect, manage, and mitigate biosecurity risks.

• Novel data transport

Technologies to move data securely and without detection between geographical locations.

6.5 Our Innovation Cycle

A value-adding cycle of requirement setting, investment, testing, enhancement, and delivery.

1.  The innovation cycle begins with government customers sharing their challenge with NSSIF and shaping our portfolio.

1. NSSIF proposes solutions from the portfolio of invested companies.

2. We design a work programme* to test, develop and adapt the solution to meet the NS challenge, for maximum impact.

3. If the pilot succeeds depts have the option to buy, integrate, and use the solution.

Work Programmes are paid for and can be carried out by NSSIF. We use them to trial and adapt new technologies for NS&D customers.

6.6 Our team

• Investment partners

Invest directly in companies, often taking Board Observer roles

Build partnerships with trusted fund managers

• Technology partners

Communicate national security and defence challenges to private companies

Pilot and assess new technologies and adapt them to national security and defence needs

• Government partners

Mission and Theme Partners collate NS&D requirements to inform NSSIF activity

Support the adoption of new technologies into Government departments.

6.7 How we invest

• Investing in leading venture capital funds

We invest via a select group of leading venture funds into a wide range of dual-use technology with potential National security and defence applications.

• Direct investment

We invest directly in individual businesses.

• Strategic Partnership

We sponsor the In-Q-Tel International Programme alongside the US and Australian Governments.

7. SME Tookit for MoD Engagement

7.1 Learning Points

• Key challenges - Awareness​

• Benefits for engagement - Why​

• Engagement methodology - How​

• Enterprise structure - Fabric​

• Engagement approach – Ways of working​

• Overview – Critical success factors​

• Case Study: Project ‘Zeus’ A working example of success​

• Trade bodies – Who and their value​

• Funding Routes – What and where they are​

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7.2 MOD Engagement Challenges

• There is no cold calling in Defence

• Cannot advertise

• Judged on knowledge of the environment

• Takes 10,000 hours (250 working weeks) to get good at something

• Primes hold a lot of the cards if you let them

• Constant churn of seniors

• It has a unique set of language and behaviours

• There is no ‘Yellow Pages’ for contacts

7.3 Engagement Benefits for Defence

• Maze of accreditations and prerequisites increases the cost of doing business

• Confusion caused by multiple points of entry puts them off

• Hard to understand language (402 pages of acronyms)

• Time taken for contact to contract can cause fatigue

Clarity, pace, empathy for a user-friendly experience delivers… ​

• Access to previously invisible technology/services ​

• Shaping of technology/services for best matched read across ​

• Access to new ‘Spin-In’ technology (Paid for, developed and field tested outside but easily adaptable for Defence) ​

• Budget magnification – Head start or off the shelf solutions can reduce direct investment required ​

• Speed increased from requirement to delivery ​

• Collaboration, one potential supplier may not have the complete solution, but others may so a trusted environment can be stimulated ​

• Oversee so can shape OEM/Prime/Higher Tier integration​

• Become a more agile and intelligent customer​

7.4 Benefits to Engagement

With some help everybody gains…

• Defence want you (Mandated 25% target) – Across the landscape

• It’s a ‘Blue Chip’ industry and environment – Not going away

• Realistic margins – Compared with many others (especially volumes)

• Business resilience – Stable, continued investment, constant need

• Feeds a good moral compass – Defence for many has extra patriotic value

• Interest – A multifaceted, fascinating environment compared to many others

• Once they are in – They tend to be in, and it grows further iterations, so effort becomes justifiable and sustainable

• Contract duration – Can be long and repeated so attractive

• Can generate collaborative partnerships for wider traction

7.5 MOD Engagement on a Page

1. UK Government & Secretary of State for Defence

2. MOD: Key Budget Holder = £190 B next 10 years, 2.3% of UK GDP, 5th largest in World

3. Commands: Army, Air Force, Navy, Strategic, Space, Nuclear

4. MOD Enabling Organisation: DE&S, Dstl (Science & Technology) DASA, Etc

5. 18 OEM/Primes – Key Accounts (50% of Spend)

6. High/Mid Tiers

7. SMEs

8. MOD Suppliers Forum = SME’s ( + Primes and Mid-Tier)

9. Trade Bodies

   - Team Defence (Task Delivery Consultant)

   - FSB (National Committee for Innovation & Enterprise - Defence Lead)

   - ADS

   - techUK

1. Trade Events

   - Farnborough Airshow (Bi-Annual - 2026)

   - DSEI Defence & Security Equipment International (Bi-Annual - 2025)

   - Paris Airshow (Bi-Annual – 2025)

   - Numerous other smaller, more niche events

7.6 Contract Pathway

Great for new, phased Platforms:

1. Capability Audit (Gap?)

2. Balance of Investment (Gap Justification?)

3. Strategic Balance of Investment (Wider Audit?) E.g. DE&S

Great for ongoing engagement integration

Programme Event? or Nested? A continual cycle…

   1. Sponsor with the Money (Command, MOD Division)

   2. Requirements?

   3. Delivery Pathway (E.g.: Framework)

   4. Cash

7.7 ‘Normal’ Tier Progression

1. End Users MOD (Commands, Support Functions, Framework/Contract – Owners)

2. Primes (OEM) – Project End Users, Framework/Contract – Contractors

3. Tier 1 – Multi-Technology Systems Companies

4. Tier 2 – Component Maker/Service Integrators

5. SME’s – Technology/Service Provider

7.8 The Defence Enterprise

Command Organisations Define requirements for the enacting organisation to deliver

• Army Command

• Navy Command

• Air Command

• Strategic Command

• Space Command (Under Air Command)

• Defence Nuclear Organisation

Enabling Organisations through mix of self-delivery and placing contracts with industry

• Defence Support & Equipment (DE&S)

• Submarine Delivery Agency

• Defence Infrastructure Organisation

• Atomic Weapons Establishment

• Defence Science & Technologies Laboratories (Dstl)

• Defence Digital

• UK Hydrographic Office

• Defence Electronics & Components Agency

• Single Source Regulations Office

• Oil & Pipeline Agency, Defence Safety Authority

• Defence Business Services

7.9 Engagement Approach

Great, can you send me something…

• Who you are? (Are you relevant…strapline helps)

• What you do? (How you might fit)

• How do you do it? (Is this special or different, and facts and figures, x£, y% to scale or quantify it)

• When they need you? (Call to action points)

• Credibility: De-risking (Who has gone before me?)

• Communication asset (Not enough staff, resource or bandwidth - don’t want to own the overhead burden, worlds best is what’s on front of them)

   - Websites

   - They want to send it on to just ‘Top and Tail it’

   - Not their job to see the fit it is yours (any Elephants in the room)

   - Called an ‘Overview’ in fact this is a distance selling document, not a Power Point Presentation (Page and a half of text)

   - Professionally produced, high impact, graphics, images

7.10 Trade Bodies

Team Defence – Delivery Consultant Responsibilities

• Team Defence is a not-for-profit membership organisation funded by industry that harnesses and co-ordinates volunteer contributions from its 167 members and the MOD

• A collaborative association that informs Defence policy and pilots new ways of working to transform the Defence ecosystem with a MOD 3 Star Governance Structure

• Team Defence is exceptional in the way it pursues obtaining a wider understanding for Defence

• Provides coherence, common solutions and corporate memory

MOD and Industry Lead:

• DMSO/DSEP (Defence Synthetic Environment Programme) – Workshop and White Paper

• Digital Twins - Three White Papers, capability development)

• Hydrogen – Conference, Workshop and White Paper

• Space Command (Vanguard) – White PaperTest & Evaluation (Plus COP)

• Futures Lab (Remote Autonomous Systems)

• FCI (Future Capability Innovation)

• Kindred (Hirst)

• DASA - DTEP (Defence Technology Exploitation Programme)

Support

• Natural Resources & Infrastructure

• Trading Forum

• DCPP (Defence Protection Partnership) External Comms Working Group

• DAIC (Defence AI Centre)

• Dstl (Search Light)

• Dstl – Metis

Other

• DASA - DTEP (Defence Technology Exploitation Programme) – Panel

• Industry Nominations for CDLS Commendations 2024 - PanelHarnessing AI

• Babcock Postgraduates (Behaviours)

Outside but connected

• FSB (Federation of Small Businesses, 200,000 members) – National Enterprise and Innovation Committee

• Innovate UK Business Connect (Innovate UK KTN) – Vice Chairman Defence and Security Advisory Board

7.11 Funding Routes - MOD Anticipated Budget: £190 B over next 10 years

DASA

• Open Calls

• Focus Areas

• DTEP (Defence Technology Exploitation Programme)

• Ideas Market Place

• Defence Innovation Loan

• DIANA (NATO Version)

Dstl

• R-Cloud (Will remain till 2028 till Category Groupings contracts  are established – See Metis)

• Frameworks (14 off i.e. Serapis) Mandated to stop money ‘leakage’ via direct contractor engagement

• Tasking from Commands - Was a 100% funded on demand operation now must share government cuts so will prioritize tasks (1 in 1 out recruitment)

• Search Light

• Missile Defence – Storm

• Science & Tech Futures

• Weapons Systems – Thunderbolt

• Metis (Starts process to replace frameworks:  R-Cloud Version 5 (V. 4 current) - Centres of excellence

DE&S

• Portal - New industry Gateway – (Direct front door) - removal of stove pipes, FCI Heavily Involved

• FCI (Futures Lab)

• EDP (Engineering Delivery Partner) Aurora

• PDP (Project Delivery Partner)

• LTPA (T3E) - TEST PT

MOD Central

• Defence Sourcing Portal (Committee)

• Other Frameworks  

Other Functions – DIO (Defence Infrastructure Organisation), SDA (Submarine Delivery Agency), DD (Defence Digital – SPACE – Higher TRL), Team Leidos (Logistics supply)

• Commercial ‘X’

• Acquisition Pipeline – General and DIO (Update with forecasts)

• DGP (Defence Growth Partnership)

• UKDSC (UK Defence Solutions Centre)

Front Line Commands (Innovation Units)

• RAF – RCO

• StratCom – JHub

• Army – Aerial

• Navy – OCTO

• Space Command

Contractual Factors:

• Social Value (10%)

• JOSCAR (Hellios)

• Cyber Essentials and CE Plus

• SME Target = 25%

• Facility Security Clearance (Was List X)

• Government Procurement Reform Act (Single source, more flexibility)

What does this mean?

• SME engagement will be more direct and with new emphasis, importance and focus

• MOD will have to own more risk (ways to mitigate)

• Even more reduced MOD available to ‘users’ bandwidth and SQEP

• Cannot fall back on frameworks to deliver work

• Dstl will ‘reject’ more work requests (commercial to take over)

• Less points/ways of entry directly to MOD

• Spiral approach – How, when and why help needed

7.12 VC Funding in Defence

• Venture Capitalists and Business Angels the difference

VC investment in NATO counties 2024 = $3.9B (US 83%), VC total funding in Europe risen from 0.4% 2022 to 1.8% in 2024

• Mission driven VC’s

Smaller, cheaper and more connected and dual use

• Bubble territory

VC Fund Managers may be excluded from ESC (Environmental, Social, Governance) ESG examples… Weapons, Tobacco, Coal

• Governance – Ultimate Governance ‘Defending Democracy’

Slow – Life or death technologies collateral damage for military or civilians

7.13 Summary

• Could you?…

What do you have, is it a fit

• Should you?

Invest in bottoming out, who will do it (Bandwidth, focus, resource, support), cost it (Time, overhead, lost opportunity),

Tenacity, patience, commitment

Culture (Correct fit, stakeholder agreement, staff agreement)

• Road Map

Steps, correct sequence, approach, engagement assets (Overview), compliance (standards, certification), investment approval, clear strategy, pick on strengths not weaknesses, be flexible to adapt or even pivot