First 100 Days at Roke: Responsibility, Capability and Momentum

For me, joining Roke has been about gaining a clear view of the capability, culture and responsibility that sit behind the technology we design and deliver. Leading a sovereign UK engineering business operating in defence and national security carries a particular weight. It demands clarity of purpose, seriousness of intent, and a deep understanding of the environments in which our systems are ultimately used. 

Roke’s heritage spans more than 70 years. That history is not a marketing claim; it is reflected in how the organisation approaches engineering, risk and delivery. What has stood out in these first months is how relevant that heritage remains – not as nostalgia, but as a foundation for operating in an increasingly contested and uncertain world. 

I’ve spent time across our sites and with teams working on some of the UK’s most demanding and sensitive programmes. I’ve seen deep technical expertise across Electromagnetic Warfare (EW), cyber, sensing, AI and systems engineering. More importantly, I’ve seen an organisation that understands consequence. 

Roke’s engineers are not designing for ideal conditions. They are building systems intended to operate when assumptions fail, when environments degrade and when decisions cannot be revisited. That focus on survivability, resilience and operational continuity is one of Roke’s defining strengths.

Equally important has been time spent with customers and partners. These conversations consistently reinforce a shared reality: the operating environment is changing faster than many legacy approaches were designed to accommodate. The shift from permissive to contested environments is no longer theoretical – it is shaping requirements, doctrine and operational expectations today. 

Across defence and national security, assured connectivity, uninterrupted access to the electromagnetic spectrum and trusted positioning and timing can no longer be assumed. Adversaries are actively seeking to disrupt, degrade and deny these foundations. 

In this context, sovereign capability matters – not as a slogan, but as a practical requirement for trust, resilience and freedom of action. Designing, building and delivering capability in the UK provides control, accountability and assurance at a time when those qualities are increasingly important. 

This was underlined during the recent visit by General Sir Roly Walker, the professional head of the British Army, who officially opened Roke’s new logistics and production facility. The significance of that moment was not ceremonial. It was a reminder that infrastructure, like capability, only matters if it enables pace, resilience and delivery under pressure. 

Roke enters this next phase with real strengths: trusted relationships, deep engineering expertise and a strong reputation for delivery in complex environments. Those foundations matter. 

But the first 100 days have also reinforced the importance of focus. As complexity increases, alignment and prioritisation become critical. Delivering at pace while maintaining assurance requires clarity – about where to invest, what to prioritise and how teams connect across programmes and domains. 

This is not about changing who Roke is. It is about sharpening how we operate, ensuring our structures, processes and partnerships support the outcomes our customers depend on. 

Capability ultimately rests with people. Across Roke, I’ve seen professionalism, pride and a strong sense of responsibility for the work being done. That matters in a business where outcomes have real-world consequences. 

Sustaining that culture requires clarity, trust and engagement – particularly in an environment shaped by rapid change and increasing pressure. People need to understand not just what is being delivered, but why it matters. That connection between purpose and execution will remain a priority as we look ahead. 

The next phase for Roke is about momentum built on discipline. 

We will continue to strengthen our sovereign engineering capability, designing systems for contested environments and degraded conditions. We will deliver at pace where it matters, without compromising the assurance our customers require. And we will continue to invest in partnerships – because in defence and national security, outcomes are rarely delivered alone. 

Mission partnership is not a label. It is a test of shared responsibility under pressure. That principle will continue to guide how we approach engineering, delivery and collaboration. 

Leading Roke at this moment is both a privilege and a responsibility. The combination of heritage, capability and purpose that exists here is rare. The task now is to apply it with clarity and intent to meet the challenges ahead. 

The first 100 days have reinforced my confidence in what Roke can deliver. The work now is to build on that foundation – with focus, discipline and momentum.