Leadership at the Frontline of Security: What It Takes to Run a Defense Company
Leading a defense company is a leadership challenge unlike any other. These organizations provide not only the hardware but also the digital infrastructures that form the backbone of national defense and international security. Their arena is defined by sovereign interests and global interdependencies, where the risks are not just financial but existential. In this environment, every decision is scrutinized - by governments relying on strategic advantage, by employees carrying the burden of responsibility, and by societies whose safety and values rest, in part, on these institutions’ ability to deliver.
“To thrive in this high-stakes domain, leaders at companies like SCOPA, Rheinmetall, EDGE Group, Thales, Dassault, Naval Group, Rafael, and FN Browning must embody a rare blend of qualities,” explains Benoit Lison, Managing Partner at Amrop Belgium and Leader of Amrop’s Global Defense Practice. “It requires not only technical mastery and strategic foresight, but also ethical discernment and a profound sense of human stewardship. The demands are extraordinary - and so too must be the leaders who rise to them.”
Long-term thinking, technical savvy and soft skills
At its core, defense leadership demands the translation of security priorities into clear, executable business objectives. This requires both strategic vision and operational discipline. Leaders must balance long-term bets in R&D - such as next-generation aerospace or naval platforms - with the relentless pressure to deliver on current programs. In practice, that means setting priorities, securing buy-in across functions, and personally owning the outcomes of transformation efforts.
“Technical credibility is critical - executives must understand complex systems integration, cyber-resilient supply chains, and the geopolitical context of exports,” Lison continues. “Yet technical knowledge alone is insufficient. The most effective leaders in defense combine hard skills with exceptional soft skills - communication, listening, and judgment.” These interpersonal abilities transform sprawling engineering programs into coordinated action, where multiple teams, suppliers, and government partners move in step.
Trust and diplomacy
Trust is the most valuable currency in the defense sector. Internally, it grows when leaders visibly invest in people - through safety, training, apprenticeships, and career development. Externally, it is earned through transparency, rigorous compliance, and a willingness to confront ethical dilemmas with honesty. In an industry often scrutinized for its social license, demonstrating a clear commitment to ESG standards and responsible innovation is not optional; it is central to legitimacy.
Many leaders also find themselves playing the role of diplomat. “For EDGE Group and SCOPA, this means building sovereign defense ecosystems aligned with national visions. For Rheinmetall, Dassault, and Naval Group, it entails strengthening Europe’s collective security architecture while navigating complex multinational partnerships,” Lison recounts. “These dual mandates - delivering shareholder value while advancing national and international security interests - demand disciplined stakeholder management and independence of judgment.”
What motivates leaders to join and stay in defense?
Beyond financial performance, most are drawn by the chance to solve “hard problems” that matter: protecting citizens, safeguarding sovereignty, and advancing technologies that deter aggression. By articulating this higher public purpose, leaders inspire employees who want to see their work connected to something larger than themselves.
“Ultimately, leadership in defense is a form of stewardship,” Lison concludes. “It means taking responsibility for people, for technology, for the trust of governments, and for the stability of nations. When executives combine technical mastery with humane stewardship and strategic courage, defense companies can fulfill their mission: delivering both security and sustainable value for the societies they serve.”
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To find out more, reach out to Benoit Lison or a member of Amrop’s Global Defense Practice in your country.