Export Control Careers in Australia (2015 - 2025): A Decade of Growth and Opportunity

A research article the delves into the history, growth and future of Export Controls careers.

Introduction

Export control professionals are the experts who navigate laws governing the export of sensitive defence and dual use technology. These experts have quickly become some of the most sought-after specialists in Australia. In 2015, only a handful of organisations had dedicated export control or trade compliance officers. By 2025, we have seen a significant increase of roles across government, industry, academia and consulting. This increase in export control roles reflects the surge in defence and high-tech collaboration under initiatives like AUKUS and the ever-increasing complexity of trade controls rules not only in Australia, but most other countries Australia deals with in defence and dual use technology collaboration. This article provides a comprehensive narrative of the growth of export control careers from 2015 to 2025 in Australia, examining how demand has expanded, what sectors are hiring, the skills required, real world job examples, challenges in building the talent pipeline, and strategies to attract more professionals. Comparative insights from the United States and United Kingdom (where export control compliance is long established) will shed further light on Australia’s trajectory. Finally, we consider the role of the Export Controls Australia Group (ECAG) in supporting the nation to develop national pipeline of expertise.

Background – The Why?

So, why has there been an increased focus on export controls in Australia? Over the last decade, export controls have evolved from a niche regulatory consideration to a central pillar of Australia’s national security and policy. At the core, export controls are about managing the balance between international collaboration and the protection of sensitive technology. Australia’s Defence and Strategic Goods List (DSGL), together with legislation such as the Defence Trade Controls Act, governs the export, supply, publication and brokering of military and dual-use goods and technologies. These frameworks are designed to prevent the unauthorised transfer of strategic capabilities, ensuring that sensitive Australian-developed or held technologies are not accessed by foreign adversaries or misused in ways that undermine international peace and security.

This requirement has intensified due to global geopolitical shifts. Trade wars, the reemergence of strategic competition, and active conflicts such as the war in Ukraine have underlined that technological superiority is now the key arena in which major powers compete. The nation that controls the most advanced and secure technologies holds not just military dominance, but also economic and diplomatic leverage. In this environment, dual-use technologies (i.e. those with legitimate civilian applications but potential military use) have emerged as critical assets requiring strict oversight. Investigations into Russian weapons systems deployed in Ukraine have revealed Western-manufactured microelectronics and commercial components embedded in military drones and missiles, which has highlighted how easily benign technology can be repurposed for warfare.

As a result, Australia’s allies, particularly the United States and the United Kingdom, have become increasingly focused on the integrity of their collective supply chains. Within the AUKUS partnership and broader strategic alliances, there is growing scrutiny of how partner nations protect sensitive technologies and manage technology transfer risks. Australia is expected not only to meet minimum legal standards but to maintain a holistic, sovereign protective posture across its research institutions, defence supply chains, and commercial innovation sectors.

Domestically, the urgency of this agenda is underscored by the Australian Security Intelligence Organisation (ASIO), which reported in its 2025 Annual Threat Assessment that foreign interference and espionage are occurring at “unprecedented levels”. ASIO identified foreign services seeking to target AUKUS to position themselves to collect on the capabilities, how Australia intends to use them, and to undermine the confidence of our allies. These threats are driving an expansion in both the scope and enforcement of export controls, along with increasing expectations that Australian entities—whether in government, academia, or industry—demonstrate a proactive compliance approach.

In short, export controls increasingly matter because they are no longer merely an administrative requirement; they are a frontline national security function. Australia’s ability to participate in trusted defence and technology partnerships now depends on the maturity and credibility of its export control regime. Ensuring that Australian entities can navigate and comply with complex export laws is essential not just for risk mitigation, but for enabling the country's strategic potential in an era where technology is both the battleground and the prize.

Rising Demand: Export Control Job Growth 2015 -2025

In the mid 2010s, export control roles in Australia were relatively few and specialised. Companies often assigned export control duties as a part time responsibility to legal, commercial, or logistics staff. The dedicated fulltime “Export Control Officer” or “Trade Compliance Manager” was very rare. The Defence Export Controls (DEC) office within the Department of Defence, which is Australia’s regulator, employed a modest team in Canberra, and only the largest defence contractors had one or two specialists on staff. Universities were just beginning to grapple with new regulations on exporting intangible technology (after the Defence Trade Controls Act 2012 phased in), often relying on existing research office staff to manage compliance.

Over the decade, demand has surged exponentially. By the late 2010s, as defence exports and global R&D collaboration grew, more organisations created dedicated roles. The AUKUS security pact announced in 2021, which promised Australia access to advanced US and UK technologies (like nuclear submarine propulsion), was a turning point. It underscored that Australia needed a robust export control system and skilled people to run it, comparable to its AUKUS partners particularly the US. Simultaneously, geopolitical shifts (such as intensifying US export controls on emerging technologies and new sanctions regimes) meant companies needed in-house expertise to support compliance. The result: a sharp uptick in job postings for export control and trade compliance professionals in Australia, especially from 2020 onwards.

By 2025, export controls has grown into a recognised and increasingly vital profession in Australia, though it remains relatively specialised. A search on SEEK in April 2025 returned roughly 10 roles at any one time, dedicated specifically to Australia's export control regulations for defence and strategic goods. However, over 300 job listings that listed the term "Export Control" in the job description. This is a significant increase from 2015, when only a handful of roles would have listed this as a requirement, although most of these listings are not solely focused on military and dual-use export controls. Instead, they are often other positions, such as Engineering, Supply Chain or Project Managers.

Despite its niche scope, the field is growing steadily. Almost all major defence primes now maintain dedicated export control teams, and many universities have established export control functions within their research compliance, foreign risk or ethics divisions. Medium-sized defence companies and SMEs, particularly those entering AUKUS-related supply chains or scaling internationally, are actively assessing how to afford and retain dedicated export control practitioners. The consulting sector has also responded to the demand: firms such as PwC, EY, and KPMG now include export control and strategic trade compliance in their advisory offerings and there are various specialty export controls consulting firms that exist.

The reality is that demand is outpacing the supply of qualified professionals. There are simply not enough experienced export control practitioners to meet the needs of government, academia, and industry. As a result, employers are competing for a small talent pool, with some relying on upskilling, cross-sector recruitment, or interim consulting support to fill the gap. This supply-demand imbalance is a defining feature of the field in 2025 and a key driver for workforce development strategies across the sector.

Who’s Hiring: Sectors and Roles

Export control expertise is now needed well beyond just Defence headquarters. The following sectors have significantly expanded their hiring of export control professionals between 2015 and 2025:

Federal Government (Regulators): The Department of Defence’s, Defence Export Controls (DEC) branch is the national regulator evaluating export permit applications and ensuring compliance with Australia’s export control laws. DEC has grown its team of policy officers, licensing officers, and Technical Assessors. However, continued recruitment is tricky due to the supply-demand deficit and increasing complexity of the policy and regulations. For example, a Senior Technical Assessor position (APS6 level) was advertised in 2021, describing a role where one “assesses the control status of military and dual use strategic goods against the DSGL” and liaises with industry and academia to provide guidance. Such roles require deep technical knowledge, engineering or science degrees are mandatory (the DEC assessor job called for undergraduate qualifications in aerospace, mechanical, electrical engineering, physics or similar) combined with policy acumen.

DEC’s workforce has roughly doubled over the decade, reflecting increased permit volumes and international engagement. Government research labs and agencies dealing with controlled tech (like ANSTO in the nuclear field) have also added compliance managers. Other areas in Defence, particularly capability development or sustainment areas in CASG, GWEO and DSTG, are also increasingly advertising for export control support, largely due to the increasingly globalised and multijurisdictional defence supply chains, the increasing domestic and international complexity of export controls and the nascent defence capability partners similarly requiring compliance, like Sweden, Germany and the Netherlands. In addition, non Defence agencies are also now seeking export controllers. For example, ANSTO created a Manager for Export Controls Compliance role requiring a relevant degree and “significant Defence export controls experience”.

Defence Industry (Primes and SMEs): Defence contractors from large “primes” (e.g. BAE Systems, Northrop Grumman, Lockheed Martin, Boeing, Thales, Raytheon) to smaller manufacturers have ramped up hiring of export control specialists. Major firms that historically relied on their US or UK parent companies or a lone “trade compliance” officer in Australia have established Export Control teams locally as their workshare and technology transfers grew. Job titles in industry include Export Compliance Officer, Export Control Manager, International Trade Compliance Specialist, and Empowered Official (a term borrowed from US ITAR regulations, denoting a person authorised to sign off on export decisions). Responsibilities in such industry roles typically involve obtaining export licences, ensuring compliance with both Australian law and allied regimes (US ITAR/EAR, UK export controls, etc.), supporting corporate headquarters make risk-based decisions on supply chain and business partner structuring, and training company staff. As one Northrop job description put it, the manager must “maintain up‑to‑date knowledge of Australian export controls, ITAR and EAR… and educate the team accordingly”. Primes often now have multiple specialists for instance; BAE Systems Australia employs a team of Export Control Practitioners and Officers across its shipbuilding and aerospace projects. SMEs in the defence supply chain are also hiring compliance staff or relying on consultants, especially if they are expanding into export markets or involved in AUKUS related subcontracts.

Universities and Research Institutions: A development in the 2020s has been academia’s entry into the export control talent market. As Australia tightened controls on the intangible export of technology (e.g. sharing controlled research data or software code overseas now often requires permits), universities recognised the need for inhouse expertise. Around 2015, universities were largely unprepared; compliance tasks were ad hoc, handled by ethics offices or legal counsel. By 2025, many research intensive universities (the likes of University of Queensland, UNSW, University of Adelaide, Curtin University etc.) have created dedicated export control or “trade control” officer roles or foreign risk teams incorporating export controllers. For example, in early 2025 Queensland University of Technology (QUT) advertised an Export Control and Security Officer position. Situated in the Office of Research Ethics and Integrity, this role “supports members of the University community to comply with Commonwealth legislation… concerned with defence export control”. The officer also serves as the designated security officer under the Defence Industry Security Program (DISP), highlighting how export control and research security go hand-in-hand. The QUT role’s duties include developing compliance frameworks, liaising with the Defence Export Control Office on permit applications, and leading training campaigns across the University on export control compliance. Required qualifications were flexible but high: “education, training and/or experience equivalent to postgraduate qualifications in a relevant area for example law, science, engineering or information security and extensive experience”. This demonstrates that universities seek well rounded candidates who understand science/tech as well as law and compliance. Other research institutions (CSIRO, medical research institutes working with dual use biotech, etc.) are following suit in hiring compliance officers to advise their scientists and support a strong reputation for organisational compliance.

Private Sector & Consulting (Non Defence): Beyond the defence sphere, certain private sector companies that deal in controlled dual use goods have grown their compliance teams. These include high tech manufacturing (e.g. electronics, avionics, and communications firms), mining or chemical companies with sensitive explosives or chemical exports, and even sectors like space and satellites. While not as large a slice as defence, these companies increasingly seek export control talent to handle export permits and ensure global trade compliance. Some have standalone roles (e.g. “Export Compliance Manager” at a tech firm). Additionally, consulting firms and defence service providers have entered the fray. Firms like Goal Group (an Australian consultancy specialising in global defence trade compliance) have been recruiting “International Trade Compliance/Export Control Specialists” to support various client projects either in permanent roles, ad-hoc discrete projects to uplift compliance, or through seconding practitioners into organisations lacking internal expertise. Likewise, major consultancies and law firms have noticed the demand creating advisory roles to help companies manage export compliance requirements. This consulting niche has grown due to many SMEs who cannot afford a fulltime expert but still need expert guidance. The formation of networks like ECAG itself in 2024 (discussed later) also reflects how the private sector is pooling knowledge to address compliance challenges.

Job Titles and Examples: Across these sectors, job titles vary but often indicate the focus on export regulations. Common titles now seen in Australia include: Export Control Officer, Export Controls Manager, Trade Compliance Manager, International Trade Compliance Advisor, Export Licensing Specialist, Defence Trade Controls Officer, Technology Control Manager, and more. Each may have a slightly different focus, some lean legal/policy, others technical. For example:

●      “Export Controls Manager” at ASC Pty Ltd (Australia’s submarine builder): A recent ASC job ad sought a manager to “develop strategies to identify and mitigate risk arising from export control/controlled technology frameworks including… the Australian Defence Trade Controls and Customs Acts, the US ITAR and Export Administration Regulations (EAR), [and] UK and European export control regimes”. The person would oversee compliance to protect ASC from legal and financial risk and support programme execution. The candidate needed “5+ years’ experience in managing domestic and foreign import/export control laws” and eligibility for a NV1 security clearance. Thus, even midtier defence companies now require seasoned professionals with multijurisdictional knowledge.

●      “Export Control Practitioner” at BAE Systems: BAE’s listing highlighted providing “subject matter expertise, including day-to-day advice on export control regulations and company policies”, training colleagues, mentoring junior export control officers, managing licensing requirements, and auditing compliance. This shows how in large companies, the export control function has levels (practitioners guiding officers, etc.) and emphasizes internal capacity building (training and mentorship).

●      “Trade Compliance & Export Control Officer” at Thales Australia: (Based on a LinkedIn profile) likely entails dual responsibility for import/export compliance and trade sanctions, indicating how roles can combine export controls with related compliance areas like sanctions or customs.

●      “Senior Technical Assessor” (DEC): Focuses on technical classification of goods and liaison with export control regimes internationally, illustrating a more policy/technical hybrid role in government.

These examples underscore the diversity of roles but a common theme: the ability to interpret and apply complex regulations across multiple jurisdictions. Which brings us to the skill sets and qualifications that employers are seeking in these professionals.

Skills, Qualifications and Experience in Demand

What does it take to be an export control professional? The field’s rapid emergence means there is no single prescribed pathway. Practitioners often come from varied backgrounds. However, job postings and case studies reveal a pattern of common skills, qualifications and experiences valued in this career:

●      Knowledge of Export Control Laws and Regulations: First and foremost, expertise in the relevant laws, both Australian and often allied countries’ regimes. Employers expect familiarity with Australia’s export control framework (the Customs Act provisions, Defence Trade Controls Act and its permits system, the DSGL, etc.) and with US laws like ITAR and EAR. For instance, a Northrop Grumman job required “experience interpreting and providing guidance on Australian and U.S. export and import regulations”. Similarly, the ASC role explicitly listed Australian, US, UK, and EU regulations. Many Australian defence companies handle US controlled tech (via Foreign Military Sales or direct commercial sales), so understanding ITAR is often non-negotiable. UK export control knowledge is also a plus (especially post AUKUS and with the Trump 2.0 administration flagging US withdrawing support and investment from European defence). Sanctions compliance (UN/U.S./Australian sanctions laws) is another adjacent area often lumped into these roles, so a broad trade compliance awareness is beneficial.

●      Educational Background: There is no single degree in “export controls” (no formal education pathway) more on that challenge later. Employers therefore look for relevant fields that develop either legal/regulatory literacy or technical understanding (or both). Commonly accepted backgrounds include Law, International Relations, Business, or Engineering/Science. For example, Northrop’s manager role sought a “Tertiary qualification (Business, Law or similar)”, while the QUT officer role suggested postgraduate qualifications in law, science, engineering, or information security. The DEC assessor role required an engineering or physics degree, reflecting its technical lean. This reflects two “streams” of talent: one more policy/legal oriented (often law or international business graduates) and one more technical (STEM graduates who can grasp the technology being controlled). Some professionals also come from a defence/military background with experience in logistics or signals, giving practical know-how on controls. Increasingly, dual knowledge is highly prized e.g. an engineer who also understands legal compliance, or a lawyer who is tech-savvy. Many job ads describe the ideal candidate as having a mix of analytical, research, and problem solving skills to apply the rules to novel scenarios.

●      Experience: Because formal training is scarce, hands on experience is gold. Employers often ask for several years of direct experience in export controls or related compliance. ASC wanted 5+ years in export control management. Experience can be gained in various settings, like prior work in a defence company’s export team, or in government (DEC or customs), or even overseas experience in the US/UK compliance field. Having dealt with export licence applications, technology classification, audits, or policy development is extremely valuable. Some adverts accept “experience in risk management or compliance in a similar regulatory field” as a substitute, recognising that a skilled general compliance officer can be trained in export specifics. For entry level or junior roles, companies might accept fewer years if the candidate shows aptitude and willingness to learn and the right educational background.

●      Communication and Stakeholder Management: Virtually every export control role emphasizes soft skills such as the ability to communicate complex rules clearly to engineers, researchers, or executives. For example, the ASC job highlighted “excellent verbal and written skills and strong attention to detail”. BAE’s practitioner listing stressed relationship building, influencing skills, and the trust of stakeholders. This makes sense: export control officers must often train others, issue directives, or persuade project managers to change course or pause for compliance. They act as internal advisors and sometimes have to enforce unpopular rules (“No, you can’t email that technical document overseas without a permit”), so diplomacy and clarity are key. They also liaise with government officials (e.g. when seeking guidance from DEC) and even foreign partners’ compliance teams. Thus, being an effective communicator across all levels from shopfloor technicians to CEOs is crucial.

●      Organisational and Analytical Skills: The job involves a lot of detail management, such as keeping records of licences, tracking technology movements, maintaining audit trails hence ads often mention being detail oriented and organised. Analytical skills are needed to interpret whether a given technology falls under control or to assess risk. DEC’s ideal candidate description included “excellent judgement and problem solving” . Ability to research and assess technical data (especially for those in classification roles) is important. Some roles explicitly mention proficiency in tools like Microsoft Excel for tracking exports or database systems for licence management.

●      Leadership and Mentoring: Senior roles require leadership abilities to build a team or influence an organisation’s culture. Northrop’s manager role expected experience leading a team and developing team members. BAE’s practitioner was to mentor junior officers. As teams grow, a career ladder is forming: one can progress from an analyst/officer to a senior advisor to a manager overseeing others. Thus, management and coaching skills are increasingly part of the package for higher level positions.

●      Ethical Judgment and Integrity: Export control professionals handle sensitive decisions that can have legal implications. Companies seek people with a strong ethical compass who will uphold compliance even under pressure. BAE explicitly noted “high ethical standards” as a requirement. This aligns with the trust placed in these roles for example, in the US system an Empowered Official must be empowered to sign off licences and is expected to do so truthfully and responsibly. Australian employers similarly want officers who won’t cut corners.

●      Security Clearance Eligibility: A very Australian specific “qualification” that appears in many ads is the ability to obtain a government security clearance. Because many defence related roles involve access to classified information or controlled technology, candidates often must be Australian citizens and able to pass clearance vetting. For example, “must be eligible for Australian Defence security clearance (NV1)” was in ASC’s criteria. BAE’s advert states that “applicants must be Australian citizens and either possess or be eligible to obtain appropriate clearances”. Northrop’s listing similarly: “As a Defence security clearance is required… you must be an Australian Citizen”. Additionally, because US ITAR technology is involved, some roles also have nationality restrictions (ITAR requires that only certain nationals access US tech unless an exception applies). Northrop cautioned that “ITAR is applicable, as such your nationality may be a factor in determining your suitability”. ASC outright noted that due to US export restrictions, “applicants holding nationality of certain foreign countries will not be eligible”. While not a skill per se, these requirements significantly shape the talent pool and pose challenges (discussed later).

In summary, export control professionals are multiskilled compliance experts. They are part lawyer, part engineer, part project manager, part educator and part change-manager. They typically hold a bachelor’s or higher degree (often with additional certifications or on the job training in trade compliance), have several years’ experience in related roles, and possess a keen eye for detail and risk. Because the field is evolving, many practitioners describe having “fallen into it” by chance and learning by doing. As one global trade compliance recruiter noted, “there is little to no specific academic route… people typically ‘fall into it’… learning on the job”. This underscores the current challenge in Australia: how to train the next generation of export control officers in a more deliberate way.

Case Studies: Recent Job Postings in Focus

Recent job postings from 2023 to 2025 illustrate the growing but still specialised demand for export control professionals in Australia.

·       Department of Defence – Senior Technical Assessor (Canberra, APS6): This role involved assessing goods and technology against the DSGL and advising industry and academia. Candidates required a technical background in engineering or physics and familiarity with export regimes like the Wassenaar Arrangement. It reflects how government seeks experts who can bridge technical and policy domains.

·       ASC Pty Ltd – Export Controls Manager (Adelaide): ASC sought a manager to oversee technology controls and access management, particularly for submarine programs linked to AUKUS. The role required 5+ years’ experience and security clearance eligibility. Notably, foreign nationals from certain countries were excluded due to access to US-controlled tech—highlighting the sensitive nature of such positions.

·       Northrop Grumman – Manager, International Trade Compliance (Brisbane): This leadership role focused on developing compliance strategies for Australian operations in line with Australian, US, and allied regulations. It required export control expertise, team leadership skills, and the ability to train staff in ITAR/EAR. Only Australian citizens eligible for clearance were considered.

·       QUT – Export Control and Security Officer (Brisbane): One of the first dedicated academic roles of its kind, this position blended export compliance and DISP security responsibilities. It required postgraduate qualifications or equivalent experience and showed how universities are now funding high-level positions to protect research programs.

·       BAE Systems – Export Control Practitioner (Multiple Locations): BAE advertised for a mid-level practitioner to support licensing, training, and compliance assurance. While technical qualifications were not strictly required, soft skills such as integrity, communication, and leadership were emphasised. This case also reflects BAE’s structured internal export control function and commitment to workforce diversity.

Together, these examples show that export control careers are emerging across sectors—from government and primes to universities. Roles vary in technical, policy, and advisory focus, but all demand security clearance, a working knowledge of export laws, and strong stakeholder skills. The market is vibrant, yet the supply of experienced practitioners still lags behind growing demand.

Challenges in Building Export Control Talent

Despite the positive trajectory, Australia faces several challenges in cultivating and sustaining export control expertise:

1. Skills Gap and Talent Shortage: The surge in demand has led to a classic skills shortage. Simply put, there are not enough experienced export control professionals in Australia to fill all the emerging roles. Companies often end up competing for the same small pool of known experts. Many positions stay open for extended periods due to difficulty finding qualified candidates. A global recruiting firm observed that “demand for trade compliance skills continues to soar globally” and that many organisations face a critical skills gap. This is true in Australia; the workload on the few available experts has grown immensely. Some companies have had to hire from overseas (bringing expats with ITAR experience, for example) or poach talent from one another. The skills gap is exacerbated by how quickly requirements evolved e.g., AUKUS and new legislation created needs almost overnight, not allowing a gradual pipeline of talent to form. One consequence is overburdening of existing professionals: many report that their workload has increased to potentially unsustainable levels as they try to cover multiple programmes and compliance tasks. This poses retention risks, such as burnout which can lead people to leave the field, worsening the shortage.

2. Lack of Formal Education and Training Pathways: Unlike fields such as law or accounting, export controls has no dedicated degree or universally recognised certification in Australia. Historically, people “fell into” the role from adjacent disciplines, learning via mentorship and on the job. As the Leonid global insight noted, “there is little to no specific academic route for people to purposefully carve out a career in trade compliance”. In Australia, this remains the case. In 2025 there are no university courses that a student can take titled “Export Controls 101” (though some universities might touch on it within broader international law or international security programmes). The Defence Export Controls office and groups like SIA (Society for International Affairs) offer short courses and workshops, but these serve to upskill current practitioners rather than create new ones from scratch. The lack of a formal curriculum means new entrants often lack baseline knowledge and must be trained from ground zero by employers. This is a burden on organisations and makes onboarding slower. By contrast, in the US there are established training conferences, professional associations, and even graduate certificates in export compliance. The UK, through export control industry associations, are establishing soon to be released compliance courses and credentials. This is something Australia is only beginning to emulate (for instance, the first Export Controls Conference in Australia was launched in 2024/2025 to share knowledge, with sessions specifically on managing staff and training). The need for more structured training is clear if the field is to scale.

3. Limited Awareness of the Career (Attracting Talent): Most graduates or even midcareer professionals in Australia are simply not aware that “export control officer” is a career option. It’s a behind the scenes function and doesn’t have the profile of cybersecurity or project management. Thus, attracting fresh talent is hard as people don’t aspire to a career they’ve never heard of. The narrative around AUKUS and defence jobs often highlights engineers and cyber specialists, rarely compliance officers. Even within companies, export control roles can be misunderstood or underappreciated until something goes wrong. This low profile means few newcomers naturally flock to the field. Additionally, since many roles require citizenship and clearances, the talent pool is restricted, cutting off otherwise interested noncitizens or those in unrelated sectors.

4. High Entry Barriers (Clearances and Citizenship): As noted, many roles require Australian citizenship and the ability to obtain a security clearance. This automatically excludes a portion of potential talent (e.g., recent immigrants or international students who might have relevant skills). Even for citizens, the process of obtaining a clearance (background checks, etc.) can take time, delaying hiring. Moreover, for roles involving ITAR controlled tech, companies often cannot hire dual nationals or citizens of certain countries, due to US requirements. The QUT position explicitly required “Australian citizenship only (not dual)” as a legal requirement for the DISP security officer. While these restrictions are necessary for security, they reduce the flexibility of hiring and can make diversity more challenging (for example, talented individuals who naturalized as Australians but retain another citizenship could be ineligible for some jobs). It’s a delicate balance: the field needs more people yet must impose strict vetting on who can join.

5. Retention and Career Development Issues: Keeping talent in this field can be as hard as finding it. Skilled export control officers are often lured by higher-paying offers (e.g. moving from a university to industry for a salary bump, or from industry to a US based role). Within organisations, these roles can sometimes feel siloed, so there might be limited upward mobility if the compliance team is small. Some practitioners express concern about being the lone voice of “no” or “wait” in a project driven culture, which can lead to job frustration if compliance is not supported from the top. However, this is improving as companies recognise the strategic value of compliance. Creating clear career pathways (from junior analyst to manager to director of trade compliance) will be important for retention. Without that, people might transition to broader roles (like general risk management or project management) or leave the field.

6. Keeping Pace with Changing Regulations: The target is moving. New laws (e.g. the Defence Trade Controls Amendment Bill 2024 with sections 10A, 10B, 10C introducing controls on Australian “content” and training of foreign persons) add complexity that current practitioners must quickly master. Businesses now face expanded obligations such as the new section 10B on reexports of Australian content. This increases workload and the knowledge required. Compliance teams must constantly update their internal policies and retrain staff. For a small team or single officer, this is a heavy lift, essentially needing continuous professional development to stay current. It’s both a challenge and a motivation for more networking (hence events like the Export Controls Conference where peers share updates). The fast-evolving nature of export controls (tied to geopolitical shifts) means today’s expertise can become obsolete unless continually refreshed. This makes some employers hesitant to hire someone without prior experience fearing a steep learning curve which circles back to point 1 on the skills gap.

7. Organisational Culture and Integration: In some organisations, especially SMEs or research labs, export controls are still seen as a bureaucratic hurdle rather than a vital function. Getting buy-in from leadership to invest in compliance staff and tools can be a challenge. Where companies have not faced an incident or penalty, they might underestimate the importance until an issue arises. Thus, an export control officer may find themselves struggling to get resources or attention (the classic problem of convincing others of a risk before it materialises). This cultural challenge is gradually being overcome, especially with high level attention under AUKUS and government messaging that companies must improve compliance or jeopardise access to tech. Indeed, the U.S. explicitly making ITAR exemptions contingent on Australia’s robust controls sent a clear signal. Nonetheless, part of the practitioner’s job is internal advocacy “selling” the importance of their work to colleagues and bosses, which can be stressful.

In facing these challenges, Australia is not alone, The US and UK have navigated similar issues (albeit with larger ecosystems of experts to draw on). Lessons from those countries provide insight into how Australia might address its talent gap.

International Perspectives: The US and UK Landscape

Both the United States and United Kingdom have long histories of export control compliance careers, offering a useful comparison. In the US, export control (often termed “Export Compliance” or “Global Trade Compliance”) is a well established profession due to strict enforcement of ITAR and EAR over decades. Many American defence contractors and high tech firms have entire departments for trade compliance. It’s not uncommon for a large aerospace company in the US to have 200-300 staff in export compliance, including regional Empowered Officials, licensing specialists, and analysts. Professional organisations (like SIA and NDIA’s Export Control Working Groups) and consultants abound. The career path in the US is clearer: one can start as an Export Compliance Analyst and rise to Director of Export Compliance or even Chief Compliance Officer roles. Notably, US regulations require companies exporting defence articles to appoint an “Empowered Official” (EO), which is a senior employee authorised to sign licence applications and knowledgeable about compliance (per ITAR §120.25). This legal requirement effectively mandates that companies cultivate individuals with significant export control expertise. As a result, thousands of Empowered Officials and compliance officers are active across the US. There is also a thriving industry of training programmes (both inhouse corporate training and external seminars) to certify people in these regulations. Universities in the US do not typically offer degrees in export controls, but there are certificate courses and many law schools cover export control in their curricula. Therefore, the talent pipeline in the US often comes from graduates in international trade law or from military/government service who transition to industry.

The United Kingdom similarly has a robust cadre of export control professionals, though on a smaller scale than the US. The UK’s export control organisation (ECJU: Export Control Joint Unit) works closely with industry, and many UK companies have compliance officers to deal with the UK Export Control Order and licensing (for military and dual use items). Historically, UK firms had to navigate both domestic controls and EU dual use regulations, and now pos tBrexit they maintain their own system aligned with global regimes. The UK has its version of general export licences and a culture of compliance, particularly among defence contractors (BAE Systems in the UK likely employs dozens of specialists who counterpart those in Australia). With AUKUS, the UK, like Australia, was deemed “comparable” in its export control system by the US, which is partly a recognition of the strength of its compliance workforce. That said, the UK also faces talent challenges. UK government and industry have warned about shortages of skilled export control officers and the need to train more, especially as technology evolves and rules become more complex (for example, controlling emerging tech like AI or biotech requires new expertise).

The AUKUS Effect: The AUKUS pact among Australia, the UK, and the US is also causing a closer integration of compliance practices across the three countries. In 2023-2024, significant reforms were undertaken: the US introduced ITAR exemptions for Australia and the UK, and Australia passed laws to reciprocate exemptions for the US/UK . These changes are meant to reduce barriers for AUKUS collaboration (a “trilateral export licence free environment” in many cases). Paradoxically, easing regulatory barriers in some areas increases the need for skilled professionals to administer and monitor these new arrangements. Companies cannot simply assume “no licences needed now”; they must carefully determine if a project qualifies for the exemptions or if some sensitive technologies are excluded from the free trade provisions. Thus, export control experts in all three countries are in high demand to implement the AUKUS reforms properly. In the US and UK, this has perhaps added marginally to an already large field. In Australia, it created entirely new roles e.g., Australian companies partnering with US firms under AUKUS might hire a dedicated compliance officer just to manage that interface.

What can Australia learn? One insight from the US/UK is the importance of professional communities and information sharing. Both countries have networks of practitioners who regularly share best practices, be it through conferences, online forums, or mentorship. Australia is catching up: the formation of ECAG in 2024 is analogous to creating an Australian community of practice. Already, ECAG and other forums are hosting roundtables and training sessions with international experts (for example, ECAG’s Avalon 2025 roundtable on ITAR exemptions brought together government and industry to discuss compliance cooperation). These interactions help upskill Australian professionals and integrate them into a global knowledge network.

Another lesson is the value of entry level development programmes. In the US defence industry, some companies have rotation programmes or junior analyst roles where new grads can enter compliance and be trained by seniors. Australian organisations are now starting to consider similar models (for instance, larger firms like BAE or Boeing Australia can create graduate rotations through the export control department to expose new engineers to compliance early on). Formalising mentorship by pairing a less experienced hire with a veteran (including perhaps mentors from the US/UK via corporate connections)  can accelerate learning.

Lastly, the US/UK experiences underscore the inevitability of continuous learning in this field. Export control professionals must keep one eye on policy and legal changes at all times. The pace at which rules change (e.g., US export controls on emerging technologies, UK creating new Open General Licences for AUKUS) means static knowledge is not enough. This has led to the rise of highly specialised lawyers and consultants in those countries who focus only on export control law. Australia may see a similar trend: law firms and consultancies here have begun to build trade compliance as a speciality service, which will provide external support and also a career path (some practitioners may choose to move into advisory roles after inhouse stints).

In conclusion, the US and UK show that while the challenge of keeping a talent pipeline is ongoing, it is possible to build a mature ecosystem through strong networks, mandatory roles (like Empowered Officials, which ensure every company must have a knowledgeable person), and a cultural understanding that export control compliance is nonnegotiable. Australia’s journey is following that trajectory, accelerated by strategic imperatives. The next step is to formalise and sustain growth, which is an area where ECAG and partners are already active.

Building a pipeline: Strategies and Solutions

Addressing the skills gap and ensuring a steady supply of export control professionals requires concerted efforts by industry, government, and educational institutions. Here we outline key strategies to attract, develop, and retain talent in this field:

1. Promote Early Career Awareness and Entry Paths: It’s crucial to introduce export controls as a viable and exciting career to students and young professionals. This could involve:

●      University Outreach and Curriculum Integration: Defence and industry bodies can work with universities to include export control topics in courses (for example, a module in international law degrees about strategic trade controls, or a guest lecture in engineering management courses about compliance in defence projects). Scholarships or internship programs specifically for export control could entice students in law, policy, or STEM fields to consider this niche. The University of Adelaide (an ECAG partner) and others might develop short courses or electives on export controls, possibly in partnership with ECAG experts.

●      Graduate Programs and Internships: Companies and government agencies can create graduate positions that allow newcomers to learn on the job. For instance, the Department of Defence could have a graduate stream in export controls within its broader graduate intake, rotating them through DEC, export policy, and defence industry placements. Industry could offer internships in trade compliance departments (even a 3 month placement can spark interest). Highlighting some success stories of young professionals who joined and grew in this career (perhaps through ECAG’s blog or events) will also help break the perception that it’s a second-tier career choice.

●      Career Fairs and Marketing: ECAG and industry associations can include export control roles in defence and technology career fairs. Developing clear descriptions of the role’s importance (e.g., “Help safeguard Australia’s advanced technology and enable AUKUS partnerships - become an export control officer!”) can attract patriotically or mission driven individuals. It’s also worth emphasising the cross-disciplinary nature (for those torn between law and science, this career offers both).

2. Facilitate Mid Career Transitions: There is untapped talent in adjacent fields that can transition into export controls with some training:

●      Professionals in logistics, customs brokerage, or freight, understand exporting processes and some regulations, so learning strategic trade controls is a logical step.

●      Engineers or scientists in defence who have gained informal exposure to ITAR (perhaps as a user) could formally move into a compliance role, leveraging their tech knowledge.

●      Lawyers and legal advisors focusing on trade, security, or intellectual property could specialise in export control law (some already consult in sanctions/export law at firms; encouraging more to do so grows the pool).

●      To enable these transitions, short “bridge courses” or certifications would help. The government might fund the development of an Export Control Certification Program which could be a multiweek course culminating in an exam targeting midcareer professionals. ECAG, universities, and defence industry partners could collaborate on this. Not only would this upskill people quickly, but it would also signal to employers a basic level of competence from junior – specialist – manager level.

●      Mentorship and Networking: Creating mentorship pairings where an experienced export control manager mentors someone from a related field interested in moving over can provide guidance and contacts. ECAG could run a mentorship scheme as part of its membership benefits, matching newbies with veterans.

3. Improve Training and Professional Development: To tackle the training gap, a more structured approach is needed:

●      Regular Workshops, Resources and Advanced Training: The Export Controls Conference (which in 2025 offered two days of training and panels) is a great start this. Making this an annual event and expanding training opportunities, this is hosted by SAHR and International Trade Advisors (ITA). The DEC Outreach team already holds info sessions ; this could be scaled up with practical “how-to” clinics on filling out permits, classifying goods, etc. Online webinars can reach those in distant parts of Australia. Australian Industry Group (AIG) also publish a “Export Controls Best Practice Guide” that provides practical guidance and templates for businesses to apply. More resources and templates are needed, and perhaps centralised, for all to access. ECAG are looking to compile a list and host this centrally.

●      Certification or Accreditation: DEC are looking to address Recommendation 4 in the Review of the Defence Trade Controls Act 2023, to Introduce an accreditation for export control professionals in Australia. This is looking to become a tiered accreditation and is currently being refined by DEC. ITA also hold training courses that provide a certificate of acknowledgement.

●      On-the-Job Training and Knowledge Repositories: Organisations should invest in training their export control staff continuously. Given the evolving rules, a portion of an officer’s time should be allowed for attending courses or self-study. Creating internal playbooks and knowledge repositories (with updates on law changes, case studies of compliance issues) can help less experienced team members get up to speed. Larger companies might consider exchange programs – e.g., sending an Australian compliance staffer to the US parent company for a few weeks to learn best practices, and vice versa.

4. Strengthen Communities of Practice: A supportive community can greatly enhance knowledge and morale:

●      Export Control Practitioner Networks: There are some Communities of Practice in Australia, SAHR and ITA faciliate on group, and DEC are looking to create another in mid-2025. Sometimes a peer at another company might have dealt with a similar issue and can provide insight. This type of network is invaluable given the secrecy that often surrounds controlled projects. As long as proprietary info isn’t shared, such peer support can be mutually beneficial.

●      Mentoring and Knowledge Transfer: We touched on mentorship for newcomers, but equally important is capturing the wisdom of those who have been doing this since before it was cool. Some early pioneers (perhaps ex-Defence officials or longtime compliance managers) might be nearing retirement in the coming decade; ensuring they pass on their lessons learned either through writing (blogs, articles, case studies) or speaking engagements is important. ECAG’s Thought Leadership & Commentary platform supports this mission.

5. Emphasize the Mission and Opportunities: Attracting and retaining people often comes down to motivation. It helps that export control roles have a clear larger purpose, which is safeguarding national security while enabling Australian industry to grow. Employers and leaders should consistently frame the work in these terms. Recognising achievements (e.g., an export control team that enabled a major delivery or passed a tough audit) will make practitioners feel valued. The narrative should be that these professionals are enablers of innovation and trade. Also, highlight the opportunities for growth: as export controls gain prominence, high performers might find themselves advising CEOs or ministers, shaping international policy, or taking on global roles. It’s a field where Australia is becoming a leader in the IndoPacific, so one could foresee Australian experts being called on to help other allied nations build capacity, etc. Painting this dynamic, impactful career picture can help lure talent who want both challenge and purpose in their work.

6. Tackle Clearance Hurdles Creatively: While the citizenship rule cannot be changed easily, there are ways to mitigate its limiting effect:

●      Identify and encourage permanent residents on track to citizenship who have relevant skills to join the field once they naturalise. Perhaps provide provisional training opportunities or non-classified project roles to involve them early, so that when they do get citizenship, they can quickly step into a cleared role.

●      Work with security agencies to streamline the clearance process for export control professionals. Maybe develop an understanding that these roles are critical and fast-track their applications where possible. Also, ensure candidates know what’s involved in obtaining clearance so they aren’t deterred by uncertainty.

7. Increase Public Sector/Private Sector Collaboration: The government can play a big part in growing the workforce:

●      Expand DEC and related teams not only to do their regulatory job but also to serve as training grounds. Hiring some less experienced staff at junior levels in DEC, who after a few years might rotate out to industry, to circulate knowledge. The UK ECJU, for instance, regularly interacts with industry and staff often move between regulator and industry, crosspollinating expertise.

●      Leverage AUKUS and defence industry programmes: Under AUKUS, various funding and support streams exist to boost industrial capability. Workforce development for export controls should be included. Grants or incentives could be offered to companies that invest in compliance training or to universities that launch relevant programmes.

●      National Awareness Campaigns: It might sound unusual, but even a few well placed articles or media pieces on the importance of export control professionals (perhaps in defence magazines or business journals) could bring attention. If government leaders or ministers in speeches about AUKUS mention the need for “skilled export control professionals” alongside engineers, it validates the field publicly. In turn, this helps with internal corporate support as well.

In essence, a multipronged approach is required’; one that spans educational interventions, corporate HR strategies, community building, and policy support. The goal is to ensure Australia has a sustainable pipeline from entry level to seasoned expert, to meet not just current needs but future expansion. With AUKUS likely to drive high tech collaboration for decades and Australia positioning itself as a hub of advanced manufacturing, export control capability will remain a critical piece of the puzzle.

The Role of ECAG and Path Forward

The Export Controls Australia Group (ECAG), established in 2024, has quickly become a credible player in addressing these workforce and skill challenges. ECAG’s formation itself was a response to the growing recognition that export control issues needed dedicated focus and that practitioners would benefit from a unified voice and network. As “the sole not for profit national body in Australia that deals exclusively with export control issues”, ECAG is uniquely positioned to drive change and support talent development.

What ECAG is Doing:

●      Networking and Information Sharing: ECAG regularly “meets with industry experts both locally and internationally and works with government to facilitate meaningful connections”, providing “reliable, unbiased information sharing”. By hosting forums, webinars, and roundtables, ECAG enables professionals to learn from each other and from policymakers. For example, ECAG’s roundtable at the Avalon Airshow in 2025 brought together senior government and industry reps to discuss export control reforms under AUKUS. Such events not only update practitioners on the latest developments but also allow them to form mentor/mentee relationships and support networks.

●      Cultivating a Community of Practice: ECAG states its goal as “cultivat[ing] a robust ecosystem of export control practitioners in Australia” and “equipping individuals with the knowledge and expertise necessary to safeguard our national strategic interests”. ECAG focusses “education, insights and light advocacy” to foster a community of adept practitioners. This philosophical approach treating practitioners as a community with a shared mission helps with retention and morale. People feel part of something larger than their individual job. ECAG also spans across sectors (its membership includes people from primes, SMEs, universities, and consultants), which breaks down silos. An academic compliance officer can compare notes with a defence contractor export manager via ECAG events, each learning from the other.

●      Strategic Partnerships: ECAG’s strategic partnerships play a critical role in strengthening Australia’s export control ecosystem. By collaborating with organisations across industry, academia, government, and the non-profit sector, ECAG is better positioned to build capacity, share knowledge, and support the professionalisation of the export control field nationwide. These partnerships can assist ECAG not only to deliver information, guidance and advocacy, but also demonstrate a shared commitment to safeguarding Australia’s strategic technologies and aligning with allied protective security standards. Whether defence primes, SMEs, universities, or peak bodies, organisations that partner with ECAG signal to their stakeholders and government that they take export control compliance seriously and are actively contributing to a more secure and sovereign industrial base.

Australia is at a pivotal moment, the investments in defence capability and technology sharing are unprecedented, and export control professionals are the unsung enablers of this revolution. By implementing the above strategies, Australia can ensure it has a pipeline of skilled practitioners to match its strategic ambitions. ECAG’s role in this cannot be overstated; as a dedicated group it will continue to champion the cause.

Conclusion

The period from 2015 to 2025 has seen export control careers in Australia evolve from a little known back office function to a strategic, in demand profession. In just a decade, the field expanded dramatically in response to Australia’s growing role in global defence partnerships and high tech trade. We have chronicled how job opportunities have expanded, diversified across sectors, and became more sophisticated in scope. Hand in hand, the skill set required of practitioners has become more clearly defined, demanding a rare blend of regulatory savvy, technical insight, and interpersonal skill. Real world job examples from organisations like DEC, ASC, Northrop Grumman, QUT, and BAE Systems illustrate both the common threads and unique contexts these professionals operate in.

Challenges persist, notably the shortage of experienced practitioners and the lack of formal training pathways, but these are being actively addressed. Industry, government, and academia are awakening to the need to nurture export control talent as a national asset. Through targeted strategies such as from raising career awareness and creating education programmes, to improving training and fostering a strong community of practice, Australia is laying the groundwork to support this career path for the long term. The comparisons with the US and UK show that with commitment, it is possible to build a robust ecosystem of compliance experts who can handle the demands of ever evolving export regimes.

Crucially, the establishment of the Export Controls Australia Group (ECAG) in 2024 marks a turning point. ECAG’s efforts in bringing stakeholders together, advocating for sensible policy, and empowering current and future practitioners are already bearing fruit. As ECAG puts it, the aim is to “shape the future of export controls in Australia” and that inherently means shaping the future workforce that will carry that mission. The next few years will likely see further professionalisation of the field: more structured career paths, possibly formal certifications, and a steady influx of new experts drawn by the compelling mix of national service and global engagement that export control careers offer.

For Australian industry and government audiences, the message is clear: investing in export control capability is essential to unlocking the opportunities of AUKUS and beyond. A strong export control workforce is an enabler as it builds confidence among allies, smooths the path for technology sharing, and protects Australian innovations. Conversely, failing to develop this capacity could become a bottleneck, slowing projects or risking compliance failures. Fortunately, the trajectory so far is positive.

By 2025, Australia has demonstrated it can grow a cadre of skilled export control professionals; the task now is to continue that growth and ensure it is sustainable. With continued collaboration and commitment  and by attracting bright minds into this important line of work  Australia can become a world leader in export control compliance. The careers of those in this field will only become more interesting and pivotal as technology and geopolitics intertwine in the coming decades. The foundations laid from 2015 to 2025 have set the stage for export control professionals to move from the shadows to the spotlight as key players in Australia’s defence industry success story.

Sources:

1. Export Controls Australia Group (ECAG)  About us and media release

2. Job advertisement excerpts:

●      ASC Pty Ltd  Export Controls Manager

●      Northrop Grumman Australia  Manager, International Trade Compliance

●      Queensland Univ. of Technology  Export Control & Security Officer (Position Description)

●      Dept. of Defence (DEC)  Senior Technical Assessor (APS6)

●      BAE Systems  Export Control Practitioner

3. Leonid Group  Global trade compliance skills shortage insight

4. Reuters  “Australia, UK export control regimes comparable to US” (AUKUS)

5. Export Controls Training & Conference 2025  Event details

6. SEEK job search  Export Control jobs in Australia (April 2025) .