As the year winds down, a lot of Junior Military Officers are asking the same thing: What does the market actually look like right now? And what should I be doing about it?

In the latest Cameron-Brooks podcast, our CEO, Chuck Alvarez, and Senior Vice President, Joel Junker, break down where things stand at the end of 2025. The short answer: the market isn’t easy, but there are still great opportunities out there.

There’s no question the economy feels uncertain. Global conflict, political gridlock, and nonstop headlines about AI have made companies more cautious. Hiring has slowed in many corporate roles, and expectations are higher across the board. But here’s the part that often gets missed: companies are still investing heavily in leaders who can run teams, solve problems, and deliver results.

That’s where mindset matters.

Looking ahead to 2026, that gap is only going to widen.

AI isn’t replacing leaders, but it is raising the bar. Companies expect new hires to show up ready to learn, ready to adapt, and ready to drive outcomes. Officers who prepare early, by learning the basics of business, understanding how data and finance work, and translating their military leadership into real business impact—will stand out. Officers who wait until separation to start thinking about all of this will feel the market’s friction much more sharply.

Additionally, Joel and Chuck talk about the difference between a landing pad and a launching pad. A landing pad feels safe. It prioritizes location, familiarity, and getting comfortable quickly. For many officers, that leads to internships or roles that don’t fully use their leadership experience—and frustration sets in fast.

A launching pad is different. It treats the transition as the start of a long leadership journey, not the finish line. Launching pad roles are harder. They come with more responsibility, steeper learning curves, and sometimes less geographic control. But they also create momentum: early wins, faster growth, and compounding “opportunity” interest over time.

The year-end message is simple: you may not be able to control the economy, but you can control how prepared you are for it.

If you want 2026 to be a year of growth rather than regret, build a launching pad now.

Listen to the full Cameron-Brooks podcast for a candid conversation on the market, mindset, and what it really takes to transition well.

Thinking about your next steps? We’re more than happy to talk.

Check out our latest Alumni Panel after the November 2025 Career Conference. Brock Dudley sits down with:

You cannot control the market, but you can control how prepared you are. Cody and Ian started early, stayed open to learning, and trusted the process. In turn, their preparation led to fantastic, well-aligned career launches.

This is not just about landing a job. It is about building a long-term leadership career. For more than 50 years, Cameron-Brooks has helped JMOs do exactly that. If you are considering your next move, now is the time to prepare.

https://youtu.be/oSYdpYoVfPQ

If you’d like to learn more from other recent alums about their experience, listen to the alumni roundtable from after the August 2025 Career Conference. 

If you’d like to speak with a career coach, we’re happy to talk.

Follow Cameron-Brooks on LinkedIn.

On this episode of the Cameron-Brooks Podcast, Senior Vice President Joel Junker sits down with Phil Ranck, founder of Lean Alaska and a retired Army CW4 logistician. Phil shares how Lean Six Sigma helped him shift from “fix the person” to “fix the process. Additionally, he shares why that mindset is critical for junior military officers (JMOs) moving into business leadership roles. More specifically, if you’re preparing for interviews or your first role post-military, this conversation is packed with practical takeaways you can apply immediately. In short, developing your process thinking will supercharge your military to business transition.

Phil joined the Army intending to serve two years—and stayed for 24. Along the way, Lean Six Sigma gave him a language and framework to communicate with commanders, diagnose issues, and drive change. His big lesson: most failures aren’t individual—they’re process problems. That perspective reshaped his leadership and later inspired Lean Alaska, where he now trains and consults across industry. Additionally, in his role, he translates “military speak” to the terms hiring managers understand.

Whether you’re headed to operations, manufacturing, sales, or project management, Phil argues that a baseline in Lean and Six Sigma helps you see—and explain—value. He breaks it down with DMAIC (Define, Measure, Analyze, Improve, Control). More specifically, he talks about resisting the urge to jump straight to solutions; measuring the baseline; finding root causes; then improving and controlling so changes stick. You’ve likely been doing parts of this already. Certifications and vocabulary simply give you the framework to tell your story in interviews and in your first 90 days.

At a minimum if you are a JMO considering a transition, you will want to familiarize yourself with business concepts like Lean, Six Sigma, Project Management and Change Management. You watch YouTube Vidoes, take classes on Coursera, and read books such as What is Lean Six Sigma, Fundamentals of Project Management, Leading Change and The Goal.

If you have time and the financial resources, you can earn certifications. There are numerous organizations and universities that offer official learning at a reasonable cost, or investment. A certification does not ensure transition success, though it does indicate mastery of a subject.

A few Cameron-Brooks Alumni have earned certifications through Lean Alaska. Phil emphasizes no out-of-pocket when possible—leveraging Army Credentialing Assistance, Post-9/11 GI Bill, and other pathways. The program also helps you build a portfolio you can bring to interviews to prove real impact. He also partners with bodies like ASQ, PMI, and ACMP, and delivers virtual, recorded, repeatable training focused on doing, not just testing.

Conclusion
If you want a practical roadmap to translate your military experience into business results—and speak the language of industry—don’t miss this episode. Hear Phil’s stories, learn the tools, and discover funding paths that make upskilling attainable. Listen now and turn your transition into a process you can lead.

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]

Want to learn more? Request your free 1-on-1 coaching session: Personal Marketability Assessment | Cameron-Brooks.

Lauren Kordzik, Principal at Cameron-Brooks, sat down with Cameron-Brooks alum Pat Curran to discuss his leadership journey from the military to consulting.

When Pat left the Army in 2013, he had a strong operations background and years of leading teams under pressure. After active duty, Pat started his business career at EMCOR and later continued to grow his career at CBRE and through his MBA at Penn State. Today, he serves as Managing Director at Greencastle Associates, a 100% veteran-owned consulting firm.

While Pat relied on his leadership skills from the Army, Pat emphasized the importance of continuous growth and improvement. Below are some key highlights from the conversation as well as Pat’s advice for evolving as a leader.

When reflecting on how he adjusted his leadership style, Pat shared a few key tips:

In addition to advice about leadership style, Pat has advice for the aspiring consultant.

Want to hear more from Pat? Check out our full conversation on the podcast.

At Cameron-Brooks, we help officers transition from the military into another fulfilling career in business. Whether you are looking to move from the military to consulting or you are looking to explore your options, we’re here to help.

Want to learn more about a career in consulting? Check out our career fields page.

Want advice about your marketability in the business world? We would be happy to talk.

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:

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.

Together, these values create a culture of straight talk delivered with care, high standards, and real growth.

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.

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.

If you’re a JMO considering a transition, this episode of PCS to Corporate America demonstrates how to:

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.

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]

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.

Before diving into strategies, here’s where these three standout officers landed:

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.

During that time, Cameron-Brooks was able to meet them multiple times for in person and virtual preparation sessions, which allowed them to:

Each alumnus emphasized how critical it was to learn the language of the Business. 

Their Go-To Learning Tools:

This preparation helped them walk into interviews speaking confidently about business.

Every Cameron-Brooks candidate knows the power of the “Tab Five”: our structured interview preparation framework. But Spencer, Matt, and Wes all agreed: you must be able to “eclipse” Tab Five. You must be able to go beyond the framework and have a real, human conversation. These 3 were able to get into the interview and successfully:

This is always a tough one, but sequencing the search. One of the hardest things to do is shifting the mindset. Start with the company’s problem and think like a problem solver. Take the “get hat” off, and put the “give hat” on.

Each company’s job description is, at its core, a problem statement. Successful candidates positioned themselves as the solution. To do so, they focused their answers on how they could help the company win.

Once the conference ends, things move fast. Alumni described it as “a blur” of flights, interviews, and rapid decision-making. They talked about traveling smart, staying organized, and diving deep into research to learn and know the companies better.

Within just two weeks, each of these officers had multiple offers on the table – a testament to the quality of their preparation and fit.

But making the right choice required more than comparing salaries. It meant aligning the opportunity with personal values, long-term vision, and family priorities.

Spencer put it best: “You’ve got to know your why. Why are you leaving the military? What did you love about it? And how do you carry that forward?”

He ultimately chose USAA not because of location or title but because it represented challenge and growth – two elements that would stretch him as a professional and a person.

All three emphasized company culture as the deciding factor.

While candidates were encouraged not to lead with location, it inevitably became a tiebreaker once other criteria aligned. They successfully sequenced the search, received offers, and then went into decision making mode. Though it didn’t drive their searches, Wes, Matt and Spencer ALL landed in their desired locations.

Each candidate used tools like pros and cons lists, financial comparisons, and cultural evaluations to make informed decisions. They also sought counsel – from spouses, mentors, and the Cameron-Brooks team – to ensure they balanced career opportunity with life priorities.

The stories of Spencer, Matt, and Wes underscore what we’ve always known at Cameron-Brooks: success in the military-to-business transition isn’t about luck — it’s about preparation and mindset.

Here are their top lessons for future JMOs:

At Cameron-Brooks, we often say: you can’t control the market, but you can control your preparation.

The stories of Spencer, Matt, and Wes prove that principle true. Each of them put in the hours, stayed open-minded, trusted the process, and approached the journey with curiosity and humility.

The result? Three unique career launches — each built on a foundation of leadership, preparation, and purpose.

If you’re a military officer considering your next mission, take a page from their playbook: start early, stay curious, and remember that your leadership matters – in any uniform.

This isn’t just about landing a job; it’s about helping talented JMOs create purpose-driven careers and achieve long-term military to business transition success. Every officer who walks through the Cameron-Brooks program isn’t just making a career change. They’re laying the foundation for the next 40 years of leadership, growth, and impact.

For more than 50 years, Cameron-Brooks has helped Junior Military Officers transform their military leadership into business excellence – equipping them with the tools, mindset, and confidence to thrive in corporate America.

If you’re considering your options to stay in the military, or transition out, my encouragement is to start early. Now is the time! You can never time the market, but the right strategy, preparation, and mindset can open doors to exceptional opportunities – and we’ll walk that journey with you every step of the way.

Your transition partner,
Brock Dudley
Associate Principal, Cameron-Brooks
(210) 874-1495

Follow Cameron-Brooks on LinkedIn

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.

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.

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.

Self-transcendence doesn’t require grand gestures—it’s built in everyday moments. For example:

Ask yourself:

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?

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 organizations that will flourish.

If you want to talk more about your options, don’t hesitate to reach out.

Your transition partner,

Joel Junker | [email protected]

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 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.

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.

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.

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.

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 and mindset, JMOs don’t just find jobs -they launch into careers that position them for long-term success.

Chuck and Joel concluded with optimism. Yes, the economic landscape is challenging, but it also creates tremendous opportunities for those willing to prepare, learn, and lead. For JMOs, the road ahead isn’t about surviving the “new normal” – it’s about leveraging military leadership experience to thrive in this new normal.

This “new normal” isn’t something to wait out – it’s the reality we face. The U.S. Economy has always adapted, and JMOs must too. While the current market isn’t “easy” to navigate – and can feel overwhelming at times – Chuck and Joel provided encouragement to all the talented JMOs looking to transition to business: Opportunity still exists for those who are prepared and intentional. Companies continue to hire.

As Chuck reminded the team at Cameron-Brooks a few weeks ago:

“Always love whatever is happening to you.”

It’s a Stoic Principle – amor fati – and it’s about leaning into challenges instead of wishing things were different. New York times best-selling author, Ryan Holiday, says it best in The Obstacle is the Way:

“The rock in the path is the way”.

At Cameron-Brooks, we believe the next 10–20 years will showcase the incredible impact JMOs can make in the business world.  For those preparing today, the future is not only bright – it’s full of possibility.

Want to know more about Cameron-Brooks? Want to know more about what is possible in a business career?

Reach out to me below. You can also go to Cameron-Brooks and do more research on your own.

Want to talk to Cameron-Brooks alumnus? We can do that too – contact me below.

Best of success in your professional careers!

Your transition partner,

Brock Dudley

Brock Dudley | LinkedIn 

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.

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. 

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.

Our alumni panel reinforced the importance of preparation prior to, during, and post-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.

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 successful in the interview, and subsequently the role they would be filling.

Coaching Zoom Room: Managed by the Coaches, allowed for instant feedback after interviews to adapt in real time and prepare for the next interview.

Asking Quality Questions: One of the most important parts in an interview.  Asking quality questions demonstrates three things to the Hiring Mangers: 1) What’s most important to the candidate; 2) Demonstrates the candidates desire to solve the company’s problem; and 3) The candidates intellectual curiosity.

Fast and Focused: Field rides, plant tours, and virtual interviews often start immediately.

Cameron-Brooks Follow-Up Team: Dedicated support from our team to manage offers and logistics.

On-Site Experiences: Field rides and tours are game changers—turning interest into offers by showing real job fit.

Give a listen to see what companies attended and for what type of roles!

Pat, Jesse, and Connor shared some insights on how they turned preparation into offers:

Utilizing the Cameron-Brooks SkillBridge: Provided them with extra time to focus on preparation and self-care before transitioning.

Prioritize Study Groups: Honest feedback and practice is invaluable.

Tell Stories with Purpose: Adapt your military experiences to business challenges.

Close Every Interview: Express genuine interest and why you want to move forward.

Their experiences reinforce the Cameron-Brooks principle: success comes to the prepared and adaptable JMO.

As I shared in my closing remarks at the Post-Conference Review:

Get plugged into your study group early.

Read and apply insights daily.

Engage with Cameron-Brooks alumni and staff.

This transition is not just about landing a job, but rather getting out and up into a business leadership trajectory  by laying a solid foundation that will fuel the next 25 – 40 years with growth, challenge, and impact.

If you’re a JMO preparing for the August 2025 Career Conference, or transitioning out in 2026, now is the time to double down on preparation. Use the insights above, trust the process, and remember, Cameron-Brooks is here as your partner and guide in the transition.

Best of success,

Brock Dudley

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

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.”

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.

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:

One of the most common regrets we hear from JMOs who made early career pivots is that they didn’t explore broadly enough. They limited themselves by geography or industry and passed on roles that could have launched remarkable careers.

I think of a former F/A-18 Hornet Marine Corps pilot who initially dismissed medical device sales, only to discover through conducting a broad career search that it was a perfect match for his drive, communication skills, and passion for serving others. Today, he’s a Regional Sales Manager for one of the fastest-growing medical device companies that grew over 60% in total revenue last year. He is flourishing and so is the organization he plays a major part in leading.

Lauren reminds candidates: “Companies don’t expect you to show up on Day 1 ready to run the business. They’re investing in your potential.” She touches on a mutual investment in one another, and the investment in the JMO is helping them learn the business, grow, develop, and get into a company’s succession planning.

The gold standard for a successful transition isn’t a prestigious company or fancy title – it’s building a track record. Stay with one company for 3-4 years. Rotate through different roles. Lead teams. Deliver results. That’s the foundation for development business career.

If you’re preparing for your military-to-business transition, remember:

Don’t just chase the extrinsic factors: job titles, company, money, and location. Those are very important! However, focus on building a track record. The score will take care of itself, and all those things will come.

Don’t get distracted by the cupcakes. Build a wedding cake.

Avoid the career do-over by committing to the process, being open to new paths, and focusing on your long-term objectives.

Thanks to Lauren for joining me in this discussion. Her insights continue to shape how we support both our candidate and client partners at Cameron-Brooks.

Our mission is to help guide officers through the transition and accompany them along the journey to de-risk the transition 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 organizations that will flourish.

If you want to talk more about your options, don’t hesitate to reach out.

Your transition partner,

Joel Junker | [email protected]