Deploying the Human Capital of Military Veterans: A Global Priority

Key Statistics and Demographics

• Approximately 18,000 individuals leave the UK military annually, with over 50% failing to complete their contracts due to insufficient training or contract breaches.
• The UK retains approximately 7,500 veterans annually who represent high-value potential for civilian employment.
• Less than 0.5% of the American population has served in the military, contributing to a cultural divide regarding veteran issues.
• Veterans comprised 33% of all federal hires in the United States during Fiscal Year 2014.
• 92% of veterans surveyed in a 2009 Joint Chiefs of Staff study expressed a desire to continue serving upon leaving the military.
• 18% of the current US Congress consists of veterans, a figure that has declined from 75% following World War II.
• One out of every 12 Americans is a veteran.
• Team Rubicon has conducted 84 disaster response missions globally since its founding in 2010.

US Veteran Affairs (VA) Initiatives and Employment Tools

• The VA launched the "Veterans Employment Center" in partnership with the DoD, Joining Forces, and the Department of Labor to connect employers and veterans.
• The "My VA" initiative, led by new leadership, operates on two principles: placing the veteran at the center of all operations and being good stewards of taxpayer resources.
• A new local model involves establishing "Community Veterans Engagement Boards" (CVEBs) by summer to facilitate organic, local networks connecting veterans to community resources.
• The "Joining Forces" initiative has secured commitments from over 1,600 companies to volunteer time and commit to hiring specific numbers of veterans.
• The "TAP" (Transition Assistance Program) is a week-long, three-agency class where the Department of Labor leads resume and interview training, the DoD covers resilience, and the VA covers benefits.

International Perspectives on Reintegration

• UK System: Relies heavily on the British Legion, a charity founded post-WWI that focuses on benevolent support rather than economic integration, lacking a centralized Department of Veterans Affairs comparable to the US.
• Germany: Transitioned from a conscription-based to an all-professional military; struggles with the "veteran" label due to post-WWII reluctance to engage in out-of-area missions, with the term gaining traction only five to six years after 9/11.
• Media Portrayal: General consensus among panelists that media in the UK, Germany, and US often portrays veterans as victims or heroes, failing to reflect the "gray" reality of capable professionals.
• Cultural Barriers: German society exhibits reluctance to accept the military, often viewing veterans with a stigma of "club atmosphere" or alcoholism, whereas US society shows higher, though sometimes misguided, gratitude.

Team Rubicon Global Model and Purpose

• Founded in 2010 following the Haiti earthquake by former Marines William McNulty and Jake Wood, the organization deploys veterans and medical professionals to disaster zones.
• The core philosophy is "repurposing" military skills for civilian disaster response rather than providing charitable handouts or advocating for policy.
• The model addresses the "loss of three things" veterans face upon leaving service: purpose, community, and identity.
• Strategic partnerships with organizations like "Give an Hour" allow Team Rubicon to focus on service while outsourcing mental health and PTSD care to specialists.
• Global Expansion: The vision includes establishing 12 national Team Rubicon entities within five to six years, aiming to include nations that were previously adversaries (e.g., India and Pakistan) to foster cultural diplomacy through shared disaster response.
• General Petraeus and General Parker have joined the global board to align the initiative with broader geopolitical and veteran support goals.

Strategic Recommendations for Corporate and Government Action

• Transition Training Reform: General Parker advocates shifting from a "push model" (training at the end of service) to a "pull model" where civilian-market training begins the moment a recruit joins the military.
• Internal Corporate Culture: Experts recommend establishing Veteran Employee Resource Groups (ERGs) with C-suite support to improve retention and provide internal peer-to-peer networks.
• Skill Translation: Special operators should conduct personal assessments (e.g., StrengthsFinder, EQI) to articulate intangible leadership skills like integrity and decision-making under uncertainty to civilian employers.
• Leadership Alignment: Corporations are urged to hire veterans for leadership roles where their ability to make decisions without complete information is critical, noting that technical skills like Excel are easier to teach than these core traits.
• Media Responsibility: The VA and First Lady's initiative call for Hollywood to accurately portray veterans as normal citizens (e.g., teachers, doctors, executives) to destigmatize their integration into society.

Forward-Looking Statements and Future Opportunities

• Climate Change & Disaster Response: Panelists suggest aligning veteran repurposing with climate change mitigation and low-carbon economy transitions, citing increased disaster frequency as a driver for demand.
• Geopolitical Diplomacy: Minister Gutenberg proposes that international veteran coalitions could serve as "soft power" tools to improve perceptions of US foreign policy and foster cooperation between allied and rival nations through humanitarian work.
• Stigma Reduction: A consensus exists that moving the narrative from "helping veterans" to "veterans helping society" is the most effective method to change public perception and attract corporate investment.
• Training Integration: The panel suggests private sector entities should integrate more deeply into military training curricula to smooth the transition from service to civilian employment.