MyDefence CEO after record year: Expects continued "strong growth"

MyDefence is entering a new phase of growth as demand for counter-drone systems accelerates across NATO and allied markets.

The Danish company is now balancing rapid international expansion, rising production demands and fast organisational scaling - while attempting to preserve the operational agility that helped establish its position in the counter-UAS market.

According to CEO Dan Hermansen, much of that transition comes down to one thing:

- It has a lot to do with finding the right people. We built an entirely new management team in 2024 precisely because we could see that growth was coming.

For every contract we enter into, we assess the risk involved

Dan Hermansen, CEO at MyDefence

The company’s expansion reflects a broader shift across Western militaries, where counter-drone capabilities are increasingly moving from testing programmes to permanent operational infrastructure.

For companies such as MyDefence, the challenge is therefore no longer simply developing the technology. It is building an organisation capable of delivering at sustained operational tempo while the market evolves in real time.

Continued growth

The scale of that growth became increasingly visible in 2025.

Gross profit more than doubled to DKK 256 million, while the company moved from an operating loss in 2024 to an operating profit of DKK 97.8 million in 2025. At the same time, MyDefence more than doubled its workforce as it expanded production capacity and international operations.

The company now operates production facilities in both Denmark and the United States, where about 50 per cent of sales happen. The supplier is also active in Ukraine and operates offices in the United Kingdom and Singapore.

Following what the company described as a strong start to 2026, MyDefence has raised its expectations for the year, citing continued demand across multiple regions.

- We expect growth in the US, in Europe and in a new market, Asia. So there should be strong growth across the board, says Hermansen.

According to the CEO, the company expects to employ around 200 people by the end of 2026.

Managing growth risk

Despite the favourable demand environment, Hermansen said rapid expansion also requires tighter operational and financial discipline as MyDefence scales production internationally.

A key part of that strategy has been standardising products, allowing larger parts of production to be built for inventory rather than around individual customer projects.

According to Hermansen, that has given the company greater flexibility as demand increases simultaneously across several markets.

- For every contract we enter into, we assess the risk involved, both in terms of costs and payment timing, he says.

At the same time, the CEO underlines, the model places greater pressure on forecasting and procurement decisions as the company expands further across Europe, the United States and Asia.

- We constantly have to forecast demand and make sure we get it right so we do not compromise our margins.

For MyDefence, the next phase of growth may therefore depend not only on keeping pace with rising demand for counter-drone systems, but on whether the company can scale its organisation and supply chain without losing the flexibility that helped drive its rise in the first place.