PCS to Corporate America

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]

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.

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.”

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.

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 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.”

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.

Beau’s path is a great example of how preparation, adaptability, and the right support can lead to real success in the corporate world. His move from Army logistics to strategic procurement, and his promotion in under a year, show what’s possible.

If you’re thinking about making a similar transition, or if you’re already on the path, Beau’s story  of going from JMO to Corporate Procurement Leader is a clear and encouraging example.

Beau is passionate about helping JMOs and often shares insights with those going through the process. I am, too. If you want to connect with either of us, don’t hesitate to reach out.

Beau Hughes | LinkedIn

Best,

Brock Dudley

(210) 874-1495 | [email protected] 

Brock Dudley | LinkedIn

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:

That’s why Transition Rule #4 is: Past Success ≠ Future Success—not unless you change how you think and prepare.

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. Ego
Some 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 Focus
Transition preparation often gets delayed. Busy schedules take over, and planning gets pushed aside until it’s nearly too late.

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.

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.

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.

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.

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.

If you realize past success does not equal future success, and you’re ready to prepare with purpose to build a plan for your next chapter, let’s talk. We’re here to help.  Also, we’ll be back in a couple weeks with Rule #5 with Lauren Kordzik and Joel Junker.

Brock Dudley, Associate Principal
(210) 874-1495 | [email protected]
Brock Dudley | LinkedIn

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

This episode is for JMOs who are ready to transition and don’t want to take a step back in their next business career. In it, we:

Define who this is for: JMOs aiming to lead and take on greater responsibility in a Business Leadership Career.

Explain the “Traditional Career Search”: Glassdoor, LinkedIn, Indeed, USAJOBS, etc.

Define the “Non-Traditional Career Search.”

Explore why JMOs often default to the traditional approach.

Share key takeaways and closing thoughts.

JMOs are traditional candidates for defense-sector roles, but in the private sector, they are seen as non-traditional candidates.

That is why Transition Rule #3 is: Throw Out the Traditional Career Search if you are aiming for upward mobility in business leadership.

Searching based on past experience: “I have this experience in this industry,” or “I have this degree.” This focuses on what you have done, not your potential for leadership growth.

Narrowing your options by what you know: Location or Career Field, or both. “I am a Logistics Officer, and my home of record is Dallas, TX, so I will pursue Logistics in Dallas.”

Applying through job boards and online platforms: Glassdoor, LinkedIn, Indeed, USAJOBS.

“Networking” that often feels vague or produces unclear outcomes.

Important: The traditional search can work well for JMOs staying in defense, where their functional experience directly matches role requirements. But if you are making a hard pivot into business leadership, you need a different approach.

Job postings on LinkedIn attract 150 or more applicants. Popular roles see 300 or more.

Indeed and Glassdoor listings often draw 200 to 500 candidates for a single role.

Applicant Tracking Systems (ATS) filter out 75% to 90% of résumés before they reach a human.

The result? A success rate of only 2% to 5% for landing an interview via online applications.

A non-traditional search takes a different approach. It focuses on:

Highlighting your leadership experience, potential, and ambition as your key value.

Embracing a Growth and Investment Mindset.

Expanding and comparing multiple opportunities. This does not mean applying to 200 companies but making quality attempts.

Consider this: Of the 168 million people in the U.S. workforce, only 1.3 million are active-duty service members. Of those, about 200,000 to 234,000 are officers. JMOs (typically O-1 to O-3, with some O-4s) make up about 100,000 to 140,000. That is less than 0.1% of the total U.S. workforce.

JMOs are a specialized leadership talent pool. Their skills are highly valuable but often overlooked by traditional hiring methods. The key is getting in front of companies that recognize your unique potential.

If you are a JMO pivoting to business, ask yourself:

Do you know anyone who has lined up 10 to 12 quality interviews over two days? Interviews with hiring managers and decision-makers that bypass online filters, for roles that match or exceed their current pay and responsibility, and align with their separation timeline?

This is what a targeted, quality-driven search looks like. A broad search gives you the power of comparison, helps you gather facts and real data, and puts you in a strong position when it is time to choose between offers.

We know transition is tough. It is full of uncertainty, and it is natural to lean toward a traditional search. Well-meaning advice from family and friends can sometimes miss the mark if they lack expertise.

There is also the temptation to choose what is familiar, like a job close to home or with a recognizable title. But those options might not deliver the long-term growth you deserve.

Stay focused on your long-term goals: fit, opportunity, and leadership growth.

Prioritize getting in front of companies that view you as a high-potential leader, not just another résumé.

Remember: The thing you want most often lies on the other side of what you do not want to do. That expanded, non-traditional search is where your future is.

If you are ready to explore your options, clarify your goals, and build a personalized plan, let’s connect. We are here to help you move forward with confidence and a clear understanding of how Cameron-Brooks can assist in your transition.

Brock Dudley, Associate Principal