Industrial Readiness: How oil, gas and mining talent is quietly powering Australia’s defence build-up

At face value, it might make for an unexpected career path on paper, but technically and operationally, resource industries mirror defence in many of the ways that matter.

In oil, gas and mining, professionals operate in complex, multi-disciplinary environments which are governed by strict regulatory and safety regimes, with no tolerance for error. They manage large-scale capital projects, integrate complex systems, respond to operational risk in real-time, and routinely deliver under the weight of financial and reputational scrutiny.

And increasingly, the capabilities which they’ve developed across areas such as remote operations, OT cybersecurity, AI-enabled asset performance, autonomy, and predictive maintenance – align directly with defence needs.

A few examples of resource-to-defence skill transitions include:

• Systems engineers moving from LNG or downstream processing into naval integration roles, already familiar with interface control documents, configuration baselines, and structured testing protocols.
• Cybersecurity specialists transitioning from securing SCADA environments and operational networks into defence C4ISR security architecture roles.
• Autonomy engineers from the Pilbara now working on maritime and aerial uncrewed systems, drawing on years of real-world application of path planning, redundancy management, and real-time telemetry.
• ILS professionals who’ve managed condition-based maintenance, obsolescence planning, and spares forecasting for high-value assets now supporting land vehicle and naval sustainment efforts.

It’s worth noting that the skill conversions above aren’t just hypothetical – they reflect real people who have already made the leap between industries. 

One of the trickier barriers restricting the potential talent pool for defence projects are the non-negotiable security clearances, which can either exclude or deter potential candidates. 

Whether it is a baseline clearance to work within protected information environments or NV1/NV2 for access to sensitive projects, the vetting process can be lengthy and often discourages hiring managers from considering candidates without existing defence experience and clearances.

This is a legitimate concern, especially where project timelines are tight. However, it is a strategic blind spot considering that many oil, gas and mining professionals:

• Already work in secure or high-trust operational roles, including sensitive commercial systems and infrastructure with national economic relevance
• Are Australian citizens with stable financial, residential and employment histories (the exact criteria used in AGSVA vetting)
• Can be cleared concurrently with onboarding if supported properly, allowing mobilisation to begin on unclassified scopes while clearance progresses
• Are willing to make long-term transitions into defence if given a clear pathway and assurance of support.

It’s important to understand that the clearance process is a filter, not a wall. Brunel works with our clients to minimise the impact of these requirements and navigate the vetting cycle. We make sure that both candidates and employers have a clear understanding of what is required from the beginning so we can effectively triage realistic clearance potential and facilitate baseline applications as part of structured onboarding pipelines. 

But it’s not always the worst-case-scenario – we’ve had several cases where it was possible to achieve the full mobilisation of contractors within 4 – 6 weeks, even on programs previously considered ‘defence-only’.

Can oil, gas and mining talent step into defence? Yes. They already are. The question is now whether defence stakeholders will be willing to invest in transitioning candidates, rather than relying on the already overstretched existing pool of pre-cleared talent.

For Brunel, this is a good example of how our service differs to what is offered by most generalist recruitment agencies; we don’t just submit CVs, we shape capability pipelines. We’re able to leverage the deep networks we’ve built within resources, infrastructure and other emerging industries, to identify where untapped technical strength already exists – and, critically, to manage the conversion of this talent into a defence-ready state. Technically, culturally and compliantly.

We’ve helped structural engineers move into naval architecture, OT cybersecurity leads to support defence networks, commissioning managers to integrate shipboard systems, and AI specialists to apply their models to Intelligence, Surveillance and Reconnaissance (ISR) and predictive maintenance tasks.

In each case, the technical capability existed. It just needed the right pathway to enter a defence setting.

Australia’s future defence capability won’t be built solely on steel and systems or direct members of the defence force. It will need support from civilian skillsets – engineers, analysts, planners, testers and sustainers. Some of them will come from existing defence industry circles, but many of the most valuable will not.

They’re already out there, gaining experience in the sectors that have built, operated, and maintained the infrastructure of modern Australia. With the right support, the right compliance pathways and the right mindset from hiring leaders, these professionals can form the backbone of our sovereign industrial base.

Sourcing and mobilising them may not always be simple, but Brunel is here to make it happen.