By Sam McBriar, director of research, technology and solution innovation, and Charlotte Grinyer, principal AI researcher, at one of the world’s leading aerospace and defence companies, Thales UK
The face of the technology sector has changed over recent decades. Historically shaped by a narrow demographic, the industry is waking up to the reality that diverse perspectives aren’t just welcome – they are essential.
This isn’t about box-ticking or cultural sentiment – it’s about building better solutions. Diversity – of gender, ethnicity, neurodiversity, working background and lived experience – strengthens innovation by unlocking creative problem-solving, challenging assumptions, and producing outcomes that more accurately reflect the world we live in.
As the UK pursues its ambition to become a global leader in AI, as set out in the Prime Minister’s 2025 AI Opportunities Action Plan, it’s clear that people will be just as critical as technology. If we want smarter systems, we need broader perspectives.
Why diversity is critical to innovation in tech
Whether in AI, defence technology or mission-critical systems, innovation today relies on interdisciplinary thinking. Gone are the days of linear product development managed by a single skillset.
Modern innovation centres and research teams draw on engineers, mathematicians, psychologists, data scientists, operational end users and domain experts – all working together to interrogate complex problems.
Homogenous teams tend to converge on shared assumptions. Diverse teams, on the other hand, are more likely to stress-test ideas, spot flaws, and think laterally. Problems in these fields rarely have a single “correct” answer.
Creative collaboration and constructive challenge – made possible by teams of people who think differently – leads to more robust, adaptable and user-ready outcomes.
The result? Smarter tools, more intuitive user interfaces, and technologies that don’t just solve today’s challenges, but anticipate tomorrow’s. Crucially, diverse teams are often better positioned to foresee unintended consequences and to build systems that are trustworthy, fair and explainable.
Diversity doesn’t just serve the business – it delivers for the customer
Diversity doesn’t just benefit internal creativity – it also shapes stronger, more relevant solutions for our customers. In defence, aerospace and AI, clients are increasingly seeking partners who understand their problems from different angles – rather than just mirroring their own structure.
Diverse teams demonstrate different thinking, creativity and real-world thinking. That richness enables better co-creation: where solutions are developed in close collaboration with customers, through methods like hackathons, co-design sessions or open-innovation workshops.
This collaborative model accelerates innovation delivery, while ensuring solutions meet real-world needs.
We’ve seen this firsthand with autonomous systems, where teams must account for technical viability, operational usability and ethical transparency all at once.
A multidisciplinary team – including AI engineers, human factors experts and former operators – will often approach the same problem in fundamentally different ways.
The result is a stronger outcome: one that’s not only technically robust, but explainable, mission-relevant, and ready for deployment.
Diversity in practice at Thales cortAIx
cortAIx, Thales’ AI Accelerator, brings together Thales’s capabilities in the fields of research, sensors and systems.
Globally, cortAIx already employs over 600 AI and data specialists. By the end of 2025, cortAIx in the UK will sustain 200 highly skilled AI and data specialist roles, supporting the Government’s vision for AI-driven growth and productivity.
The unit’s focus on innovation, resilience and usability in AI systems demands input from people with widely different perspectives – ensuring that technologies are deployed ethically, securely, and transparently.
From compliance to culture: How to build and retain diverse teams
Delivering on the promise of diversity requires a deliberate shift in how organisations attract, develop and retain people. When looking to build a workforce that reflects wider society, there are approaches that all organisations could look to apply:
Reshape recruitment: job descriptions can be redesigned to remove exclusionary language, and selection tools introduced that increase inclusivity, support neurodivergent candidates, and reduce unconscious bias.
Broaden entry points: candidate pipelines can be diversified through early career outreach, partnerships with community organisations, and better visibility of alternative routes into STEM (Science, Technology, Engineering, and Mathematics).
Focus on progression: mentoring, coaching and structured development programmes can help underrepresented groups build confidence, access networks, and prepare for leadership.
Create inclusive cultures: employee networks and allyship programmes help individuals feel supported and able to bring their whole self to work – fostering a sense of belonging.
Support returners: career changers introduce a while new pool of talent and create a more diverse workforce. Employers can recognise this with tailored schemes to entice them and those re-entering the workforce after time away.
Organisations that embed these principles don’t just see improvements in hiring – they retain talent, unlock creativity, and build cultures where innovation can thrive.
Start earlier: Building the future pipeline
If we want lasting diversity in tech, we need to invest in long-term initiatives to reach future innovators early.
Thales has partnered with Primary Engineer, participating in the “If You Were an Engineer, What Would You Do?” Initiatives like these engage tens of thousands of young students across the UK, offering hands-on design challenges and real-world mentoring.
Other initiatives now place teachers into engineering organisations, or bring engineers into schools. These exchanges equip educators with greater insights into STEM career pathways and introduce students to engineers whose backgrounds reflect their own, helping them see a place for themselves in the industry.
Why tech companies need to invest in diversity
Inclusive, diverse, collaborative teams are not just “better” in a cultural sense – they’re essential when remaining a world leader in technological innovation. Whether that’s advancing AI systems, delivering agile defence systems, or pushing the limits of applied innovation, diversity is a core enabler.
Real progress happens when people are welcomed into the room and empowered to challenge, shape, and lead the conversation.
In this rapidly evolving technological world, the future will be shaped by organisations with the brightest minds and the broadest perspectives.
About the authors
Charlotte Grinyer is the principal AI researcher at Thales UK. She is currently leading a team in Geo-Spatial AI research, as well as supporting AI Strategy, consultancy and additional research opportunities. She is a strong engineering professional with a scientific background – BSc in Physics from University of Southampton, as well as a qualified operations manager through CMI. Charlotte is an advocate for women in STEM, STEM ambassador and IET Young Professional Ambassador.
Sam McBriar is the director of research, technology and solution innovation at Thales UK. She previously held roles of director – research, technology and solution innovation; and director – maritime strategy and marketing at Thales UK. She earned a BEng Materials Engineering degree from University of Birmingham; and an MSc in Engineering Business Management from University of Warwick.
