E229: Alumni Roundtable: Early Preparation to Military to Business Transition Success

In this episode, I sit down with Cory Bouck—former Navy Naval Flight Officer, Cameron-Brooks alum, and author of The Lens of Leadership: Being the Leader Others Want to Follow. Together, we explore how military-honed leadership translates into exceptional business results. Today, Cory is making a significant impact in the private sector at Johnsonville Sausage, where culture, coaching, and performance go hand-in-hand. Importantly, this is a great example of self-transcendent military leadership in action in corporate America. This is Cory's second time being a guest on the podcast. If you missed it, you can listen to his first episode here. Here is what we cover in this episode: Inside Johnsonville’s Leadership Culture Cory opens the curtain on Johnsonville’s mission: create the environment where each of us is required to fully develop our God-given talents—and help others do the same. Leaders are called “coaches" Employees are “members" The Johnsonville Way shows up daily through values like Humble Candor, Collaborative Teamwork, Learning Agility, and Personal Commitment. Together, these values create a culture of straight talk delivered with care, high standards, and real growth. Why JMOs Fit and Thrive Cory explains why junior military officers are prized: they lead up, down, and across, stay relentlessly focused on mission accomplishment, and learn fast. Moreover, that mindset maps directly to Johnsonville’s values and to the expectations of modern companies that need adaptable leaders who close gaps, build teams, and deliver outcomes. The Lens of Leadership: Serve • Build • Inspire Drawing from his book, Cory starts with followership—a set of learnable, practical skills that make you professionally essential while creating chances to demonstrate superior leadership. He shares tools like an Impact Map to connect new skills to on-the-job applications, team metrics, and company results. He also talked about the 70-20-10 learning model (learn most by doing). By applying these tools, leaders can see tangible results while developing themselves and their teams. Why Listen If you’re a JMO considering a transition, this episode of PCS to Corporate America demonstrates how to: Maintain your service-first identity while growing as a leader Thrive in your first corporate role Evaluate company culture effectively Use AI as a force multiplier for high-impact leadership Overall, listen to learn how to carry your military edge into business and become the leader others want to follow. The Cameron-Brooks Mission At Cameron-Brooks, we guide officers through the transition and accompany them along the journey to de-risk the transition and help them reach their goals. We help JMOs transition into leadership developmental roles where they can apply their talents and lead teams and organizations that flourish. If you want to talk more about your options, don’t hesitate to reach out. Your transition partner, Joel Junker | [email protected]

Lessons from Cameron-Brooks Alumni on Military to Business Transition Success Each Cameron-Brooks Career Conference represents a major career event for our JMOs. In these military to business transition successes, officers together years of military service and months, (maybe even years of preparation in the Development and Preparation Program). Then, they interview with Industry leading companies in business. Our JMOs at the August 2025 Career Conference averaged 10.3 interviews over a two-day period. Additionally, every single JMO was pursued into the follow up process. Recently, I had the opportunity to sit down with my teammate Geoff Fries and three Cameron-Brooks alumni who attended the August Conference. In this episode, they share their experiences and insights pre-conference in DPP, during the conference, and during the post-conference where they earned offers, evaluated them and made a decision to launch their next career. Together, we unpacked their stories and explored what their preparation, mindset, and execution looked like resulting in their military to business transition successes. Below, I’ll highlight their lessons, strategies, and mindsets - from early preparation to behavioral interviews and ultimately into final decision-making. Meet the Alumni: Three Distinct Paths to Success Before diving into strategies, here’s where these three standout officers landed: Matt Dahlager, an Army Military Intelligence Captain, joined Ubicquia, a smart grid technology company that leverages sensors and AI to improve energy infrastructure. He’ll serve as an Area Sales Manager for the Ohio River Valley region. Spencer Preston, a former Marine Corps officer, accepted a role as a Summit Fellow at USAA in San Antonio, Texas. He’ll rotate through key leadership areas such as CEO staff, property and casualty operations, or CFO development roles. Weslee Warren, a Navy Surface Warfare Officer, joined Corning Optical Communications in Charlotte, North Carolina, where he’ll work as a Technical Program Manager driving fiber-to-the-premises projects and collaborating with engineering and product teams. Building a Foundation: Start Early One of the strongest themes in our conversation was the value of time spent in DPP. On average, candidates spend about 11 months preparing through the Cameron-Brooks program. Spencer prepared for 38 months. Wes spent about one year. Matt invested nearly two years. During that time, Cameron-Brooks was able to meet them multiple times for in person and virtual preparation sessions, which allowed them to: Build Trust with Cameron-Brooks Early engagement allowed each candidate to develop a trusted relationship with the Cameron-Brooks team - vital since our team members advocate for each candidate directly with partner companies. Conduct Self-Assessment and Reflection Before they could tell their story to companies, they had to understand it themselves. This meant revisiting military experiences in order to translate their military experiences into relevant business leadership accomplishment with clear impact and results. Leadership, problem-solving, mission alignment, etc. and how that translates into private-sector value. Learn Business Skills and Apply them They didn’t just study business - they applied it. By integrating recognized industry concepts that they learned in DPP such as Lean Six Sigma into their current military duties, they created concrete examples that later became powerful interview stories.  Invest in themselves Hundreds of hours of practice, reflection, and preparation went into preparation before the Conference. Learning to Speak the Language of Business Each alumnus emphasized how critical it was to learn the language of the Business.  Their Go-To Learning Tools: Books and Business Education: They read extensively - diving into leadership, finance, and operations management books, reviews, articles,

A Journey Toward Self-Transcendent Leadership In January 2023, I began a long-term goal to earn a Master's degree. Initially, my intentions were to learn, grow, and yes, to "check that box" that I had a Master's degree. While I did all three of those things, earning my degree in December 2024, what really happened is that I examined my leadership, who I was, who I was becoming, how I impacted others around me, and how I wanted to lead for the rest of my career. As I look back, I learned that enabling others to thrive was a core part of self-transcendent leadership. When I enrolled in the Gonzaga University Master's of Organizational Leadership program, I would not have described myself as selfish. Yet through my coursework and reflections, I learned I had several self-embedded leadership behaviors. As I looked more closely, I learned that these behaviors stifle or inhibit others' growth and development. By learning how to be more self-transcendent, focusing on others, and the greater good of the organization and people, a few things happened. Firstly, I became a more effective leader. Secondly, I enjoyed work more. Thirdly, I experienced more positive organizational outcomes. In this episode of the PCS to Corporate America Podcast, I share some of my journey, explain why being self-transcendent is so important and necessary, and the steps we can take immediately to be less selfish and more serving of others and our organizations. Self-Transcendent Leadership: Going Beyond Yourself In transitioning from the military to a business leadership role, it’s easy to focus on personal goals—promotions, achievements, recognition. These are not bad. However, as leaders, our greatest impact comes when we go beyond ourselves. Self-transcendent leadership, inspired by Viktor Frankl’s Man’s Search for Meaning, means pursuing purpose beyond personal gain—serving others, creating excellence for its own sake, and finding meaning even in challenges. Why It Matters In Business We all live and work within organizations: companies, teams, boards, and communities. Leaders profoundly shape whether these organizations enable people to flourish or become stifling. In our work organizations, where we spend most of our waking hours, leaders have a duty to create environments where team members feel valued, engaged, and able to use their talents. This responsibility is especially critical for those making the leap from military service, where purpose and camaraderie are deeply ingrained. Practical Ways to Lead Beyond Yourself Self-transcendence doesn’t require grand gestures—it’s built in everyday moments. For example: Be present in conversations. Show genuine curiosity about your teammates. Smile and greet people each morning. Offer a word of encouragement or practical help, like bringing someone coffee. And when tough decisions arise—such as giving candid feedback or reorganizing a team—lead with honesty, kindness, and a commitment to the other person’s long-term good. Questions to Guide Your Journey To Self-Transcendent Leadership Ask yourself: How do I want others to be different because of my leadership? What do I need to let go of to lead for others, not just myself? As Frankl wrote, “It did not really matter what we expected from life, but rather what life expects from us.” In your transition to business, consider—what does your organization expect of you right now, and how can you answer with leadership that transcends self-interest? The Cameron-Brooks Mission Our mission at Cameron-Brooks is to help guide officers through the transition and accompany them along the journey to de-risk the process of transitioning to the civilian world and help them reach their goals. We aim to equip JMOs with the tools and the necessary reflection and preparation required to successfully transition into leadership developmental roles that will allow them to use their talents and skills to lead teams and organiza...

2025 Mid-Year Review: How Junior Military Officers Can Win in Today's Market As we've passed the midpoint of 2025 and we look towards the end of 2025, our CEO, Chuck Alvarez, and Senior Vice President, Joel Junker, offered an in-depth review of today’s economic and career landscape. Their discussion was both candid and encouraging. And in doing so, they provided clarity on how JMOs can win in today's market. This was recorded in in July 2025, and with recent economic data and news with respect to the labor markets, found it fitting to launch. The "New Normal" Economy The global economy has entered what Chuck and Joel describe as a “new normal” - a period likely to last the next 10 to 20 years. Unlike past downturns, this environment is shaped by long-term, structural shifts: First, interest rates and inflation remain high. The Federal Reserve raised rates by 500 basis points, slowing consumer spending and making it harder for businesses to borrow money. Second, geopolitical uncertainty is making companies more cautious. Conflicts overseas, policy changes at home, and an election year have all slowed down hiring decisions. Third, artificial intelligence is reshaping the workplace. AI and automation are changing white-collar roles. Companies are building leaner teams but expect employees to bring stronger skills. The White-Collar Recession: What It Means For JMOs Joel highlighted the ongoing white-collar recession. Compared to 2022, there are about 3% fewer white-collar jobs available, with companies paying more attention to every new hire. Adding to this: College graduates face unemployment rates between 6-7%. Veterans hover around 6% unemployment, higher than the national average. MBA graduates aren’t immune either - 25% of Harvard Business School’s Class of 2025 were unemployed at graduation. At first glance, these numbers may seem discouraging. But the silver lining is that the jobs that remain are more complex, high-impact, and reserved for exceptional leaders. For prepared JMOs, this is a tremendous opportunity to transition out and add value to your future employer in a tighter market. Why JMOs Have a Competitive Edge Despite the tough environment, Chuck and Joel emphasized that highly capable JMOs remain in strong demand. Companies are looking for leaders who can solve problems, collaborate across functions, and drive results under pressure - all strengths forged through military service. In fact, the shift toward fewer but more demanding roles plays directly to the strengths of transitioning officers. JMOs bring: Proven leadership in high-stakes environments Analytical and problem-solving skills developed in dynamic conditions A servant-leader mindset that aligns with today’s emphasis on collaboration and impact However, natural ability alone isn’t enough. Preparation is the differentiator. The Mindset That Wins Joel used a powerful analogy: you can’t “roll out of bed and run a marathon.” Just as an athlete trains months in advance, JMOs must approach their transition with disciplined preparation. Key mindsets include: Excellence mindset – hold yourself to the highest standard and commit to continuous learning. Giver mindset – focus on serving others and lead with humility. Growth mindset – embrace change, pursue challenging assignments, and avoid the trap of underemployment. This combination of preparation and mindset ensures JMOs not only compete but thrive against experienced business professionals and MBAs. Preparation + Mindset = The JMO Advantage At Cameron-Brooks, we’ve seen this proven time and again. Our Development and Preparation Program (DPP) equips JMOs to compete for high-complexity roles, with candidates averaging 10 interviews per Career Conference and on average more than 95% of those leading to follow-ups or offers. The takeaway is clear: with the right preparation an...

Cameron-Brooks June 2025 Career Conference Review: Insights for Your Military-to-Business Transition Transitioning from the military to a professional business career is a pivotal moment for any Junior Military Officer (JMO). At Cameron-Brooks, our mission is to help JMOs navigate this career transition with clarity and confidence through a three-step approach: 1) Prepare 2) Search 3) Launch Our June 2025 Post-Conference Review offered a deep dive into the April Career Conference results and shared actionable insights for those preparing for the August 2025 conference, and those in the Cameron-Brooks Development and Preparation Program. I was joined by three recent Cameron-Brooks Alumnus who attended the Conference: Jesse DeVries (Caterpillar), Patrick McMahan (Intuitive Surgical), and Connor McNamara (Optimized Process Designs, LLC - a Koch Engineered Solutions company. Whether you are actively preparing for your transition or simply exploring what’s possible, here are the biggest takeaways from our latest Career Conference and alumni panel. June 2025 Conference Recap: A Fast-Paced Career Launchpad The Cameron-Brooks Career Conference is a 4.5 day, high-intensity event, where you'll meet with Hiring Managers for open positions from industry leading companies spanning across multiple industries. At the June Conference, 46 JMOs attended, and 445 interviews were conducted. Every single JMO was "pursued" to the next round of interviews. These open positions are highly complex, designed to be filled by high-performing junior leadership talent in order to get into a company's succession planning. With about two openings per position on average, some opportunities were highly competitive single openings, while others offered broader geographic flexibility and multiple openings. Every JMO had multiple pathways to success.  Navigating the Market and Maximizing Interviews Despite a competitive economy - high interest rates and unemployment hovering around 4.2% (Which is relatively normal) - The JMOs interviewed for premium roles in leadership, operations, sales, and engineering. Key lessons from the conference: Be a Giver: Successful candidates focused on solving the company problem first (The open position). When candidates successfully connected their background, built rapport and demonstrated genuine interest in that position, the companies reciprocated with a pursuit for the next round of interviews, and then offers onsite. Preparation Drives Pursuits: The best-prepared JMOs - those who dressed for success, mastered their stories, and tailored their answers - earned the most follow-up interviews. There was a direct correlation between time spent in preparation (Phase 1 -Preparation), and successfully launching (Phase 3 - Launch). Embrace a Broad Search: Flexibility in industry and location opened the door for a broader search (Phase 2 - Search). The average time from conference to signed offer was 13.25 working days, with some candidates accepting in as few as six working days. Preparing Like a Pro: The Cameron-Brooks Process Our alumni panel reinforced the importance of preparation prior to, during, and post-conference. Pre-Conference Development & Preparation Program (DPP): Build your foundation, refine your stories, and understand how your military experience translates. Study Groups: Considered the most valuable tool for refining answers and building confidence. Mock Interviews: Essential to remove military jargon and communicate stories effectively. Reading List: Builds business acumen and helps connect with the interviewers, and recognized industry practices and topics such as: Lean, Six Sigma, Data Analytics, etc. During the Conference Company Briefings: Every JMO received a 30-minute briefing on every company they interviewed with accelerating their knowledge on each company, and what skills were necessary to connect on and be su...

E225: Avoid the Career Do-Over - Transition Rule #5 When it comes to transitioning from the military to the business world, you want to avoid the career do-over. Many officers define a successful transition by landing that first post-military job. At Cameron-Brooks, we define the transition not by accepting a job. We define a successful transition as 3-4 years down the road when you’ve transitioned from a military leader into a business leader with a track record of results. That’s why Rule #5 in our Career Transition Playbook is: Avoid the Career Do-Over. Joining me is Lauren Kordzik, one of our Principals on the client side of our business, joined me to discuss the Career Do-Overs as she spends her time working with JMOs in our program at the Conference and in the Follow-Up Process. Lauren works closely with our client companies and has deep insight into what companies are looking for in high-performing JMOs. She also spends most of her time between conferences working with our Alumni who have successfully transitioned out, so she has credible and valuable insights and data points into personal and professional life post military. Before we get into Rule 5 - the final rule in the Cameron-Brooks JMO Transition Rules to business - let's recap the Cameron-Brooks JMO Transition Rules 1-4: 1. E218: Transition Rule #1 – Don’t Do It Alone 2. E219: Transition Rule #2 – Develop an Investment Mindset 3. E220: Transition Rule #3 – Build a Non-Traditional Career Search Strategy 4. E223: Transition Rule #4 – Embrace the Growth Mindset: Past Success ≠ Future Success What Is a Career Do-Over? A career do-over happens when someone pivots out of a role too quickly - sometimes within 6 to 12 months - because the position didn’t meet expectations, or one feels underemployed. Essentially, it’s a restart that often stems from a misaligned strategy, impatience, or a misunderstanding of how to grow a business career. Lauren put it best during a recent conversation: “The transition doesn’t end when you accept the job. It starts there. The honeymoon period fades quickly, and that’s when the real learning and growth begins.” Why Job-Hopping Hurts Your Trajectory We often use the analogy of a wedding cake. A successful business career builds layer upon layer - roles, projects, mentors, results. But frequent job changes early in a career leave you with cupcakes instead of a tiered cake. There’s no foundation to support long-term growth. Lauren offered another great metaphor: Candyland. Every job change sends you back to the beginning of the gameboard. You’re not progressing; you’re just starting over again and again. By the time someone hits their early 30s, they may have worked at 3 or 4 companies with little to show in terms of upward mobility or leadership progression. Another analogy that I often use is taking early withdrawals from a retirement account. When you take early withdrawals, you can be penalized and have to pay taxes. If this were your career, you don’t just lose what you withdraw, but you also interrupt the compounding growth in your career, resulting in losses over time. In both cases, short-term decisions can sabotage long-term success and limit the full potential of your investment. You also lose momentum, making it harder to build the kind of upward trajectory that leads to greater responsibility, leadership, and future opportunity. Focus on Intrinsic Motivators Over Extrinsic Rewards One of the biggest drivers of do-overs? Choosing a job based solely on extrinsic factors—money, location, title. While those are important, they shouldn’t outweigh intrinsic factors like culture fit, learning opportunities, and how well the role aligns with your natural talents. Lauren referenced Stephen Covey’s “Big rocks in the jar" analogy. You must define what matters to you most (The Big Rocks), before starting your search. Ask yourself: Will this role allow me to grow?

Beau Hughes – HF Sinclair: Corporate Procurement Leader It was an absolute pleasure to have my good friend, Beau Hughes, join me on the PCS to Corporate America Podcast. Beau works for HF Sinclair as a Procurement Supervisor in their Corporate Procurement team.  Find out how Beau went from JMO to Corporate Procurement Leader in our latest podcast. Beau was one of the first JMOs I had the opportunity to work with when I joined Cameron-Brooks in 2023. Since then, we’ve grown close, and I’ve enjoyed watching him build a successful life and career after the Army. A former U.S. Army Logistics Officer, Beau launched his corporate career in November 2023 with HF Sinclair in Tulsa, OK. Right after accepting the offer through the November 2023 Career Conference, Beau and his wife welcomed their son into the world. Since then, things haven’t slowed down. Within his first year, Beau earned a promotion and returned to a Career Conference as a hiring manager, where he hired another Cameron-Brooks Alumnus. Beau’s transition from the Army to a rising leader in corporate procurement is full of lessons for junior military officers. His story is inspiring, practical, and worth hearing. Transitioning to Civilian Life with Purpose With a baby on the way and a strong desire to be more present at home, Beau made the decision to leave the Army in early 2023. Like many officers, he started the job search on his own and quickly saw how challenging it can be to navigate the civilian hiring process. That’s when a friend pointed him to Cameron-Brooks. After connecting with our team in August, Beau attended the November 2023 Career Conference and landed a Procurement Specialist role with HF Sinclair. “Cameron-Brooks made the process easy. I just had to show up prepared.” Redefining Procurement: Strategy Over Purchasing At HF Sinclair, Beau learned quickly that procurement is far more strategic than most people think. “I get a little offended when people call it purchasing. We’re building partnerships to achieve the lowest total cost of ownership, not just buying stuff.” His responsibilities include managing sourcing events, writing contracts, and being a strategic partner to internal teams. He found success quickly, even leading one of the smoothest refinery turnarounds in the company’s recent history. Earning a Promotion and Managing Life Transitions The first year wasn’t easy, but it was worth it. In March 2025, a little over a year after starting, Beau was promoted to Procurement Supervisor and relocated to El Dorado, Kansas. Despite a steep learning curve and the demands of a new role, Beau felt supported throughout the process. “You’re not just thrown to the wolves. You’re challenged, yes, but supported the whole way.” During this time, Beau also navigated becoming a new dad, moving states, and buying a home. He also mentioned the value of having more predictability in his schedule. He’s not necessarily working less, but he has more control. Beau’s Advice for JMOs Beau had some solid advice for fellow officers considering a move to business: Be hungry and humble – Learn fast, ask questions, and show up ready to work. Own your learning – No one’s handing you a manual. Be proactive. Stay authentic – Companies want the real you, not a script. Trust the process – The Cameron-Brooks program works if you do the work. “It’s not instant gratification, but it works. You just have to grind, learn, and grow.” What Makes Cameron-Brooks Candidates Stand Out? Now that Beau is a hiring manager, he sees firsthand the quality of Cameron-Brooks candidates: They’re prepared. They present themselves well. They’re confident, not arrogant. They’re genuine. Beau shared a story about a candidate who wore a suit to a casual interview. He didn’t have to, but it made a lasting impression. Final Thoughts: Growth, Grit, and Giving Back

E223: Transition Rule #4 – Past Success ≠ Future Success Why do we say, "Past success does not equal future success?" This episode is for those transitioning JMOs who have experienced past success in the military and are working towards business leadership careers. Also, it is for those who have tasted success in the military and who want to avoid missteps in the transition. I teamed up with Tim Kirchner, and together we cover the following topics: Ego vs. Authentic-Self The ways past success can create a sense of comfort, control, and security. How it can make us feel like we've "arrived". How it can cloud our judgment and decision-making skills. Different ways we naturally tend to lose focus and get caught up in urgent and daily tasks, and how those things can get in the way of our goals. I share my experience and how I struggled with an unhealthy belief of "being owed" something in my next chapter. Being clear about your desired result and the value of seeking guidance and adopting a growth mindset, regardless of experience level. Past success is a very strong indicator of future potential. Encouragement on not losing focus, making the transition a priority, and how to stay a student in the transition. That’s why Transition Rule #4 is: Past Success ≠ Future Success—not unless you change how you think and prepare. What Does “Past Success Does Not Equal Future Success” Mean? In the military, many leaders have led teams, made critical decisions, and delivered strong results. Success often followed a clear structure and defined roles. However, the business world operates differently. Past achievements don’t automatically lead to future success in a new environment. There are two challenges that frequently show up during the transition: 1. EgoSome assume their accomplishments will speak for themselves. Yet, most hiring managers don’t fully understand military roles. It becomes important to connect the dots and clearly show how experience applies. 2. Lack of FocusTransition preparation often gets delayed. Busy schedules take over, and planning gets pushed aside until it’s nearly too late. Where Do These Challenges Appear Most Often? In Interviews:Even high-performing JMOs have received feedback such as, “Didn’t show enough business understanding.” In these cases, the leadership skills were there—but the candidate hadn’t prepared in the way business leaders expected. During Preparation:Some officers in our Development & Preparation Program (DPP) initially struggled to stay on track. On the other hand, those who began early and followed a clear plan arrived prepared—and it showed in their interviews. Why This Rule Matters Success in one setting doesn’t guarantee success in another. Military leadership typically involves giving orders and following a chain of command. In contrast, business leadership calls for influence, adaptability, and quick decision-making. To thrive, adapting to new expectations is essential. The Right Mindset Stay Focused:Clear career goals help guide daily decisions. Every step forward should move closer to that goal. Stay Hungry and Humble:A learning mindset is critical. Seeking advice from those who understand both military and business environments can make a big difference. Staying hungry to grow and humble enough to learn creates long-term success. What to Do Next Start early.Don’t wait to begin preparing. A strong plan—beyond just a resume—builds clarity and confidence. The earlier the process begins, the better the outcome. Simply put, early action leads to better results. The Big Takeaway Military experience builds a strong foundation, but it’s only the beginning. Growth in business comes to those who remain coachable, curious, and committed to learning. That mindset earns the next success. Let’s Take the Next Step Together If you realize past success does not equal future success,

April 2025 Post-Conference Review: Leadership in an Uncertain Market Our April 2025 Post-Conference Review is live! The officers who attended the Career Conference have officially completed the follow-up process and made important career decisions. Over the last four weeks, they met with hiring managers from companies across the country, both virtually and in person. These meetings gave them a deeper look at company cultures, job responsibilities, and long-term opportunities. We are incredibly proud of how each candidate showed up with strong preparation, professionalism, and leadership. Despite ongoing economic challenges, including inflation, tariffs, and supply chain issues, companies continue to invest in top leadership talent. Every company at the conference came ready to hire. The strong pursuit rate and average number of interviews per candidate reflect the high level of preparation and performance shown by our JMOs. Their ability to communicate clearly, think critically, and adapt quickly helped them stand out. To explore these trends and hear real stories from the field, check out our latest Cameron-Brooks Podcast episode. We spoke with recent alumni Chris Sharp, AJ Sotillo and Justin Martinez, who shared their personal experiences from the conference and follow-up phase. Each of them took a unique path, but common themes of resilience, clarity, and learning stood out. In this episode, you’ll hear: Key trends from the April 2025 Conference How candidates approached follow-up interviews How they evaluated companies and chose the right roles The hardest parts of the transition Actionable advice for JMOs preparing for their own career search Congratulations to the April 2025 candidates and the client companies who partnered with us. Your hard work, commitment, and willingness to grow continue to inspire our team and community. Brock Dudley 210.874.1495 || [email protected]

Transitioning from the military to business brings immense opportunities and new challenges. While you bring valuable skills from your service, focusing on personal well-being and the importance of self-care is crucial for effective leadership in your next career. In this podcast, I interview Sarah Draper about how learning to pause, meditate, and spending time in silence are tools for self-care.  Dr. Adrian Popa, podcast guest from Episode 213, introduced me to Sarah through her 2024 TEDx talk. Sarah is a former FBI agent, a graduate of West Point, and an Army veteran. Today, she operates her own leadership and consulting practice.  Sarah emphasizes that truly serving others as a leader requires taking care of yourself first. She notes a past belief in service-oriented cultures that self-care is selfish, but this leads to a cumulative negative impact of burnout. Burnout, characterized by exhaustion, lack of professional efficacy, and sometimes cynicism, is a real risk. When leaders neglect themselves, they can unintentionally push their stress onto their teams, hindering performance. Learning to recognize when something feels "off" internally is vital for adaptation and growth. Sarah shares tangible tools to build resilience and focus on the importance of self-care. Mindfulness meditation, even just 10-15 minutes daily, trains your mind to manage distractions and improves focus. A gratitude practice, like noting three good things, helps counteract our brain's negativity bias and fosters a more positive perspective. Intentional breath work offers quick techniques to manage stress and regulate your nervous system in challenging moments. Developing these "human skills" and fostering trusted relationships is key to continuous self-development and crucial for leaders navigating transitions. Prioritizing your well-being isn't selfish; it's essential for you to be your best leader in the business world. I am incredibly grateful to have met Sarah, and I appreciate her devoting her time and support to transitioning military officers and Cameron-Brooks. To learn more, check out our podcast, Cameron-Brooks: PCS to Corporate America. You can also visit our website at cameron-brooks.com or follow us on LinkedIn. If you’d like to talk through your goals and build a plan, I’d love to connect. Let’s take the next step together. Joel