Interview with Lieutenant General (ret.) Marc Thys
By Ophélie Martin
Photo: © Belgian Defence
As Europe’s security environment continues to evolve at pace, Belgium—like many of its European neighbours—faces a pivotal moment. Confronted by a new strategic reality, internal structural shortcomings and the pressing need for stronger public-private collaboration, Belgian Defence is undergoing a profound transformation. Lieutenant General Marc Thys, former Deputy Chief of Defence, shares his frank and far-reaching perspective.
A World Where Power Politics Has Returned
“We are not heading into a new strategic era—we are already in it.” For Marc Thys, the global order has not simply shifted; it has fractured. The United States has long urged Europe to assume greater responsibility for its own security. “That message is now louder than ever, and the time for passive awareness is over.”
In his view, geopolitics has reverted to a transactional model. Major powers: China, Russia, India and the United States are each advancing their national interests with determination. “In this context, Europe must learn to speak the language of power.” It is a language that much of Western Europe, and Belgium in particular, has grown unaccustomed to using.
Rebuilding Sovereignty as a Shared Responsibility
In the face of this new reality, General Thys underscores the importance of multilateralism. “Belgium cannot and must not act alone. Our security depends on close cooperation with countries that share our values: respect for the rule of law, a commitment to multilateralism and a readiness to act when needed.”
The European Union, in his view, offers a crucial strategic framework, though it is not a military actor. “European defence will not be the product of institutional architecture alone, but rather of coalitions of willing states united by shared interests.” He envisages a leading group of nations—France, Germany, the UK, Poland and Italy—driving this agenda forward.
Belgium at a Turning Point
Belgium faces an array of pressing challenges, many of which stem from years of underinvestment. “We must rebuild from the ground up: personnel, infrastructure, equipment, doctrine—everything,” Thys says.
For too long, Belgium has behaved like a small country. Yet it ranks seventh in the EU by GDP and twelfth within NATO. “We host major international headquarters and enjoy considerable diplomatic weight. It’s time to act accordingly.”
The question of funding, however, remains critical. “The federal government lacks the means to meet its own ambitions. If we are serious about reaching 3% of GDP for defence—equivalent to around €18 billion—we will need to rethink the structure of the budget and, potentially, the state itself.”
Restoring Manpower: A Strategic Necessity
Increasing troop numbers is another urgent priority. Operational demand is rising, but the real constraint lies in training capacity. “Recruitment is not the issue—there are candidates. The challenge is training and equipping them properly.”
This year, Belgian Defence expects to welcome 2,800 active-duty personnel, 1,000 reservists and several hundred civilian staff—almost ten times more than in 2015. Such growth calls for substantial investment in infrastructure. “We need to reopen or rebuild barracks, reclaim land and expand our training and accommodation facilities.” A renewed form of voluntary service is also being introduced to help re-establish a sense of collective purpose.
The Strategic Role of Private Partners
In this evolving landscape, the private sector has a critical role to play. “Military personnel must be allowed to focus on their core mission: training, readiness and deployment. Certain support functions—specialised training, non-operational logistics, maintenance and infrastructure—can be entrusted to reliable external partners, as long as they are fully integrated into the mission.”
Serco, a long-standing partner of Belgian Defence, illustrates this approach. The goal is clear: outsource where it makes strategic sense, while maintaining full control over alignment, security and sovereignty. “It all comes down to trust, service quality and long-term thinking. These partnerships cannot be built in two or three years; they require a five- to ten-year horizon.”
This, he emphasises, is not about privatisation. “The state remains sovereign and in control. But by working with trusted partners, we can professionalise support functions, ease the burden on military units and create employment in communities around military sites.”
The Army of Tomorrow: Resilient, Agile, Connected
Looking ahead 10 to 15 years, Marc Thys sees a transformed Belgian army. Technology—drones, robotics, digitalisation and artificial intelligence—will be at the heart of future capability. But deeper still lies a shift in mindset: towards a resilient, modular force capable of responding to high-intensity conflict on European soil.
There are valuable lessons to be drawn from current conflicts. “We must prepare for wars of attrition, operate at scale and rethink industrial models. That could mean more local production, on-site 3D printing and finding ways to reduce cost without compromising operational effectiveness.”
A Message to Decision Makers: “Act - or others will act for you”
His final message leaves little room for interpretation: “If we don’t take charge of our future, others will do it for us. And if that happens, we won’t be at the table—we’ll be on the menu.”
And to young people? “Whatever your background or skill set, there’s a place for you in Defence. And if one role doesn’t suit you, there are hundreds of others to explore.”