From Battlefield to Business: Translating Military Skills Into Civilian Success

Event Overview

• Event Title: Battlefield to Business: Translating Military Skills into Civilian Success.
• Moderator: Susan Fallon Brown, representing Monster and Military.com (the country's leading resource for connecting veterans with employers).
• Panelists:
  • Chris Perkins: Iraq veteran, nine-year Marine Corps service, currently leads veteran initiatives at Citi (formerly Lehman Brothers) and co-founded VOWS.
  • Brendan Hart: Marine Corps veteran (post-9/11), founder/CEO of Prosper Labs and ThriveX, and co-founder of Student Veterans of America.
  • Greg Berman: Former Navy intelligence reservist and active duty (Afghanistan 2011–2012), founder of Nationswell, a media platform focused on national service and veteran empowerment.
• Audience Composition: Diverse mix of active service members, transitioning veterans, veterans of allied forces (Canada, France, Israel), employers, and investors; includes Milken Military Fellows.

Labor Market Trends & Statistics

• Unemployment Rate Shift: Post-9/11 veteran unemployment dropped from approximately 13% in 2011 to significantly lower levels by 2015 due to public-private partnerships.
• Preparedness Gap: The percentage of veterans feeling prepared to transition increased from 37% (2011) to 68% (late 2015).
• Confidence Levels: Veteran confidence in securing a successful job rose from 39% (2011) to 69% (late 2015).
• Employment Sentiment: 90% of veterans surveyed stated they would be more inclined to work for an organization that brands itself as "veteran-friendly."
• Entrepreneurship Scale: There are approximately 2.4 to 2.5 million veteran-owned businesses in the U.S., employing roughly 5 million people and generating billions in revenue.
• GI Bill Utilization: Over 83% of transitioning service members or those planning to transition within five years intend to utilize the Post-9/11 GI Bill for advanced degrees or certification.
• University Growth: UCLA student veteran enrollment grew from 150 in 2009 to 2,200 recently, indicating a shift toward valuing military-trained students.

Corporate Initiatives & Hiring Programs

• Citi Salutes: Citi established a "one-stop shop" outside of diversity governance to institutionalize veteran support; the initiative aims to hire 1,000 veterans annually but has hired approximately 700 in recent years.
  • Current Status: Citi now operates 16 veterans networks globally (including a UK branch) with ~3,000 employee volunteers.
• Veterans on Wall Street (VOWS): Launched in 2011 as an industry-wide coalition to move from competition to collaboration on veteran recruitment.
  • Scale: Expanded from a few banks to 70 participating firms with no cost to join.
  • Fundraising: Raised $6 million over five years for veteran causes via a partnership with the Bob Woodruff Foundation.
  • Strategic Shift: Focus has moved from recruitment to retention and career development.
• Starbucks: Committed to hiring 10,000 veterans and military spouses; currently at 5,500–6,000 hires with tuition-free college benefits available.
• Uber: Committed to hiring 50,000 veterans and spouses; reached this goal with data showing veterans have higher average ratings than non-veteran drivers.
• Amazon: Operates a massive distribution center (4,500 employees) where the entire upper chain of command consists of military personnel, demonstrating the scalability of military leadership in operations.
• Consumer Electronics Association: Launched a free "US Tech Vets" platform matching veterans to IT and customer service roles, with over 50% of available roles not requiring a college degree.

Career Transition Strategies & Cultural Gaps

• Skill Translation Challenge: Veterans often struggle to translate military jargon (e.g., MOS, MOC, battalion) into civilian value propositions.
  • Recommendation: Frame leadership experience as "leading operations" rather than "leading a battalion."
• Networking Barriers: Veterans are statistically more reticent than liberal arts graduates to reach out for advice, often fearing they are "inconveniencing" others.
  • Strategy: Leverage existing robust networks and the inherent "goodwill" veterans command; veterans should proactively contact professionals rather than wait.
• Entrepreneurial Gaps: Veteran entrepreneurs are frequently highly skilled but lack sales self-promotion skills ("lousy at selling themselves").
  • Fix: Veterans must unlearn the culture of humility in professional contexts and practice pitching with the confidence of their technical and operational expertise.
• TAPS Program Limitations: The Transition Assistance Program (TAPS) often occurs too late for veterans to effectively prepare, leading to a "survival mode" mindset post-separation.
  • Future Direction: Advocates suggest expanding internships four months prior to separation to allow for better career alignment.

Challenges & Unique Veteran Needs

• Disabled Veterans: There is a critical gap in support for disabled veterans (visible and invisible wounds), who often require smaller support cohorts (12 or fewer) rather than large groups.
  • Specific Need: A significant portion of this demographic requires institutionalized transition support to avoid homelessness or long-term dependency.
• Suicide Rates: 22 veterans die by suicide daily, highlighting the severe collateral costs of service that must be addressed alongside employment.
• Self-Identification: Many veterans do not self-identify in HR systems, which prevents employers from accessing tax credits and accurate data.
• Uniform vs. Civilian Identity: Active duty personnel often struggle with the fear of misrepresenting the military while in uniform, hindering their ability to network or interview effectively.

Incentives for Employers

• Work Opportunity Tax Credit (WOTC): Employers can claim tax credits between $3,000 and $12,000 per veteran hire (Form 8850).
• Blue Button Data: Veterans can share employment history via Blue Button data to clarify military roles and skills for employers.
• Top-Down Implementation: Successful programs require senior leadership buy-in (e.g., C-suite veterans) and the creation of affinity groups to educate recruiters on military terminology and culture.
• Performance Metrics: Evidence suggests veterans outperform non-veterans in specific sectors (e.g., Uber driver ratings) and maintain high retention when properly matched.

Q&A Highlights & Audience Interactions

• Case Study: Prince George's County Economic Development Corporation sought to hire 3,600 employees for a new MGM resort; panelists connected them with Deutsche Bank's successful Cosmopolitan hiring model for best practices.
• Non-Veteran Management: Employers seeking to instill military discipline in non-veteran workforces are advised to hire Non-Commissioned Officers (NCOs) who can mentor teams on accountability and excellence.
• Active Duty Networking: Active duty members are encouraged to take leave for informational interviews and practice civilian vernacular to bridge the identity gap.