{"id":29231,"date":"2026-05-07T13:03:19","date_gmt":"2026-05-07T10:03:19","guid":{"rendered":"https:\/\/thedefender.media\/?post_type=insights&p=29231"},"modified":"2026-05-13T14:52:25","modified_gmt":"2026-05-13T11:52:25","slug":"export-limits-study-markets-build-relationships","status":"publish","type":"insights","link":"https:\/\/thedefender.media\/en\/insights\/export-limits-study-markets-build-relationships\/","title":{"rendered":"While exports are restricted, don\u2019t waste time \u2014 study markets and build relationships. A column by Liuka Lobarieva from Calibrated"},"content":{"rendered":"\n

From May 11\u201315, the Defence Tech Bootcamp: Go Global workshop series will take place, featuring speakers from Norway, Finland, France, Lithuania and Ukraine. It will mark the fourth bootcamp organised by communications agency Calibrated, which specialises in the defence tech and cybersecurity sectors. Ahead of the new workshop series, Calibrated COO and co-founder Liuka Lobarieva shares insights from the previous bootcamp on several European markets, as well as broader recommendations for preparing for defence exports.<\/strong><\/p>\n\n\n\n

Ukrainian defence tech companies today possess something most Western competitors lack: real battlefield experience, rapid innovation cycles, and constant opportunities to test technologies under combat conditions. Global demand for Ukrainian weapons and expertise is growing \u2014 including after Iranian Shahed drone attacks on civilian infrastructure in Gulf countries in 2026.<\/p>\n\n\n\n

The biggest obstacle remains the restriction of defence exports. Change is happening, albeit slowly. The key question for Ukrainian defence companies is no longer whether demand exists, but how to successfully enter foreign markets once exports are permitted. That is why companies should start learning these markets and building relationships today.<\/p>\n\n\n\n

Ukraine is already recognised by many countries as a security donor. But this does not mean Ukrainian manufacturers are eagerly awaited abroad or that foreign markets are automatically open. Building relationships and finding partners will take time.<\/p>\n\n\n\n

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Read on Defender Media: <\/strong>Zelensky announces automatic business permits for weapons exports. Here\u2019s what is known<\/a><\/div>\n<\/div>\n\n\n\n

Western markets are not homogeneous. There is no such thing as \u201cthe Western market\u201d \u2014 every country has its own specifics, differences, and entry points. Don\u2019t expect a single demo and a single English-language presentation to prepare you for all European markets. Below are recommendations from ecosystem representatives in five countries: Kaspar Gering, co-founder and general partner at DarkStar; Nataliya Nakonechna, co-founder of EDIF and CEO and co-founder of VN Strategies; Chris Daniels, co-chair of DPAC\/ADS Group; Camilla Frost, senior advisor at DI; and Yuliya Maltseva, co-founder of Women in Defence. These recommendations and insights were gathered during the DefenceTech Bootcamp: Global Edition<\/a> organised by Calibrated and Tech PR School.<\/p>\n\n\n\n

Estonia: without a local presence, nothing will happen<\/strong><\/p>\n\n\n\n

Under its national strategy, Estonia plans to spend more than \u20ac10 billion on defence over the next four years. The country also allocates at least \u20ac100 million annually in support of Ukraine. However, there is one mandatory condition: at least 30% of production must be localised in Estonia. This means local presence is not optional \u2014 it is essential. Estonia\u2019s e-residency programme allows companies to establish a legal entity remotely, while local law firms understand the specifics of the process. Another important detail: being part of the ecosystem and building informal networks matters just as much as participating in official tenders. Companies should attend local events and launch joint projects.<\/p>\n\n\n\n

Netherlands<\/a>: enter procurement through the ecosystem<\/strong><\/p>\n\n\n\n

The Dutch Ministry of Defence does not buy from \u201cstrangers\u201d. The process typically follows this sequence: <\/p>\n\n\n\n

Validation \u2192 Local partner \u2192 Integration \u2192 Funding \u2192 Procurement. <\/p>\n\n\n\n

In practice, companies first need to find a local partner or cluster, build relationships and reputation, and only then move towards procurement opportunities. Key entry points include associations and platforms such as EDIF, DTDA, NIDV, and the nine regional development agencies (ROMs). At the end of 2025, Ukrainian Prime Minister Denys Shmyhal and Dutch Defence Minister Ruben Brekelmans signed an agreement on joint drone production between Ukraine and the Netherlands \u2014 a strong signal that the market is open to Ukraine.<\/p>\n\n\n\n

United Kingdom<\/a>: find the end user and create jobs<\/strong><\/p>\n\n\n\n

In the UK, around 25% of Ministry of Defence spending goes through SMEs, but only 4% goes directly to them. The rest flows through large prime contractors. The fastest route in is to register a UK company \u2014 a process costing roughly \u00a350 and taking less than 24 hours \u2014 join ADS Group (free for Ukrainian companies), and apply to DASA or Task Force Kindred. One critical requirement: companies must align with the UK\u2019s \u201cdefence as engine for growth\u201d priority, formalised in the Defence Industrial Strategy 2025.<\/p>\n\n\n\n

Denmark<\/a>: say, \u201cWe are already talking to a Danish company\u201d<\/strong><\/p>\n\n\n\n

The strongest signal for Danish government agencies is that you are already in discussions with a local partner. Denmark\u2019s procurement agency DALO prefers consortium-based proposals and familiar partners. Another advantage: Danish companies regularly visit Ukraine several times a year, making it easier for Ukrainian manufacturers to establish initial contacts. The Confederation of Danish Industry (DI) also acts as a strategic partner for companies aiming to participate in the European Defence Fund (EDF), which finances joint European defence R&D projects. If you already have even one Danish industry contact, actively use it as an entry point rather than \u201ca contact for later\u201d.<\/p>\n\n\n\n

Germany<\/a>: cooperation, not sales<\/strong><\/p>\n\n\n\n

Germany is the most difficult market among these five countries. It has the longest procurement cycles, strong lobbying by large prime contractors, and \u2014 importantly \u2014 Ukraine remains subject to certain restrictions on hiring and security clearances. However, there are positive examples: Frontline Robotics and Quantum Systems have already launched joint drone production in Germany. Organisations such as the USX Alliance and the AHK Chamber of Commerce should be among the first institutions Ukrainian companies engage with to better understand the market. Germany\u2019s defence ecosystem is focused on long-term industrial cooperation \u2014 the \u201cwe want to sell you our product\u201d approach will not work here.<\/p>\n\n\n\n

What companies can do right now<\/h3>\n\n\n\n

When choosing countries for cooperation, focus on existing contacts, the status of bilateral cooperation with Ukraine, and the likely demand for your product. Do not try to enter all markets at once. Start with one priority market.<\/p>\n\n\n\n

\u201cThe best product\u201d alone will not necessarily secure local partnerships or financing. Trust in your company is far more likely to do so. That trust is usually built on three things: public visibility and media presence, recognition within the ecosystem, and a transparent business structure. Without those elements, it may be difficult to even start a conversation \u2014 even if the product itself is objectively superior.<\/p>\n\n\n\n

Prepare for first meetings:<\/p>\n\n\n\n