Igniting The Lunar Economy: What The Return To The Moon Means For Global Business
Shelli Brunswick is CEO & Founder of SB Global LLC and an international keynote speaker on tech used for the betterment of humanity.
gettyNASA’s “Ignition” program is more than a plan to return Americans to the Moon. It is a framework for building the next layer of the space economy.
The 2028 goal attracted attention. However, Ignition’s greater significance may lie in the architecture emerging around that ambition: recurring missions, commercially procured capabilities, international contributions and infrastructure designed to expand over time.
During recent global conversations, including the Science Summit at the United Nations General Assembly, one question repeatedly emerged: How can nations, industries and institutions turn expanding activity beyond Earth into shared economic opportunity?
The answer begins by viewing the Moon not simply as a destination, but as the foundation of an interconnected global ecosystem.
NASA’s plan establishes three phases for a sustained lunar presence: build, test and learn; establish early infrastructure; and enable long-duration human operations. This approach shifts lunar exploration from one-of-a-kind missions to repeatable, modular capabilities.
NASA intends to accelerate its Commercial Lunar Payload Services program, targeting as many as 30 robotic landings beginning in 2027. The agency also envisions using more commercially procured and reusable hardware, initially supporting crewed landings every six months as those capabilities mature.
Frequency changes the economics of exploration. A single mission may produce contracts and technical achievements. A sustained cadence creates more predictable demand, strengthens specialized supply chains and attracts long-term investment. It also encourages standardization, enables companies to improve products across successive cycles and builds confidence to invest in capabilities that can serve multiple missions and customers.
Each landing will require far more than transportation. Long-term operations will depend on power, communications, navigation, robotics, construction, mobility, logistics, cybersecurity, healthcare and data analysis. As these capabilities become interoperable, reusable and scalable, lunar exploration begins to take on the characteristics of an emerging market.
Business leaders should therefore look beyond individual procurements. The greater opportunity lies in anticipating which capabilities will be needed repeatedly, where constraints may emerge and which technologies can create value in space and on Earth. Companies that recognize those patterns early will not simply compete for contracts; they will help shape the markets that follow.
Many companies capable of contributing to the lunar economy may not see themselves as space companies. That perception can obscure where their expertise fits, even as commercial space attracts businesses from mining, construction and other industries.
Energy companies understand distributed power systems. Mining and construction businesses operate equipment in harsh environments. Healthcare innovators are advancing remote monitoring, autonomous diagnostics and human-performance technologies. Telecommunications providers, cybersecurity firms and artificial intelligence developers manage systems that must remain resilient, connected and secure.
These capabilities will require adaptation for lunar conditions, but their underlying value is transferable. Space exploration has always drawn on knowledge developed across industries. What is changing is the scale and regularity of demand.
The most productive question for business leaders may not be, “How do we enter the space industry?” Instead, they should ask, “Which problem do we already solve that will become more important as activity expands beyond Earth?”
Participation can take many forms. Organizations may become contractors or suppliers, contribute research and specialized technologies or partner with established space companies. Universities and entrepreneurs may test ideas through payload opportunities, incubators and international research collaborations.
NASA is already bringing together global teams from international space agencies, industry and academia. Participation may occur through contracts, national space agencies, research collaborations and other partnership mechanisms. Eligibility will depend on procurement rules, export controls and security requirements. Ultimately, the lunar economy will extend far beyond companies holding direct NASA contracts.
One of the most revealing aspects of Ignition is that its reach extends beyond NASA. The U.S. Department of State has carried the conversation through American embassies and into international business, scientific and diplomatic networks.
This has been more than public outreach. It demonstrates how diplomacy can function as market infrastructure.
The State Department’s Office of Space Affairs works at the intersection of civil space, commercial space and international cooperation. Embassies can identify capable partners, connect companies with local ecosystems, explain policy priorities and cultivate the trust required for long-term collaboration. They can also help American companies navigate unfamiliar markets.
For international companies, the pathway may begin locally. Firms considering U.S. operations can explore the Commerce Department’s SelectUSA, while NASA’s partnership portal explains collaboration mechanisms beyond traditional procurement contracts.
International partners bring capabilities that strengthen the lunar architecture. NASA’s plan already includes contributions from Japan, Italy and Canada, while leaving room for additional participation in science, mobility, habitation, transportation and logistics.
Smaller and emerging space nations also have important roles to play. They do not need to reproduce every component of a larger space economy to contribute meaningfully. By focusing on distinctive strengths—whether cybersecurity, advanced manufacturing, digital infrastructure, research or workforce development—they can provide globally relevant capabilities.
The same principle applies to companies and countries worldwide: Participation does not require doing everything. It requires understanding what you do exceptionally well, where that capability intersects with emerging needs and which partnerships can carry it into the broader ecosystem.
Apollo demonstrated what focused national ambition could accomplish. The next lunar era will demonstrate what interconnected ecosystems can build.
NASA can establish objectives and serve as an anchor customer, but it cannot create an enduring lunar economy alone. Success will depend on companies investing ahead of demand, universities preparing interdisciplinary talent, governments creating supportive policies and international partners aligning complementary capabilities.
The leaders who shape this era will look beyond the boundaries of their industries and markets. They will recognize that lunar exploration is not solely about reaching another world. It is about building the technologies, relationships and operating models required to remain there, and applying those innovations to challenges on Earth.
The question is no longer simply when humanity will return to the Moon. It is who will help build it.
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