Across the Middle East, aerospace, defence, and security institutions are entering a more demanding phase of transformation. Rising budgets and accelerating reform are creating new opportunities, but geopolitical volatility, multidomain threats, and the narrowing boundaries between defence, public security, and intelligence are raising the standard for readiness.
Modernization now means more than added capability. It means building sovereign supply, domestic defence industrial capacity, and the institutional resilience to sustain it. Strategy& Middle East helps leaders strengthen ecosystems, supply chains, procurement, and whole-of-government operating models that turn priorities into lasting strategic advantage.
With Strategy&, clients work with an advisor that understands the region's priorities, pace of change, and long-term security ambitions. We bring more than 20 years of regional experience and have delivered over 500 aerospace, defence, and security engagements across ministries, armed forces, regulators, and industry players.
Our work pairs sector knowledge with practical transformation, from defence industrial strategy and operating models to supply chain, financial and procurement modeling, and localization. We help national defence champions turn strategic objectives into governance, partnerships, and implementation built for sustained execution.
Refreshing a national defence entity's 2030 strategy and delivery path
A national entity needed a refreshed 2030 strategy and a practical way to deliver it. Strategy& applied a capability-driven approach to define priority domains, service offerings, strategic options, and KPIs.
We redesigned the operating model, governance setup, organization structure, and Board composition, then translated the strategy into an updated business plan and implementation roadmap. The work gave the entity a sharper view of where to compete and how leadership, governance, and execution would align around long-term strategic objectives.
Building a five-year institutional strategy for a defence sector entity
A defence sector entity needed a five-year institutional strategy to fulfil its mandate and align with broader sector objectives. Strategy& assessed gaps in current operations, clarified the entity's future role, and defined targeted initiatives to strengthen performance.
The work included clear outcomes, strategic KPIs, and a portfolio of detailed projects to support delivery. It moved the client from mandate-level ambition to a practical agenda connecting objectives, initiatives, governance, and performance management.
Coordinating national defence R&D across government and industry
A government client needed a national strategy to coordinate defence R&D execution across government and private sector entities. Strategy& defined a three-phase growth journey for the ecosystem and identified targeted interventions across talent, infrastructure, funding, governance, and partnerships.
The strategy supported sustained capability development, showing how institutions, industry players, and research partners could work together to strengthen sovereign capability and convert priority technologies into deployable capability over time.
Integrating logistics and warehousing for a GCC defence organization
A GCC defence organization needed a more integrated approach to logistics, warehousing, and distribution. Strategy& developed the future-state concept, including the operating model, optimized network and storage strategy, stakeholder roles, and governance mechanisms.
We also outlined a phased implementation roadmap aligned with international leading practices. The work gave the organization a structured path toward more efficient, scalable, and resilient logistics across readiness, storage, movement, and supply chain performance.
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