Coron has signed up to the Armed Forces Covenant, in gratitude for the service these men and women offer our country. Armed Forces project management skills are highly transferable, and veterans leaving the Armed Forces often arrive in the civilian workforce with precisely the capabilities project environments demand — disciplined planning, calm delivery under pressure, excellent teamwork, and the ability to operate in complex, high-stakes settings. Due to their rigorous training and the structure of their daily life, they are typically excellent at managing risk, driving routine delivery, and maintaining momentum. Where they may need more leadership support is in navigating the commercial landscape of civilian projects, particularly in the nuances of contract negotiation and stakeholder management. They may need time to familiarise themselves with the communication styles on-site and in SME environments. For hiring businesses willing to bridge that gap, the ex-Armed Forces talent pool is both worthy of support and commercially smart to engage.
For Coron Projects, as a veteran-led business, we recognise the opportunities and challenges associated with the transition from military to civilian leadership. We are committed to supporting members of the Armed Forces Community to build confidence, clarity and capability in civilian project environments.
What is the Armed Forces Covenant?
The Armed Forces Covenant is a UK-wide promise that those who join the Armed Forces — and their families — are supported and treated fairly when they return from service into civilian life. Organisations that sign the Covenant publicly commit to removing disadvantages for themselves.
Gerwyn says, “As the founder of Coron and a former Royal Navy Marine Engineer Officer, it signifies two things for me: a deeply values-led commitment to helping those who have served. It’s a move to acknowledge their service to our country, and their transferable skills and talents that might be overlooked. And a practical intention to help develop Armed Forces talent because there’s a natural fit between project management and the skills I learned in the Royal Navy. I know firsthand how we can apply our coaching frameworks to support and bring out the best in them.”
For any SME or project management consultancy, signing the Covenant reflects both a social responsibility and a talent development decision. It includes our commitment to support the Armed Forces in areas such as:
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- Commercial access
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- Employment enablement
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- Health and wellbeing
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- Education opportunities
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- Housing support signposting
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- Civic responsibilities for Remembrance
Why it matters to support people after Armed Forces service
This matters as a personal decision for Gerwyn, one also grounded in our core values of drive, excellence, and vision beyond the project scope. This move deepens the impact of our work and extends our support for veterans who have worked to keep our nation safe. The transition from military to civilian life is rarely just about changing jobs, as it also affects the families of servicemen and women. Service leavers are often:
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- Relocating to a new hometown
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- Leaving highly structured environments for more fluid organisations
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- Adjusting to using their skills under different leadership cultures
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- Rebuilding their professional identity outside the uniform
Without informed employer support, capable individuals can be underutilised or overlooked. They may also find the transition from demanding national service roles to a completely different working life tough. The Covenant emphasises that the whole of society should recognise the value of their contributions and, in some cases, give special consideration, especially to those who have given most, such as the injured and the bereaved.
Why Armed Forces project management skills excel in project environments
Many Armed Forces project management skills align naturally with the demands of complex delivery environments.. These qualities resonate strongly with clients in engineering, infrastructure, defence, and complex delivery environments. Strengths include:
1. Self-leadership and accountability
Service personnel are trained to take ownership and move through the ranks even though they would initially operate with very clear instructions. This translates well into project environments where clear processes and proactive management matter.
2. Communication
Teamwork in the Armed Forces relies on clear and frequent communication, even when instructions are coded for brevity and security. Project management requires detailed communication too, ensuring everyone understands the plan.
3. Operating under pressure
Military roles routinely involve time-critical decision-making with incomplete information — a reality many project teams recognise. Calmness under pressure is often a standout strength.
4. Structured planning discipline
Armed Forces professionals are accustomed to working within clear frameworks, organising logistics, sequencing activities, and maintaining operational rhythm over the medium- to long-term.
5. Risk awareness
Risk is not theoretical in military contexts. Many service leavers bring a practical, grounded understanding of risk mitigation, contingency planning, and recovery planning.
6. Adaptability and change readiness
Frequent postings, evolving missions, and shifting team structures mean most Armed Forces personnel are highly accustomed to navigating change — an essential strength in complex project delivery.
As with any new recruit, strong foundational skills do not eliminate the need for leadership support. The transition to commercial project environments might leave service leavers feeling disadvantaged or vulnerable — not because of capability, but because of the sheer number of adjustments they must make to civilian life. Thoughtful onboarding and line management coaching can make a measurable difference.
How project consultancies like Coron can support
Signing the Covenant is the starting point. The real impact comes from what happens next. When Coron is providing project consultancy and coaching services, we will look to ensure that service leavers have:
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- Clarity to navigate the commercial aspects of the project and communicate well within the team and with external stakeholders, by ensuring the unwritten rules are visible.
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- Confidence from their performance reviews and line management or mentoring, by perhaps pairing them with experienced project professionals on the team.
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- Commercial talent development pathways and defined roles, by being explicit about expectations, success measures, boundaries, and stretch targets.
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- Recognition of prior leadership experience, by checking whether experienced service leavers are being treated as entry-level simply because they are new to the sector.
For SMEs handling complex engineering, procurement, and construction projects, the Armed Forces talent pool offers something increasingly valuable: people who bring maturity, are comfortable with complexity, are disciplined in delivery, and are grounded in accountability.
At the same time, supporting the Armed Forces Covenant aligns strongly with our values, as we are proud to be a veteran-led business.
Contact Gerwyn for a call about any of the points raised here or book a Compass Check to review the resources on your project.