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Spotlight on 8×8

We’re excited to introduce another valued Employer Partner of The Honor Foundation and an Alumni who is now part of their family.

These are companies and organizations who have hired men and women from our program and/or who have generously given us their time, resources and connections in an effort to help build a stronger network for our Fellows after service — a community post community.

Matt Herber, THF Alumnus, 8×8 Equity and Payroll Operations Lead
Jake Miller, THF Alumnus, 8×8 Sr. Manager, Internal Audit and Sox Compliance

Sam Wilson – CFO
Galen Takamura – Sr Project Manager, QTC Transformation
Natalie BonDurant – Investor Relations
Sydney Fox – Talent Acquisition
Mike Weiner – Director, Global Financial Services

Q1  What advice do you have for those who are experiencing transition?

Matt Herber (MH):  Be patient.  You are leaving a career where you are the SME and potentially entering an industry that you will not understand.  Give yourself time to get adjusted and to begin a new learning process.

Jake Miller (JM):  

  1. Relax. You’ve earned this transition. You are marketable and you will find your job, your career, your purpose. Allow yourself time and latitude to explore the quality of life you’ve been preparing for for all these years. It took you several years to learn, practice, and gain proficiency in your military career. You should expect a similar learning curve going through and past transition. 
  2. Have frequent and candid conversations with your spouse about your goals, preferences, values, etc. Transition can feel very lonely so we have to take advantage of our fellows and mentors as well. The THF coaches are incredible and can be an excellent sounding board for you.

Mike Weiner (MW):  The transition will be one of the most challenging things you’ve done to date. Leaving a tight-knit community, having to learn something new, the stress of a job hunt, financial uncertainty, and a lack of being understood can leave anyone apprehensive. Just as you would on any deployment or operation, keep moving forward to better your position. Reach out to anyone willing to talk, network, ask questions, and above all, set manageable expectations – you likely won’t land your dream job on the first go! 

Galen Takamura (GT):  We are fortunate to leverage incredible Veteran Support Organizations like THF, providing immediate access to support systems to expedite learning through mentorship, insights, and an expanded network. Do everything you can to get around others supportive of your goal to transition. Identify and seek out those who have what you want and inspire you to grow. Also, work towards bypassing the standard resume submission process by networking and building meaningful relationships to gain direct access to recruiters and hiring managers – this is how I was afforded an opportunity at 8×8. Finally, you will be highly successful and be excited about paying it forward, as so many have done ahead of us. 

It’s normal to be unsure of your choice and yourself as you venture into the unknown. What you think you want today may not be what you want a year from now, and that’s ok. Remain open-minded and enjoy the experience of exploration. Most importantly, if you’re married, ensure you are in constant communication with your spouse, as the transition is a family effort. 

Sam Wilson (SW):  Treat it like a mission.  It has an objective, intelligence, supplies, operations, etc. 

 

 

Q2  What experience shaped who you are?

MH:  Deployments allowed me to see different parts of the world and create a new perspective on what things I find important in life. It expanded my horizons and helped me grow as a person.  My emotional intelligence definitely benefited from an increase in empathy.

JM:  Developing my WHY, finding my PURPOSE, and listing my PREFERENCES. They were all very different than what I had in mind before THF. I came to realize that my purpose and preferences prior to THF were only aligned with my “status quo”. I had not considered anything other than contracting and working overseas because that was my comfort zone and what I’ve known for 22 years. After discovering my WHY and listing preferences I found that I wanted something very different. Focusing on happiness and quality of life after transition became my priority. It led me to pursue career options closer to home and even working from home became an option.

MW:  I can’t say there is just one. Our individual experiences and perspectives make us who we are today, big and small. If I were to generalize, I would say the military was the biggest contributor to who I am today.

Sydney Fox (SF):  As Mike said, I don’t think that there is one experience that I could pinpoint and say that made me who I am.  But generally speaking, I think the military has heavily influenced my life and who I am today.  Growing up as a military brat, I was raised to face hard things head-on and with a go-get ‘em attitude.  I was surrounded by a diverse group of people and learned how to find common ground with anyone I talked to.  Now as an adult, I am a military spouse.  Between being thousands of miles away from family, training, and a deployment – I have learned how to be adaptable, strong, and have a positive outlook even when things are really just… shitty.

GT:  Having my first kid affected how I viewed my priorities and changed my perspective on life. After missing too many milestone events of my daughter’s first three years, the desire to be present drove my decision to depart a profession I enjoyed and respected. However, I have no regrets, as I work in a fully remote capacity today and cherish every moment with my wife and kids. 

SW:   grew up in a military household and happily took an ROTC scholarship. The military made me successful, and in particular, being Ranger qualified.  Small unit tactics are the most significant leadership lab in the world. It teaches mission accomplishment, no excuses, being a good teammate, being a leader, and so much more.  Being a Ranger teaches the ability to suck it up, get it done, plan, communicate, and most of all, leading the way.  Lastly, being in the military taught me to learn through experience. All the lessons I’ve had post-Army have been lesions because I was willing and able to do an AAR.    

Natalie BonDurant (NB):  LIFE! Finding a lesson or opportunity for growth in the toughest of situations. 

Q3  What is your favorite interview question?

MH:  Tell me about yourself….and not reciting your résumé but talking about where you come from and who you are as a person.

MW:  Please tell me about the most challenging situation you’ve had to overcome, either professionally or personally. I also really like Galen’s and will steal that from now on.

SF:  What are you really good at, but never want to do anymore?

GT:  Tell me about a time you failed. I like this question because I have many failure stories to choose from. I can’t say I’ve never enjoyed failing, but I value the lessons learned and the character developed through adversity.

NB:   +1 to Galen (great minds!) I love this question because it also allows for a follow up “so what did you do next?/ how did you fix it?” It allows the interviewee to elaborate on how they problem solve. 

SW:  What was your favorite job? I want to see if the job we are interviewing for fits.

 

 

Q4  What similarities did you find between your role at 8×8 and your previous experience in the SOF community?

MH:  Max flex!  As with any mission, your day to day tasks or projects can quickly change due to unforeseen consequences of actions that might not have been yours.  You have to quickly adapt to the new situation, learn via drinking from the fire hose, and finish the job.

JM:  Teamwork and camaraderie are valued at 8×8. Your ideas and experiences are welcomed. The team room may be virtual but team members take care of each other.

Q5  What makes the culture at your company special?

MH:  8×8 emphasizes the importance of work/life balance and promotes it.  They have also demonstrated the desire for more SOF personnel at the company because they understand the potential.

JM:  Leaders and managers value their people.

MW:  We’ve built a small, tight-knit community of SOF veterans who support each other on a weekly, even daily basis. Instead of having to interact with hundreds of people, we’ve built a small network across the company of truly valuable employees who can get things done behind the scenes. It helps break down the bureaucracy and red tape while keeping a positive, small team-like atmosphere.

GT:  From an organizational perspective, it is clear from the top down that people come first. From a team perspective, I am impressed with the intelligence and capability of teammates, with everyone willing to go beyond their scope to support the collective whole.

NB:  I’ve seen several roles at 8×8 shaped around the expertise of the SOF Veteran community. With the help of organizations like THF and with the support of leaders like Sam, 8×8 has been able to translate the experiences and expertise of the SOF community to achieve various business goals.

Also, the community of SOF veterans already at 8×8 are some of the best people/coworkers I’ve worked with throughout my career, they’re continuing efforts to support one another, and the broader community is really awesome to watch and inspires others to get involved. 

Q6  What question are you asked more than any other?

MH:  From transitioning veterans, “What lessons did I learn?”  Let’s have a virtual cup of coffee to answer this one.  To chime in on the above, I agree with Sam.  You shouldn’t grab a certification if it doesn’t interest you or you won’t use it.  It’s extra work for you, so make sure you are learning something you want to learn.

JM:  “What are you going to do next?” This question can be annoying and frustrating when you don’t have the answer! But it’s also a great opportunity to work on your pitch, discuss your WHY, and speak out loud your ideas about your future. You get to hear how they sound out loud and get feedback from anyone who will listen.

MW:   Should I get my PMP or MBA? The most important thing you can put on your resume is real job experience to help your resume look normal. Yes, certifications help, but they are not as good as experience (this is my opinion, so do what you think is best for you and your family!).

GT:  Same as Mike, so I’ll answer his question. Yes, get your PMP (project management certification) to help bridge the gap between military jargon and civilian terminology. It’s essential to effectively communicate your military accomplishments to business terminology during the interview process. Furthermore, the PMP will provide the institutional understanding of scope, schedule, and budget, providing value in any business environment. In addition to the PMP, I’d also recommend an Agile-based certification if interested in tech and Lean Six Sigma to build a solid foundation in continuous improvement and operational excellence. 

SW:   I think if project management interests you, yes, if not no.  Don’t do something because someone tells you to do it, do it because you want to.

Q7  What drives you every day?

MH:  Wanting to provide for my family while being present in their lives.

JM:  My values. Loyalty, Family, and Fun. Once I established and now live my own values, that drive grew and the desire to achieve my purpose became obtainable.

MW:  Getting to come to work and hang out with people that I actually enjoy. While my job may not be the most fun and is full of angry customers or sales reps, my small teams and strong mentors are the reason I don’t throw my computer in the blender.

SF:  Meeting new people and getting to learn new things.  My favorite part of my job is interacting with new hires and other people in the company that I don’t work with regularly.  Everybody has a story and some wisdom to share; I love making connections and learning from others.

GT:  The need to get sh*t done. I’m energized by the desire to work with proactive teams to address and solve challenging systemic issues.

NB:  The fact that no one day is the same, priorities shift, and you’re not always sure what to expect, but working with an incredible team of people makes anything possible. 

SW:  My team!

Q8  What book do you find most valuable?

MH:  I’m not a big reader.  However, I did enjoy Atomic Habits by: James Clear

JM:  The Filthy Thirteen by Jake McNiece. Not necessarily a book on leadership but it was for me for better or worse.

MW:   Colin Powell – It Worked For Me: In Life and Leadership

GT:  This changes depending on what’s going on in my life. I read “Measure What Matter” by John Doerr in my transition. It was inspiring to learn how the most significant tech companies prioritize measurable goals, nested with higher, to advance the organization holistically. 

SW:  The Culture Code by Daniel Coyle or Boys in the Boat by Daniel James Brown.  Culture Code is the best book on building teams and Boys in the Boat is the best book on teamwork.  Business is a team sport.

 

Q9  What is a lesson you learned the hard way?

MH:  Contrary to the many false statements made by SOF communities about how “easily” you will get a job upon separation from service, I learned that finding a good job was very difficult and time consuming.  After separation, it took me 6 months to land my first job.

MW:  You can’t talk like you’re in the military in corporate meeting settings…

GT:  Break down silos without breaking glass. Relationships are essential, and not all glass is fixable. As Mike said, there is a necessary shift in tact and approach from military to civilian environments.

SW:  If they don’t ask, they don’t want to know your opinion.

Q10  What defines a leader?

MH:  Someone who will lead with humility and integrity.  They will make decisions that are for the greater good versus ones that could be more beneficial for the few.

JM:  How they take care of their employees and quality of leaders they themselves produce.

MW:  This is based entirely on my opinion. For me, their ability to care for the well being of their team.

SF:  Someone who cares about their team members and their success.

GT:  The ability to influence others to row in the same direction and in unison to achieve challenging goals. All while keeping in mind what Mike and Sydney said above. 

NB:   Someone who trusts their team to make decisions and who communicates often, and as transparently as possible.

Q11  What is your favorite quote?

MH:  “Only a life lived for others is a life worthwhile.” – Albert Einstein

JM:  “Before you criticize someone, you should walk a mile in their shoes. That way when you criticize them, you are a mile away from them and you have their shoes.” – Jack Handey

MW:  “Take care of your people, and your people will take care of you.”

SW:  What the F***?!?; Onward; 

“It is not the critic who counts, not the one who points out how the strong man stumbled or how the doer of deeds might have done them better. The credit belongs to the man who is actually in the arena, whose face is marred with sweat and dust and blood; who strives valiantly; who errs and comes short again and again; who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause; who, if he wins, knows the triumph of high achievement; and who, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who know neither victory nor defeat.”

SF:  “Work smarter, not harder.”

GT:  “You’re the average of the five people you spend the most time with.”

NB:  “Those who cannot change their minds cannot change anything.” – George Bernard Shaw

 

 

Q12 (8×8 specific):  What unanticipated skills, talent, and/or competencies did you gain for employing Special Operators at your organization?

SW:  Special Operators bring unique and challenging-to-find skills into the business world. One truism of the business world seems to be: that if you wait for all the information, you will be last. The best business leaders deal with imperfect information and yet still move solutions forward. Special Operators can collect a mosaic of data, form an opinion, and then move forward. They are then willing to adjust as new evidence becomes available, demonstrating the flexibility it takes to be successful in an ever-changing business environment. They have a demonstrated record of success both in the military, passing both challenging schools with high standards and real-world actions. They work exceptionally well at solving complex problems under stressful conditions. In the business world, this may mean a tight deadline, demanding customer, or technology setback. These challenges do not stop from progressing forward. Special Operators generally have solid 360 leadership. They know when to step up and when to follow – they work well with peers. They have very high levels of integrity. When they say it will get done to a high standard, they mean it both in terms of delivering on time and with attention to detail. Lastly, there is an intangible that Special Operators bring to the table: grit. Sometimes in the business world, things do not go as planned. An individual is willing to continue with a focus on the project’s objectives. They use setbacks as learning moments and rally the organization to do its best.

 

THF Alumni Bob Newman Featured in The BLAST

“Throughout this process, walking through countless challenges, I felt re-invigorated with purpose. I was rediscovering myself, finding my post-retirement ‘new normal.’ I viewed the process as sharpening the sword.”

The Fall 2020 edition of The BLAST features the transition story of Bob Newman — former Navy SEAL, THF Alumni and current CEO of Victory Strategies. Flip to page 16 to read the full article.

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Spotlight on BD

We’re excited to introduce a new  feature to showcase our valued Employer Partners and the Alumni who are now part of their family.

These are companies and organizations who have hired men and women from our program and/or who have generously given us their time, resources and connections in an effort to help build a stronger network for our Fellows after service — a community post community. 

Q1 What advice do you have for those who are experiencing transition? 

RF:  The fear of the unknown was the hardest part of transition me. Once I mastered this fear and replaced it with excitement, I began to enjoy this time in my life. I began to look forward to what might be possible.

NB:  Start your transition at least 2 years from separating.  Utilize the DOD Skillbridge program to gain experience in whatever industry you are planning to work in.  That short stint of industry experience will make you a lot more competitive for Management level positions.  At the same time ensure you attend as many transitioning courses/programs (like THF) as possible. Start building your professional network early. Build relationships with professionals from every industry and every type of position you can think of, and always remember to be grateful and appreciative of everyone’s time and willingness to help you.  Meeting people is easy, but establishing and sustaining relationships is hard work.

Q2 What experience shaped who you are?

RF:  I spent 23 years of my life serving in the Special Operations Forces (SOF) community, US Navy SEAL Teams. I have had countless positive and negative experiences that have contributed to who I am today. The most influential experience by far is building lifelong friendships in a purpose driven community of likeminded warriors. My transition into corporate America has in large part been so successful because of my continued friendships and connections within the SOF community.  In turn have found myself looking for ways to help fellow veterans find similar success in their transitions.

NB:  My 20 years in the military, and more specifically my 16 years in Naval Special Warfare (NSW), where I deployed 7 times.  During that time I learned what adversity means, witnessed amazing (and not so amazing) leadership, and how critical effective communication is.

Q3 What is your favorite interview question?

RF:  How do you handle colleagues/teammates who are under performing or not meeting timelines? I reframe this question to ask, how can I lead my teammates in a way that brings out their best and helps them see the larger objective? I have found that most people are not under performing rather they are over tasked by multiple competing objectives. I work in a highly matrixed environment and I have found that my teammates are often balancing multiple competing demands for their time. It is my job to see the big picture and understand what is driving my teammate’s performance.  I then work to de-conflict competing objectives while doing my best to understand their functional, operational, and personal demands.

NB:  Tell me a time where you failed or did not deliver as expected?  I love this question because everyone has a ton of these experiences (although you never hear about them) which initially sounds bad because failing is never the plan.  But, lessons you learned from those failures are invaluable, how you handled the situation is critical, and how you recovered from the failure is very important. These questions showcase vulnerability, accountability, and persistence.

Q4 What are similarities did you find between your role at BD and your previous experience in the SOF community?

RF:  In my last SOF role I was the Current Operations Officer for all of the West Coast SEAL Teams. What we call operations in the SEAL Teams is similar to projects and programs at BD. In both roles I have been tasked with deploying mission-essential equipment and people to multiple global positions. In both roles I have spent weeks planning and preparing for projects that often face delays and unsurmountable obstacles but somehow still get accomplished.  In both roles I work in a highly matrixed environment. In both roles I am responsible for leading cross functional teams tasked to do more with less.

NB:  I found that communication, leadership, mentorship, people and time management are very similar.

  • Communication: In some aspects BD has better communication, and in others the military has better communication. Specifically, all the various electronic tools available at BD (Outlook, Skype messaging, Skype calls, internal social media, intranets, etc.) makes delivering information electronically easier.  The military is much better with face-to-face communication and messaging tasks, goals, and objectives in a more clear and direct way. Both face-to-face and electronic communication are important and I feel my communication abilities have increased because I now utilize both in my day to day work and communication with co-workers.
  • Leadership/ Mentorship: My co-workers at BD are very intelligent and motivated.  They are quick to identify improvement opportunities and create plans and processes to address those opportunities.  Where I feel improvements can be made, and what veterans can bring to the table is organizing available resources, clarifying objectives, prioritizing tasks, and finishing projects.  For the most part, we (veterans) are quick to step up and ensure everyone is aligned and working towards the same goals.  I tribute these abilities to the leadership experience we gain through the military. BD and the military both have very similar career development tools, employee evaluations, and mentor type of programs. ·
  • Management: Managing people, time, and resources at BD is very similar as in the military.

Q5 What makes the culture at your company special? 

RF:  I have found that BD associates reflect the BD core values: we are humble, sincere, transparent, and explicit in our intentions. At the end of the day the work we do at BD is advancing the world of health. It is easy to remember that those patients are often beloved family members.

NB:  The part of BD’s culture that stands out most to me is the emphasis on the patient.  It is easy to get wrapped around productivity, cost savings, and revenue in a large company, but BD consistently reminds us that there is a patient at the end of every device we manufacture.  Our veterans program (VETS ARG), which has been re-launched within the last year has gained a lot of momentum and is really putting emphasis on giving back to our Veterans internally within our company, and externally within the community.

Q6 What question are you asked more than any other?

RF:  How do you lead people with more industry experience than you? My answer is always be humble, ask lots of questions and complement often.

NB:  Was the transition from the military to the corporate world hard? Specifically “how do you go from an operational SEAL to a corporate employee?” My response is “I purposely found a role in the Healthcare space because although I am not the one creating medical devices or in a lab developing cures for diseases, what I am doing is contributing to saving lives and helping people.” I also respond that “The leadership and communication experience we gained through the military can be applied anywhere, especially in corporate America.”

Q7 What drives you everyday? 

RF:  I am responsible for deploying cutting edge medication management solutions to over 100 global Military Treatment Facilities (MTFs). I am driven every day to provide the military exceptional management solutions that decrease pharmacy medication cost, decrease medication diversion, and greatly improve patient safety.  Ultimately, I am proud to be able to help positively impact the health care conditions of active duty and retired members of the military, along with their dependents.

NB:  Leading and helping teams that are making an impact, and empowering those teams with a clear path to crush their objectives.  I love communicating and removing roadblocks, and knowing the team trusts me to provide top cover for them.

Q8 What book do you find most valuable? 

NB:  I find myself reviewing the Project Management Body of Knowledge (PMBOK) pretty often, on a personal level I like reviewing Simon Sinek’s “Start with Why.”  I love the concept of identifying your “Why” statement and having that guide your journey for meaningful employment. Thank you to The Honor Foundation for introducing me to this book and TED Talk.

Q9 What is a lesson you learned the hard way?

RF:  I regret not taking my health as seriously as I should have, during my transition to corporate America.  I took my health for granted by allowing work and family to take higher priority. About a year ago I hit a low point in my health that scared me into change. I have since made major improvement to my health by guarding my sleep, managing nutrition and exercising daily. This should go without saying but you have to make you a priority.

NB:  I’ve learned that over the last 18 months that Corporate America places a heavy emphasis on industry and technical experience, in some cases more so than leadership, management and communication experience.  Once someone has a “foot in the door” their leadership and communication experience can then quickly be used to identify them as a high potential, high performing associate, but even so, managers can still be hesitant to give veterans management opportunities without extensive functional experience performing the job duties of the role.

Q10 What defines a leader? 

RF:  A leader listens first, asks questions often and brings out the best in people. A leader’s optimism is contagious even in the worst situations.

NB:  A leader is someone who puts their people first.  They communicate expectations, goals, and objectives clearly.  They inspire people through accountability, empowerment, trust, and their own actions.

Q11 What is your favorite quote? 

RF:  “The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor.” Vince Lombardi

NB:  Be a good dude (Nick Bellenbaum)