By: Dario Rosić, retired Sergeant Major of the Croatian Army.
About the Author
After 28 years of military service, he continued his career in international organizations (Amazon, Maersk, NATO). He is author of the SPECTRA 2.0 initiative: “A Strategic Concept of Civil–Military Cooperation in the Employment System”.
SPECTRA 2.0 is conceived as permanent infrastructure and not a time-limited project, that connects people, processes, and technology and measures outcomes: employability, retention, skills growth, and family well-being.
He has led complex operational systems and transformation programs, from command structures and missions to managing large logistics and security chains in corporate environments. That experience of connecting people, processes, and technology in international teams (both in uniform and out of it) is the foundation of the approach he advocates in this article.
The author of this document, as a guest speaker, spoke at the International WAPES Conference held in Riga, Latvia. The conference theme was “PES Collaboration with Defence and Security Sectors.” (https://www.linkedin.com/feed/update/urn:li:activity:7384214023229054976/)
At the conference, a global trend was confirmed: establishing integrated career-development systems for military personnel—including education, digital competencies, AI tools, and cross-sector mobility.
This experience confirms that Croatia has the prerequisites to establish its own model of civil–military cooperation in employment, supported by European funds, industry, and labour institutions.
EU Geostrategic Context
Europe is undergoing its deepest security and industrial shifts since the end of the Cold War: wars in the neighbourhood and cyberattacks, disrupted supply chains, and accelerated re-industrialization. The EU strongly promotes a dual-use approach and civil–military cooperation, while the labour market simultaneously faces a shortage of qualified people precisely in the sectors of security, logistics, energy, and advanced technologies.
Future threats will almost certainly be hybrid: a combination of cyber intrusions, information operations, and pressure on critical infrastructure and energy security. The response requires rapid mobilization of knowledge and people: an integrated model for transitioning military/police personnel into civilian careers, stronger development of dual-use innovation, and continuous alignment of education with industry needs.
1) EU/global trends: what’s next?
The trend in Europe, but also in the world, is towards an integrated, civil-military model of career development in such a way that states combine defence, the labour market, education and industry into one system that plans a career from entering the service to the transition into civilian life — with the possibility of reverse mobility when necessary. The EU and NATO are encouraging a dual-use approach and are rapidly funding such models through instruments such as NATO DIANA, the European Defence Fund (EDF), the Hub for EU Defence Innovation (HEDI) and other programs, while nationally developing digital platforms that track competencies, provide AI learning recommendations and connect people to jobs in real time.
The reasons may lie in the explosive growth of the European defence industry and the shortage of skilled labour in security, IT, cybernetics, logistics and advanced manufacturing. International forums (e.g. WAPES) confirm the direction towards systems that combine education, digital competences, AI tools and cross-sectoral mobility. This is also an opportunity for Croatia to position itself in a timely manner — the SPECTRA 2.0 model is aligned with this trend and foresees just such an integration of people, processes and technology, without the need to create new offices/departments and relying on available EU/NATO mechanisms.
2) Why SPECTRA 2.0—and why now?
I propose SPECTRA 2.0 because the geostrategic and market context of Europe is changing extremely rapidly. Defence spending is growing at high rates and reindustrialization is taking place, while at the same time there is a shortage of qualified people in the fields of security, logistics, cybersecurity and advanced technologies.
As a citizen of an EU and NATO member state, I believe that Croatia has both the opportunity and the responsibility to respond systematically – not only with technology, but also with smart human resource management. 
With SPECTRA 2.0, I turn this response into a practical model: I integrate education, career planning and bridges to industry so that the transition from uniform to civilian employment is planned, fast and measurable.
The international trend is clear: countries are building integrated, “dual-use” career development systems with an emphasis on AI tools, lifelong learning and two-way mobility between the defence and civilian markets.
In Croatia, today’s programs and participants (MoD, PES, MSE, veterans’ policies, industry) are valuable, but insufficiently connected. The system operates by departments, without a unified approach, but also without an essential tool, which is a standardized “translation” of military skills into civilian qualifications. According to my proposal, SPECTRA 2.0 connects all participants into one team, without creating new bureaucracy and relying on existing capacities and existing mechanisms that need to be harmonized, clearly defined and complementary.
Time is also crucial due to the EU financial framework: ESF+ and other instruments for employability and dual-use innovation are already available, and the next programming period from 2028 – 2034 requires timely positioning of Croatia with clear, integrated projects (not with a multitude of uncoordinated programs). SPECTRA 2.0 offers just such an overarching, measurable, and scalable framework for attracting and effectively using these assets.
Finally, this concept does not separate “military” and “civilian”: it views them as two interconnected components of a single system of national security and development. This means that careers are planned from day one of service — both military and civilian — and transition becomes a normal, strategy-driven step, rather than an exception that comes too late.
3) Who are the key project participants and what is their role?
My proposal is that this should be a mandatory inter-ministerial and inter-departmental cooperation in which the state, industry and education act as a single system. Defense and security, the labor market, the academic and scientific community and industrial clusters coordinately plan careers, necessary education and employment.
- Coordination of the Government of the Republic of Croatia (Central Body)
Creates, leads and manages official processes, connects ministries and departments and all other collaborators into a homogeneous team and directs the use of EU mechanisms. The goal is joint management of outcomes — one framework, many partners.
- Ministry of Defense/Ministry of Interior (MOD/MI)
Defines strategic needs and competency standards, and provides data on personnel and transition planning. One of the roles would certainly be to assist in the work and creation of tools for the translation of military skills/knowledge/competences into civilian recognizable qualifications and to enable timely preparation (transition) of exiting the system.
- Ministry of Labour and Social Welfare& Croatian Employment Service (PES)
They align labour policies with industry needs and lead the processes of certification, retraining and activation measures. PES is the operational link to the labour market and a primary partner in the shaping and creaton of digital interface for talent profiling.
- Ministry of Croatian Veterans
Extremely active in assisting Croatian Veterans, providing psychological, social and transitional support to veterans after leaving the system. Actively involves veterans and retired members in mentoring, counseling and knowledge transfer.
- Veterans’ Associations
I see veterans’ associations as a great help, primarily in promoting the program. They help destigmatize veterans’ participation in the program, connect candidates with employers, support families, and through the active work of the associations, they can detect and uncover risks very early, monitor user satisfaction, and most importantly, maintain strong alumni communities that keep people engaged and employed.
- Education system (MSE, universities, vocational schools)
I see the education system as key in developing micro-certification programs, creating dual-use curricula and a role in education and assistance with retraining aligned with industry standards. Involves faculties and digital innovation hubs (DIH) in formal courses, labs and programs for youth/STEM talents.
- Industry and military industry clusters (HKKOI) + RH Alan
Industry, in my view, is a very important component in the implementation of the program because it shapes competence frameworks, enables internships and career paths with clear outcomes.They must contribute to the creation of content, but also propose directions for the development of competencies so that they are in line with current market requirements.
- EU/NATO programs (ESF+, EDF, DIANA, …)
Provide a financial and programmatic framework for developing a digital platform modeled after the US, UK and other countries, as well as innovation challenges and international mobility. They enable the acceleration of the process without new domestic budgetary burdens, with clear alignment with European priorities.
4) Which target groups does SPECTRA 2.0 cover?
I designed SPECTRA 2.0 to span the full career life cycle—entry into service, development during service, and a planned transition with meaningful engagement after service—for military and police personnel and closely related groups.
I don’t separate “military” and “civilian”; I treat them as connected parts of one national security and development system, so each target group strengthens defense, the economy, and social cohesion at the same time.
- Retired and unemployed Croatian veterans
This is professional capital with experience and competencies of national importance, which is currently insufficiently systematically captured and monitored. Their reintegration through education, mentoring, and industrial trajectories increases employability and transfers knowledge to younger generations.
- Active members of the Armed Forces (and Ministry of the Interior)
For this group, the key to success lies in a systematic and sufficiently early start to the process of parallel development of civilian applicable skills without compromising operational readiness. The proposed mandatory transition plan with a minimum of 24 months before exit reduces risk, accelerates recruitment and preserves the capabilities of the system.
- Retired members of the Armed Forces (and MI)
This group, in my opinion, possesses exceptionally high moral, work and organizational standards, strong integrity and stress resistance; they are accustomed to teamwork, clear responsibility and working under pressure. These competencies make them particularly valuable in demanding civilian environments — from logistics and security to project management and personnel training.
- Young people as potential entry personnel (students, STEM profiles)
For this group I can see a two-tiered entry route (professional service and/or civil-military development programs) which attracts talent to both the security and technology domains. The program sends a clear message to young people: they can serve their contry with a quality foundation for a second career after service — “military and civilian”, not “military or civilian”.
- People with health challenges (including veterans and former personnel)
Instead of exclusion, SPECTRA 2.0 activates remaining capacities through adaptive engagement models (cyber, analytics, training, logistics). The focus is on value and contribution, with psychological and career support without stigma.
- Families of military and police personnel
Families live the military/police life alongside service members — it’s a lifestyle that demands sacrifices and builds resilience, organizational skills and empathy. By including the spouse/partner in education, counseling and support networks, the transition is faster, more stable and humanly sustainable.
5) What is the advantage of SPECTRE 2.0 compared to other programs?
SPECTRA 2.0, through my proposal, combines “military” and “civilian” into one, career-long system: from entering the service, through continuous development, to a planned and safe transition to civilian jobs (with the possibility of reverse mobility when the state needs it). Instead of fragmented measures offered within ministries and departments/agencies, the proposal offers a common framework of defense, labor, education, veterans’ policies and industry with clearly defined roles and measurable outcomes.
One of the essential tools is the development of a digital platform that, with the help of AI, creates a profile of each user, monitors their career path and helps manage learning recommendations, online schools/courses and micro-certificates. The digital platform also integrates a central system for the translation of military knowledge/skills and competencies into civilian jobs. It has modules for all participants in the process through which real and immediate performance results can be obtained for each individual/group.
For active members of the military/police, this means parallel development of civilian applicable skills and a mandatory transition plan; rapid, targeted retraining for retirees and veterans; adaptive roles without stigma for people with health problems; for families, inclusion in education and support; and a clear message for young people: they can serve their country and know that a well-arranged “second career” awaits them after service.
The result for the state and society: greater national security and resilience (less loss of knowledge, more stable staff), faster filling of deficit occupations and better use of EU funds. In short, SPECTRA 2.0 turns people’s transition from uniform into a strategic advantage for the economy and security.
6) Why is Industry important as one of the pillars of the project?
Industry – especially defense – is the only one that can precisely define the real demand for knowledge/skills/competences because it is they who plan investments, delivery deadlines and quality standards, and therefore know which competences are needed on the production line, in logistics, cybersecurity or system integration.
When the defense industry and related clusters co-design skill standards and micro-certificates, education becomes precise, short and recognized on the market, and the transition from uniform to job is faster and safer. Industry is also the engine of dual-use innovation (cyber, logistics, protection of critical infrastructure), which at the same time strengthens national security and the competitiveness of the economy.
Thanks to the cluster approach, solutions can be scaled across regions and sectors, use EU funds more efficiently and reduce the cost per user. Clear career paths “service + second career” that industry co-creates attract and retain young people, while directing retired and experienced employees into well-paid, responsible roles.
Without the defense and civilian industry as a pillar of the system, there is no accurate “skills map”, no rapid entry into jobs, and no sustainable transition — with industry, SPECTRA 2.0 becomes a measurable strategic advantage for the security and economy of the state.
7) How will the success of the SPECTRA 2.0 project be measured?
We will track success through clear key performance indicators (KPIs) on a single digital platform with clear dashboards. We look specifically at: time to employment, employment rate and job retention (after 6, 12 and 24 months), number of micro-certificates acquired, course completion rates, share of employment in shortage occupations, and user and employer satisfaction (anonymous surveys).
In the background, artificial intelligence (AI) helps match candidates’ skills with job offers, suggests learning and warns early about risks (e.g. long-term unemployment), while the profession and scientific community conduct independent evaluation and regular methodology checks. We measure financial impact through return on investment (ROI) and cost per achieved outcome, and we manage progress through objectives and key results (OKR).
Summaries of results are published quarterly, so that all participants — from institutions to families — have a clear, understandable insight into what is working and what needs to be further improved.
8) What do you see as a possible risk in adopting SPECTRA 2.0 and what would be the solution?
The biggest risk that I see is the lack of a clear political decision/will at the state level, fragmentation of departments and slow administration, insufficient involvement of industry and profession, and the stigma of transition among employees. If there is no decision by the state and no definition of responsibility holders and common goals, the project remains only an “initial project” without further impact/development/integration.
The solution that I see is essentially simple and feasible: First, the explicit intention of the government to start the process of planning and implementing the project, appointing the main carrier and ordering the cooperation and joint work of all named participants who can in some way make a positive contribution to the project.
Second, a parliamentary consensus that confirms SPECTRA 2.0 as a state policy, not a party project, and thus survives mandate cycles without any problems. Third, mandatory collaboration with the SME/profession/industry from day one: skills standards, competencies are written together and micro-certificates and outcome-based contracts are defined (employment after clearly demonstrated competencies).
Fourth, a single digital platform is being developed and established, which thus becomes a central place for monitoring each person, making learning recommendations, monitoring progress and early warning of certain risks — thus shortening deadlines and eliminating unnecessary paperwork. Fifth, clear media communication and family involvement reduce stigma and increase motivation for participation of all reference groups covered by the proposal.
Final Thoughts
Instead of saying “just another project”, SPECTRA 2.0 can be accepted as a collective choice that, through clearly defined standards and processes, will harness human resources from the field of defence and security and turn them into a driver of development, resilience and employment. A constructive way forward would be to establish a mandate relatively quickly with a clearly defined project leader and appoint all those who are collaborators in the implementation and responsible for the results. It is important to immediately secure a broad consensus that will outlast political cycles and invite institutions, employers, education providers and associations to jointly design standards for the necessary skills/knowledge/competences, micro-qualifications and outcome-based pathways on a single digital platform. Not to forget to more actively involve veterans’ associations and families for mentoring and support and, no less importantly, to encourage public communication that highlights the knowledge, integrity and skills behind the uniform.
As immediate, practical steps, participants could launch a digital platform, adopt common standards, build bridges to jobs, publish key performance indicators (time to hire, retention, certificates earned) and start industrial pilot projects in priority areas such as cybernetics, logistics and advanced manufacturing – using available European and transatlantic instruments. The intention is simple and collegial: decide together, try to launch pilot projects within a short, agreed time frame (e.g. 90 days), review progress quarterly and continue to improve.
