British Veteran Owned is building an evidence base for veteran entrepreneurship in the United Kingdom.
Our two directors are undertaking MBA research projects focused on veteran enterprise, examining how veteran-owned businesses are formed, supported, trusted, funded and chosen as suppliers.
This work is designed to move the conversation beyond goodwill. Veteran enterprise has real commercial, social and policy potential, but that potential depends on better evidence, clearer support and a deeper understanding of the barriers veterans face when building sustainable businesses.
Veterans bring leadership, resilience, discipline, operational experience and public-service values into business. But those strengths do not automatically translate into finance, procurement access, buyer trust or sustainable growth.
Veteran-owned SMEs often sit between several policy and support systems: veteran transition, small business finance, public procurement, regional growth and social value. Too often, these areas are discussed separately.
Our research asks a practical question: what would it take for the UK to recognise veteran enterprise as a serious business and policy opportunity?
Our MBA research explores veteran enterprise from two complementary angles.
This study investigates the barriers affecting the creation and sustainability of veteran-owned SMEs in the UK. It focuses on access to finance, public procurement, institutional support, networks, regional variation and the translation of military experience into commercial credibility.
The aim is to identify practical recommendations for policymakers, finance providers, procurement bodies, veteran charities and business-support organisations.
This study examines whether veteran-owned status influences buyer perceptions of trust, credibility, authenticity and willingness to transact.
It asks whether being veteran-owned helps businesses stand out in the market, when that identity is commercially relevant, and how veteran entrepreneurs can use their service background responsibly without relying on stereotypes or moral persuasion.
The research draws on work across veteran entrepreneurship, SME finance, procurement policy, signalling theory, social identity, trust and buyer behaviour. Several themes are emerging.
Existing research often treats veterans through the lens of employment or transition, rather than enterprise creation and growth.
Military experience can create valuable human capital, but civilian markets, lenders and procurement systems may not always understand how those skills map onto business capability.
Risk aversion, investment readiness, weak advice, high costs and uncertainty can combine to limit growth.
Smaller firms may still face complex processes, contract size barriers, bid costs and limited feedback.
The label may increase credibility where buyers see it as authentic, relevant and backed by strong delivery.
Veteran status can humanise a business, but it must be communicated ethically, without exaggeration or stereotyping.
The research uses mixed methods because veteran enterprise is both a measurable business issue and a lived experience.
Combines secondary data, policy analysis and semi-structured interviews with UK veteran entrepreneurs. It explores how barriers are experienced across finance, procurement, networks, support systems and business growth.
Combines an online survey of UK consumers and business buyers with interviews with veteran entrepreneurs. It tests whether veteran-owned status affects perceptions of trust, credibility, authenticity, purchase intention and supplier preference.
Both studies are designed to produce practical, evidence-led insight rather than abstract theory alone.
Our work is guided by questions such as:
What structural barriers affect the creation and sustainability of veteran-owned SMEs in the UK?
How do finance, procurement, networks and institutional support shape veteran enterprise?
How does veteran-owned business status influence perceptions of trust, demand and opportunity?
When does veteran identity strengthen a business, and when might it be irrelevant, misunderstood or limiting?
What practical changes could help veteran-owned businesses grow sustainably?
The goal is to create useful evidence for the people and organisations that can shape the future of veteran enterprise. The research may inform:
Better alignment between veteran support, SME growth policy and procurement reform.
More effective investment-readiness support for veteran-owned SMEs.
Clearer routes for veteran-owned businesses to access public and private sector opportunities.
More relevant mentoring, signposting and growth-stage assistance.
Practical guidance on how to communicate veteran-owned status credibly and ethically.
A better understanding of how to identify, assess and work with veteran-owned suppliers.
We are interested in hearing from veteran entrepreneurs, business buyers, policymakers, support organisations and members of the Armed Forces community.
If you are a veteran business owner, your experience can help build a clearer picture of what works, what gets in the way and what support is actually needed.
If you are a buyer, commissioner or procurement professional, your perspective can help us understand how veteran-owned status is interpreted in real commercial decisions.
British Veteran Owned exists to make veteran-owned businesses more visible, more connected and better understood.
This research is part of that mission. By combining academic study with lived business experience, we aim to help turn veteran enterprise from a supportive idea into a recognised, evidence-based part of the UK business landscape.
