Defence Equipment & Support (DE&S)

The situation:

Defence Equipment & Support (DE&S), an arm’s length body of the Ministry of Defence, employs over 12,500 people across more than 150 UK sites.

Like many large, complex organisations, DE&S recognised the need to strengthen progression into senior roles - particularly for women and other underrepresented groups. While talent was clearly present, barriers to progression were often less visible: confidence, visibility, expectations of leadership, and the ability to navigate career pathways in a complex system.

The organisation wanted to invest in a development approach that would not simply build skills, but enable individuals to lead with clarity, confidence and authenticity, and in doing so, strengthen the diversity of its leadership pipeline.

What we did:

We partnered with DE&S to design and deliver a bespoke version of The Becoming Journey®, grounded in learning science and Acceptance and Commitment Therapy (ACT).

The programme supports participants to develop psychological flexibility enabling them to navigate challenge, make purposeful choices, and lead in a way that reflects who they are, rather than conforming to narrow expectations of leadership.

Initially designed for high-potential women, the programme combines experiential modules, coaching circles, and practical tools focused on identity, communication, career navigation and influence.

Following early success, the partnership has grown into a sustained programme of leadership development. Over four years, 40 cohorts of women have completed The

Becoming Journey®, with further cohorts designed for ethnic minority colleagues and for disabled and neurodivergent colleagues.

This has created a consistent, evidence-based approach to developing diverse talent across the organisation. As DE&S transitions into its new role within the National Armaments Directorate in 2026, the programme is playing a key role in strengthening a more inclusive and confident leadership pipeline.

The results: 

The impact of the programme has been both immediate and sustained. Participants consistently report increased confidence, stronger self-awareness, and a clearer sense of their leadership identity.

Crucially, this translates into action. Individuals feel better equipped to put themselves forward for opportunities, navigate organisational complexity, and build the relationships that support progression.

The strength of the outcomes has led to continued investment and expansion, embedding the programme as a core part of DE&S’s leadership development approach.