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Spotlight on National Speed

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. 

 

 

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

Will Martin (WM): First and foremost, be PATIENT with yourself throughout the transition process – easier said than done, I know. Think about things you ARE and ARE NOT looking for in terms of “fit” in your next company/organization (Do you want to lead or be led? Are you seeking a Team or singleton organization? Do you want pre-existing structure or do you want more autonomy and the opportunity to build from scratch? Where do you want to live? Do you want to travel? Are you seeking variety in daily schedule and problem-sets, or do you want predictability?). Thinking through these questions helped to bring clarity to the unknowns and ambiguity of the transition process. If the compensation structure/salary is in the ballpark to support you and your family, I would focus on your “WHY” and growth potential in prospective companies. With that said, you need to make sure that you aren’t looking past the role for which you are interviewing.

Separately, my biggest takeaway from the interview process is that it will ultimately fall on YOU to connect the dots between the prospective company’s challenges/needs. Nine times out of ten, the person interviewing you will not have the common background or experiences to bridge the private sector and military worlds. Think hard about and come prepared to articulate how your past experiences and skill sets make you a qualified candidate and a valuable addition to the prospective company. Do your research beforehand and ask questions during the interview process to understand how you can best help that company succeed. For example, most interviewers are not going to be able to extrapolate the parallels between managing difficult Partner Force leadership/personalities and dealing with dissatisfied Customers in a retail environment. I think it is a great approach at the end of an interview to ask the Interviewer, what concerns they have about you as a candidate and/or what they see will be your biggest challenge with stepping into that position. What that gives you, is a last window of opportunity 1) to illustrate how you have dealt with a similar situation, quelling their remaining concerns or 2) to own your professional/technical gaps (that is perfectly OK), while providing them with past scenarios where you have been thrown into and had to navigate unfamiliar situations/tasks. This affords you the opening to demonstrate your ability to adapt, problem-solve, and overcome to successfully meet a defined end-state. You have all the tools; you just need to understand how to translate them to illustrate your true value.

Jason Hadaway (JH): Be humble, be professional at all times, be PATIENT, and be genuine. The workforce is starving for people with the soft skills that are beaten into us as service members. Bringing those skills to the table puts you ahead of your competition from the start of the interview process. EVERYONE is learning when they are starting a new position or even the same position, but with a new company. These people have to learn new systems, new processes, and new people. So, RELAX when thinking your skills do not apply to a new industry or career choice. Most importantly do not get discouraged when you fail to acquire the role or exact company you hope for. The right opportunity and Team will present themselves and it will feel natural. The most important characteristic of the right “fit” was the connections I was making during the process.

 

 

Q2 What experience shaped who you are?

WM: While my collective military experiences influenced much of who I am today, there was one major inflection point that sticks out and is what ultimately led me to pursue a career in the military. Following a High-School football game in Alexandria, VA on November 3rd, 2001, I visited the Pentagon with my parents to see firsthand the crash site of the hijacked American Airlines Flight 77. Speechless and overlooking the destruction from September 11th, 2001 from the west side hill, that moment served as the catalyst that propelled me to a career of military service in the SEAL Teams, for which I am forever grateful. I took away from that experience and my time in service the importance and power of PURPOSE and PERSPECTIVE. My biggest concern with making the transition was finding a comparable sense of purpose outside of the military, but I made that one of priorities in navigating the job search process. Consequently, I’m happy to say that it’s served me well.

JH: As a Veteran and prior Marine Raider, the many experiences that shaped me were all probably similar experiences to the audience. Exposure to strong leaders and timeless mentors. Shared struggles and successes with my peers, and losses that are still difficult to justify have shaped my understanding of people and the importance of my investment to our Team. Since transition, my exposure to excellent mentors continues to increase as I strive to surround myself and learn from those with new ideas and differing perspectives. The civilian workforce is diverse and unique from the military due to a higher risk of failure, but also higher risk for reward. Should you fail, you look for a new team and work elsewhere. Should you work hard and apply the skills and experiences you have shared in the military, you will experience more growth and promotions at a rate your company chooses. Time in grade has no value on the outside!

Q3 What is your favorite interview question?

WM: “What concerns or qualification gaps do you think you would have with stepping into this position?” This gives me insight into the candidate’s understanding of the position and their level of self-awareness. Hiring Managers are often fine with qualification gaps (I had a handful of my own when I was interviewing), but more importantly, they are looking at whether the candidate has the humility and grit to autonomously self-assess and self-correct. You are both thinking it, so own it! Use that opportunity to illustrate other scenarios where you’ve volunteered or been required to step into uncharted territory (outside of your comfort zone) and how you addressed perceived capability gaps to achieve success.

JH: My favorite interview question to ask aspiring National Speed team members completely revolves around their ability to work well with others. “Do you think you will fit in with our team, and how do you plan to ensure that happens?” I care 100x more about a person’s ability to work closely and under stress with the rest of the Team than I do about their skill level in comparison with each individual on the Team. I want to know if the individual can take a difficult situation on the chin and continue to be optimistic and think clearly. When working on close Teams, the same rules apply as in the military. Your demeanor and professionalism impact everyone around you and their ability to have a joyful and productive day.

 

 

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

WM: The core tenets that I’ve found transcend and drive success across both experiences are cross-organizational communication, accountability, adaptability, divergent thinking, and collaborative problem-solving. Much of my deployment experience was in leadership positions in underdeveloped areas of operational responsibility and resource constrained environments. While the severity of consequences and jargon may be different in a private sector startup/small business, there are more similarities than differences between the two worlds. As a SEAL Platoon Commander, I often applied organization, structure, course of action analysis and development, and decisive action to bring calm to chaos. My role as National Speed’s VP of Operations is no different, as I’m heavily focused on driving solutions and improvements pertaining to People, Processes, Systems, Planning, and Execution. SOF personnel are well postured to pursue post-military careers in startups and smaller companies like National Speed, because where others see obstacles, we see opportunity. We love the challenge of complex problems, we seek to understand the tactical and strategic implications of potential solutions, and we tackle it head-on to make things better for the mission and our teammates.

JH: Soft skills matter. Every interaction holds weight. You are being considered and judged for your ability for promotion and future responsibilities of the company. Your network and those who you continue to surround yourself with in a workspace is vital to your personal growth and success in a career.

Q5 What makes the culture at your company special?

WM: Like many other organizations, our culture is founded around a set of Core Values and is ultimately our “true north” that we lean on to screen, select, and measure performance of National Speed teammates – Believer, Driven, Professional, Trustworthy, and Winner. To change the automotive performance industry for the better, National Speed is focused on addressing many of the stigmas that have historically plagued the industry. Consequently, National Speed has fostered a culture founded on PROFESSIONAL and transparent communication amongst our team and with our customers, uncompromising integrity (TRUSTWORTHY) – doing the right thing no matter what, and a genuine care for our team members and customers inside and outside of work. We BELIEVE that every problem has a solution, and we seek innovation across our entire organization because there is always a better way. Our Team is comprised of professionals who are DRIVEN by the opportunity to solve problems that others deem insurmountable. Our leadership makes it a point to frequently engage with our team members on the front lines to gain a ground-truth perspective on the daily challenges that they face, so we can make tomorrow better than yesterday. We make a concerted effort to ensure every team member has a voice to provide constructive feedback and drive innovation across the entire organization. When we miss the mark, we own it, and aggressively address the issue to make it right. In summary, what makes our culture special is that we maintain an offensive posture to self-assess and drive improvements to make work and life better for our people – teammates and customers alike.

 

 

JH: Communication is also a vital characteristic in a well running firm. As Leaders, our ability to communicate up and down, while also keeping the Team communicating clearly and professionally on a daily basis is an enduring task that requires constant effort. Doing this effectively allows our employees to understand their working environment, and give them confidence that their leadership and supporting assets are delivering on their tasks. It forms a bond between all stakeholders that produces an environment of trust and confidence. At National speed we focus on delivering a clear mission and end state, a thorough understanding of the lateral limitations, and a deep rooted “why”..An equal focus which is the primary driver in any successful Team culture are the people. Taking care of your team members by focusing on their ability to not only do their job well, but to actually ENJOY their job and everyday life. When people are happy, they work harder PERIOD. National Speed continues to push a focus on all key areas of the company by taking direct feedback and putting new plans in place that will help solve issues faster and create the least amount of stress possible on our employees. A company’s success will never be felt unless it is felt by every member of the Team.

Q6 What question are you asked more than any other?

WM: “How did you end up at National Speed?” Networking is what opened the door to the opportunity but making the decision to pursue the VP of Operations position for National Speed was driven by my priorities – location, team culture, variety of problem-sets and daily schedule (fear of “The Groundhog Day” effect), leadership scope of responsibilities, and autonomy. It took about 30 minutes in National Speed’s Wilmington, NC Shop for me to feel confident that I found the Team and professional opportunity that was the right “fit.”

JH: The question I hear most often from Veterans transitioning into the civilian market is “How did you decide which role and industry you would seek after getting out of the military?” I learned two very important things during my active-duty service. Enjoying what I am doing and who I am doing it with are more important than any of the other characteristics of a job such as “working from home.” I spend more time with my work Team than I do with my own children. So, it is highly important I find what I am doing as interesting. Being in an environment that is conducive for personal growth is also a key factor in fending off complacency after being with a company long term. A company that doesn’t conduct performance reviews to give you credible feedback should be a key indicator that they main focus is your job being done well, and less about creating an individual who will not only perform their job well but grow into a person who will impact future innovation and growth within the company.

 

 

Q7 What drives you every day?

WM: The excitement and challenge of doing something in an industry that’s never been done before – making the automotive performance experience accessible to all. My goal every day is to make my teammates’ jobs more enjoyable and easier to execute, while improving the service, product, and experience that we strive to deliver to our customers. The level of autonomy, creativity, and ability to affect meaningful change has instilled within me a sense of purpose that I was concerned I’d have trouble finding outside of the military.

JH: The success of everyone around me. Not only my wife and children, but the Team I work with every day. Seeing those around me grow professionally and create more opportunities for themselves and their families keeps my striving to provide them my maximum effort each and every day. Being looked to for guidance and assistance from my tribe keeps me hungry to grow myself and provide value to them. Being successful at positively influencing those around you and leaving people remembering you as positive force will consequently result in a successful career for yourself.

Q8 What book do you find most valuable?

WM: I love “Legacy” by James Kerr and have had all my assigned team members and new hires read it. It does an incredible job articulating how the fundamentals of healthy team culture and leadership principles transcend industries and organizations. In support of our Core Values, I’ve tried to develop a foundation, specifically within the Operations Department, that promotes humility, work ethic, professionalism, innovation, and care for each other.

JH: As I get older, I find myself more and more susceptible to forming bad habits that impede my ability to achieve my goals. Therefore, I always fall back on one book I continue to reference for myself and recommend to others for the impact it has had on me. The Power of Habit by Charles Duhigg breaks down the biological and psychological nature of decision making and habit forming. It scientifically explains why habits are formed and how we can change them. The book will give you a fresh understanding of human nature and how we can trick ourselves into forming habits that will positively influence our everyday lives. As I continue to grow as a father, professional, and a friend, I find that it is the finer details of my day that can be tweaked in order to optimize my performance. Whether its waking up at a certain time, making it to the gym, or remembering to have a positive attitude throughout the day. This book helps with getting you there.

Q9 What is a lesson you learned the hard way?

WM: Within my first 3 weeks of working at National Speed, I had a stern conversation with one of my Direct Reports, which ended up not being as productive as intended and resulted in him in tears. I’m not going to go into the details, but my takeaway from that experience was that the transition continues well after you accept a job outside of the military. I’ve had some adjustments to make on my end regarding how I communicated with and managed team members that aren’t Navy SEALs. Personal and professional growth is perpetual.

JH: We are a product of our environment. We form habits and ideas from our exposure to different people and places. Therefore, to continue to grow and be successful it is vitally important that I continue to work hard, surround myself with people that genuinely care for my well-being, and to value my families and my own happiness. Above all else. In short, love what you’re doing and who you’re doing it with, and the rest will fall into place!

 

 

Q10 What defines a leader?

WM: Your Team’s morale, drive, and success in the face of adversity is what ultimately defines your efficacy as a Leader. Furthermore, I firmly believe that it is critical for a leader to actively seek feedback and opportunities to clear the brush for their teammates to make the job easier and more enjoyable, while fostering a healthy work life balance for all – simplified, sustainable, predictable, and easy replicate operations. People don’t know you care, until you show you care.

JH: A Leader is someone who can effectively communicate a task or mission to other people and instill confidence that there is an effective way to accomplish said task, while also convincing those of the value in succeeding. A great Leader is someone that can effectively perform that function and personally guide their Team through the entire process. This is done by focusing on each individual within the Team. Also having a thorough understanding of the necessary knowledge and processes, and having a real passion for delivering a product or service that will strengthen your Team or companies’ reputation.

 

 

Q11 What is your favorite quote?

WM: “Get busy living or get busy dying.” -Andy Dufresne

JH: My favorite quote is something my grandmother has said to me throughout every difficult task I have taken on in life. When I used to complain about schoolwork in college, her response “This to shall pass” always irritated me in its simplistic and obvious nature. When I spoke with her during basic infantry training and told her of my blistered feet, she again told me “This to shall pass.” I was able to hear my Grandmother repeat this during ITC when becoming a Marine Raider, during long deployments where only coming home was my greatest desire, and lastly when I was transitioning out of the military and experiencing the crippling stress and anxiety of figuring out my “why” and what adventure I would take next. Ever greater achievement the more weight those words continue to have for me. She passed on last year, and her words will continue to resonate for me during each difficult thing I choose to pursue next.

Q12 National Speed, what unanticipated skills, talent, and/or competencies did you gain for employing Special Operators at your organization?

National Speed: Brilliance in the basics. Never feeling overconfident that I have everything right, or fully understand everything. These characteristics keep me humble and always looking to grow. As a Leader, I have others that rely on me to guide them when things are tough. To drive clear communication and help come up with new ideas to solve fresh problems. So, my most important lesson from all the of successes and many failures as a Special Operator; Never think you have it all figured out. Continue to prepare and plan for as many unknowns as possible, and always put your best efforts into anything you choose to pursue.

 

The Honor Journal: Summer 2021

The first half of our 2021 has been off to a strong start! We’re growing our team, launching a new campus, creating new partnerships, planning fun events and collaborating more than ever before. Read what we’ve been up to in our THF June 2021 summer newsletter!

THF Summer Newsletter 2021_Digital

Event Recap: The Next Course – Tampa

PRESS RELEASE

25 March 2021

The Honor Foundation, along with the Global SOF Foundation, Gathered Tampa Bay Business Leaders and U.S. Special Operators for Unique Networking Event 

Wednesday, March 17, 2021Tampa Bay, FL — The Honor Foundation (THF), a unique transition institute that serves the U.S. Special Operations community, hosted an exclusive networking event, The Next Course, with Event Sponsor Metis Solutions – A PAE Company, to connect members of the U.S. Special Operations community with business executives in Tampa. The event, held on St. Patrick’s Day at the Grand Hyatt Tampa Bay, wrapped up the Global SOF Symposium and offered an opportunity for attendees to mingle over food and wine pairings and a silent auction in support of a good cause. 

The event kicked off numerous appetizer and cocktail stations, live music from Kaitlyn + Zach Duo, and a welcome from THF CEO Matt Stevens who introduced the special guest of the evening, RADM Mitch Bradley, Commanding Officer at Special Operations Command Central. 

Touching on how critical the Special Operations Forces is to the country, RADM Bradley spoke about leadership, the balance of risk to force versus risk to mission, and how the business and military communities symbiotically support the economic engine of our great nation.

“The SOF community provides a unique proving ground that tests the character and competency of its members; those with the strongest character and the highest competency rise through the ranks to become SOF leaders. Standing before many of you today who have made that journey is at the same time an honor and humbling. I wish you all the success and happiness that is your new mission as you pursue new challenges in the private sector. For all the reasons I described today, I know that this group is uniquely equipped to realize those goals. In short, it is good business for the business folks in the room to hire transitioning members of the SOF community.”

Rhett Jeppson, Director of External Military and Veterans Affairs at JP Morgan Chase & Co, followed with words of encouragement to the transitioning individuals in attendance and emphasized why The Honor Foundation is a veteran program of choice for JP Morgan to prepare transitioning military for success in the private sector.

The Next Course welcomed attendees of the GSOF Symposium as well as Tampa businesses and military supporters for an evening of networking and discussing career transition. Several THF Alumni were in attendance to share their experience of the program with potential future Fellows who are planning for their end of service. A silent auction with items including a limited edition bottle of Horse Soldier bourbon, a signed Tampa Bay Lightning jersey, and a custom, one-of-kind Blast Box from Valhalla’s Forge. 

Proceeds from the event benefited The Honor Foundation’s program to help veterans transition out of uniform and apply their skills, work ethic, and leadership to the private sector. 

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For more information about this press release, please contact Kathy Leming at kathy@honor.org

About The Honor Foundation

The Honor Foundation (THF) has developed a world-class transition institute for the U.S. Special Operations Forces community that, through a three-month program, provides tailored executive education, one-on-one coaching, and access to a nationwide professional network. This program was built by the desire to serve others with honor for life so that their next mission is always clear and continues to impact the world. We do this by providing the tools that maximize our fellows’ potential and prepares them to succeed on their own. The Honor Foundation has campuses in San Diego, CA, Virginia Beach, VA, Camp Lejeune, NC (serving the Marine Raider community), and a virtual campus. The Navy SEAL Foundation is a Founding Partner of The Honor Foundation.

 

Harry J. Leonhardt, Esq. Elected Chairman of the Board of THF in 2021

For Immediate Release

Media Contact: Kathy Leming
kathy@honor.org
661.755.6984

THE HONOR FOUNDATION ANNOUNCES NEW CHAIRMAN OF THE BOARD OF DIRECTORS

Harry J. Leonhardt, Esq. Elected Chairman of the Board of the Foundation Starting in 2021

January 21, 2021 – (San Diego, CA) The Honor Foundation [THF], a unique nonprofit transition institute created for transitioning members of the U.S. Special Operations Forces community has just announced that Harry Leonhardt will assume the role of the Chairman of THF’s Board of Directors, effective immediately. For the last six and a half years, THF has successfully developed and implemented a nationally recognized transition program for elite members of the Special Operations Forces [SOF] Enterprise, helping them to navigate the complicated career transformation from military to civilian life. It accomplishes this via an executive education-style curriculum that combines world class one-on-one executive coaching and industry mentoring, three months of intensive class instruction, and access to an elite nationwide professional network. Leonhardt, who has served as Chairman of the Nominating and Governance Committee of THF’s Board for the last two years, has been a long-time supporter of The Honor Foundation and other military causes.

Leonhardt brings an extensive legal and executive management background as well as a history of philanthropic contributions to his new role. He currently serves as Chief Legal Officer, Chief Compliance Officer & Corporate Secretary at Poseida Therapeutics, Inc., a biotechnology company specializing in the next wave of cellular and gene therapies, including CAR-T. He received his B. Sc. degree from The University of the Sciences in Philadelphia and his Juris Doctorate from the USC School of Law.

Leonhardt is also a Patron and Sustaining Member of the Pacific Council on International Policy and is a member of the National Security Committee of that organization. He also serves as a member of the GTMO Task Force, whose mission is to monitor the GTMO proceedings to ensure compliance with the Military Commissions Act and to impact policy to assist in expediting and bringing greater visibility to the GTMO proceedings. He has served as a legal observer at Camp Justice in Guantanamo Bay, Cuba at the ongoing 9/11 terrorist trial of Khalid Shaikh Mohammad and five other high-value 9/11 detainees.

Mr. Leonhardt has been an avid supporter of The Honor Foundation for several years serving as a THF Ambassador, in fundraising activities and as an industry mentor to numerous THF Fellows.

“As incoming Chairman, I’m privileged to work with my fellow board members, advisors and the dedicated THF Staff to build on the tangible success, and expand the reach, of this compelling organization. I would like to thank J. Scott Adams, our outgoing Chairman, for his outstanding contributions and commitment over the past two years. I will continue to rely on Scott as he will remain an active member on the THF Board moving forward.

The transformational THF transition program, which has already benefited 900+ Alumni, provides Special Operations personnel from four branches of the armed services (Navy SEALs, Army Rangers/Green Berets, Marine Raiders/MARSOC and Air Force SOF) with a comprehensive set of tools, backed by world class coaching and networking, to translate their considerable skills, talents and expertise into fulfilling and impactful leadership positions in the civilian workforce. We are grateful for the opportunity to serve and support these American heroes who, along with their families, have sacrificed so much for our security and welfare. This is especially so during these unusually challenging times. We firmly believe that the very characteristics that distinguish them as elite members of the Special Operations Forces will serve to benefit our nation’s workforce immeasurably — from entry level to the board room — for generations to come.”

Leonhardt is assuming the role of Chairman of the Board at an exciting time for THF as the organization continues to steadily expand its scale and impact while maintaining a high-touch, high-value experience and curriculum. To date, over 1200 individuals and families have benefitted from THF, either through the full transition program or through specially tailored workshops, to assist those in the SOF community who are looking to jumpstart their own transition journey. 

Matt Stevens, CEO of The Honor Foundation, who also serves on the THF Board of Directors prior to his current position, is excited to welcome Leonhardt as Chairman.

“Having worked with Harry over the past several years on the THF Board, I can think of no one better to lead the organization into the next phase of growth.  He has a demonstrated history of passionate support for military and veterans causes and specifically for the Special Operations Community. He has been a complete professional in every regard, and persistent beyond measure to improve our position every single day.  I am looking forward to working closely with him to positively impact the lives of even more service members throughout their transition.”

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About The Honor Foundation

The Honor Foundation (THF) is a career transition program for the U.S. Special Operations Forces community that effectively translates their elite military service to the private sector and helps create the next generation of corporate and community leaders. It provides a clear process for professional development and a diverse ecosystem of world class support and technology, and a program built by the desire to serve others with honor for life so that their next mission is always clear and continues to impact the world. Every step is dedicated to preparing these outstanding men and women to continue to realize their maximum potential during and after their service career. The Honor Foundation has over 900 graduates to date and has three physical campuses in San Diego, CA, Virginia Beach, VA, Camp Lejeune, NC, and a virtual campus (THFv). The Navy SEAL Foundation is the Founding Partner of The Honor Foundation.

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RECAP: THF “A Toast to Veterans” Virtual Live Stream Event

PRESS RELEASE

12 November 2020

The Honor Foundation Gathered Senior Military Leaders, Medal of Honor Recipients, Simon Sinek, for Nationwide Tribute to Veterans

Wednesday, November 11, 2020 – The Honor Foundation (THF), a unique transition institute that serves the U.S. Special Operations community, hosted a nationwide live virtual event, A Toast to Veterans, with Presenting Sponsor Morgan Stanley, in celebration of all U.S. Veterans on Veterans Day. The event offered an opportunity for our country to unite in patriotism and in appreciation of the service of all Veterans.

The event kicked off with a special rendition of “Old Glory” by Evangelo Morris and featured a range of senior military officials, Medal of Honor recipients, a bestselling author, THF leadership and alumni to provide remarks to our nation’s veterans. Distinguished speakers included ADM William McRaven (USN, RET), LTG Mike Nagata (USA, RET), Lt Gen Tom Trask (USAF, RET), MajGen Frank Donovan (USMC), Simon Sinek, Optimist and bestselling author, Medal of Honor recipients Britt Slabinski and Florent Groberg, The Honor Foundation CEO, Matt Stevens, and Navy SEAL Foundation CEO, Robin King.

The virtual live stream celebrated the extraordinary men and women who have given and continue to give their lives in service of our country. It was an evening filled with patriotism, inspiration and heartfelt remarks. Speakers described a warrior’s path from joining the military, to active duty experiences, transitioning out of the military and the value of veterans to our country and society post-uniform. The program closed with notable groups such as the LAPD and Boston Bruins paying tribute to all veterans across the country.

Vince Lumia, Head of Field Management for Morgan Stanley, the Presenting Sponsor of the virtual event, shared his tribute during the program.

“We proudly recognize the service of our military veterans, reservists and those on active duty,” said Lumia. “It’s been a privilege to partner with The Honor Foundation which put together a phenomenal program featuring leaders from our military branches to discuss their careers, the lives of veterans, their importance to our society, and the challenges faced while transitioning to a civilian life and potential solutions.”

Matt Stevens, CEO of The Honor Foundation, added: “As a Veteran led organization and a Veteran myself, The Honor Foundation wanted to pay tribute to our nation’s service members with this unique virtual event featuring esteemed speakers, guests and our Alumni. With the support of our Presenting Sponsor, Morgan Stanley, all the supporting sponsors and everyone who had purchased tickets and donated, we are  proud of its inaugural event and look forward to another one next year.

The mission of THF is to help transitioning members of the Special Operations Forces community prepare for their next career after service. We are grateful for the partnerships and continued support of the Navy SEAL foundation, our Founding Partner, PayPal, Wounded Warrior Project, Carrington Charitable Foundation, our donors and all THF Tribes who provide us the opportunity to continue impacting the lives of our nation’s veterans.”

Proceeds from the event benefitted The Honor Foundation’s program to help veterans transition out of uniform and apply their skills, work ethic and leadership to the private sector.

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For more information about this press release, please contact Kathy Leming at kathy@honor.org.

 

 

About The Honor Foundation

The Honor Foundation (THF) has developed a world-class transition institute for the U.S. Special Operations Forces community that, through a three-month program, provides tailored executive education, one-on-one coaching, and access to a nationwide professional network. This program was built by the desire to serve others with honor for life so that their next mission is always clear and continues to impact the world. We do this by providing the tools that maximize our fellows’ potential and prepares them to succeed on their own. The Honor Foundation has campuses in San Diego, CA, Virginia Beach, VA, Camp Lejeune, NC (serving the Marine Raider community), and a virtual campus. The Navy SEAL Foundation is a Founding Fartner of The Honor Foundation.

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THF + Q3 Raider Patch: “Transition: The Next Ridgeline”

The Honor Foundation is excited to be part of a quarterly series in the Raider Patch titled, Transition:  The Next Ridgeline, sharing takeaways and advice from the THF Alumni in the Raider community. The first feature in the Q3 issue focused on “Networking Virtually” with Jason Hadaway. Flip to page 22 to read his full article.

Another THF Alumni, Garret Harrell, is also profiled in this issue. Turn to page 29 to learn more about his transition experience, resources that he found useful, advice to future transitioning Raiders, and what he does today.

Thank you to the Marine Raider Association, one of our valued Community Partners, for this great opportunity to contribute to your publication each quarter.

Patch 3rdQ20 148

PayPal CFO John Rainey Shares His Commencement Address with Graduating Fellows

THF had the honor of having PayPal CFO John Rainey as the commencement speaker for our Group 30 Graduation. His address was timeless, thoughtful and inspiring for not only members of the Special Operations community, but for all those who will be experiencing a new career transition. Read his full post below.

https://www.linkedin.com/posts/john-rainey-pypl_classof2020-activity-6668904724516892672-zrhd

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)

The Honor Journal: Winter 2019

We’re excited to publish our second issue of The Honor Journal! In this issue, learn about the THF online store; updates from our program and Fellows; recent Treks around the U.S.; new partnerships and team members; and special features from members of our Tribe.

THF_Dec 2019_Newsletter

THE HONOR FOUNDATION ANNOUNCES NEW CHIEF EXECUTIVE OFFICER

THF WELCOMES MATT STEVENS AS CEO

The Honor Foundation, a unique transition institute created originally for Navy SEALs and the wider U.S. Special Operations Forces community, has just announced that a new CEO will be leading the organization effective immediately. Founded in 2014, the non-profit welcomes Matt Stevens as its Chief Executive Officer.

This change will usher in a new era at The Honor Foundation—a time for its own transition and continued growth. In the past five years, The Honor Foundation has successfully developed a nationally-known transition program for Special Operations Forces, helping them to navigate the pivot from military to civilian life. It accomplishes this via an executive-education style transition curriculum that combines one-on-one executive coaching and industry mentoring, three months of class instruction, and access to an elite nationwide professional network. This program has over 400 graduates thus far. Since its founding, The Honor Foundation has grown to achieve:

Four campuses: Three physical campuses in San Diego, CA; Virginia Beach, VA; and Camp Lejeune, NC, and a virtual campus, THFv

429 Program graduates and 20 groups through the Program

98% Fulfillment rate of Alumni

Expansive network (Tribes of Support) and employee partners, with over 90 executive coaches, over 90 industry mentors, 33 faculty, which include leaders from companies such as Airbnb, Katerra, W-D 40, Anki, and Amazon

Rang the closing bell at NASDAQ in Times Square in 2017

Now, The Honor Foundation is poised to exponentially grow its impact, with the goal of reaching the members of the Special Operations Forces Enterprise that haven’t yet been touched by The Honor Foundation’s mission. In the near future, it has the goal of opening more campuses; increasing the number of mentors, coaches, and staff; and reaching another 1000 members of the Special Operations Forces community. Stevens will helm the effort and is uniquely qualified for the task. Stevens served as a US Navy SEAL for 26 years. He graduated from U.S. Naval Academy in 1991, from Basic Underwater Demolition/SEAL (BUD/S) training in 1992 and was subsequently assigned to the East Coast where he served in various SEAL Teams, SEAL Delivery Vehicle Teams and Naval Special Warfare Development Group (NSWDG). Stevens commanded at every level in the Naval Special Warfare Community to include a Squadron at NSWDG, SEAL Team TWO, Naval Special Warfare Unit THREE, and Naval Special Warfare Group FOUR. He served staff tours at the Joint Special Operations Command in Fort Bragg, NC; as the Operations Officer at Naval Special Warfare Group TWO in Virginia Beach, VA; and in the Office of the Assistant Secretary of Defense for Special Operations and Low-Intensity Conflict (ASD SO/LIC) in the Pentagon. In addition to his decorated military career, Stevens attended THF’s inaugural East Coast class in the Spring of 2016, joined the THF SOF Advisory Board in the Spring of 2017, and joined THF’s Board of Directors in February 2018. Following his transition from his military career, he served on the leadership team of an emerging technology company from 2017-2019.

Stevens’ deep ties to the Special Operations Forces community and his experience as a THF Fellow and advisor allow him rare insight not only into THF’s mission, but also into the realization of it. “I feel incredibly honored and humbled to serve as the next CEO of The Honor Foundation,” says Stevens. “Through my personal experience, I am a believer in THF and its unique process. Now, I have the opportunity to fully pursue the mission, share my experience in both the military and private sector communities and serve these talented men and women in whatever capacity I can.”

Founder and former CEO Joe Musselman has now departed his executive role at The Honor Foundation but will remain an active voice on the Board of Directors and will be spearheading The Honor Foundation’s endowment effort at HonorForLIfe.org. Having worked among some of the brightest business minds available through The Honor Foundation, Musselman recognizes that a change of guard is sometimes necessary to catalyze growth and is confident that Stevens’ leadership will carry The Honor Foundation to its next evolution and its next mission. “Matt Stevens is the leader this organization has earned,” says Musselman. “He is the living, breathing embodiment of THF’s vision. It is only appropriate that THF have a leader who has come full circle, through a history of exceptional service in the Special Operations Forces community to our transition program, and now to an executive career serving a community he knows, loves, and understands. His leadership will allow The Honor Foundation to support the lives of thousands of families around the world in a more connected, compassionate, and significant way than we have been able to before.”

The Honor Foundation will enter 2019 fortified not only by strong leadership but also with a host of powerful partners that support its efforts, including the Navy SEAL Foundation. “I can think of few people more qualified to take the helm at THF than Matt Stevens, ” said Robin King, CEO of the Navy SEAL Foundation, Founding Partner of THF. “Because of his rich experience within the NSW community and the fact that Matt was a graduate of the very first East Coast cohort, I feel confident that he will lead with care, compassion and a commitment to every transitioning warrior who walks through the doors. NSF’s board and staff wish him the best as he enters this new phase of his career of service.

Said Andy Christian, Executive Director of The Marine Raider Foundation, “Matt Stevens’ appointment as CEO of The Honor Foundation is a clear reflection of THF’s commitment to our transitioning Marine Raiders. We are excited to see this highly qualified and dynamic executive leading THF into the future.”

These partners, along with an elite group of business leaders that serve as mentors, staff, faculty, and employee partners will work closely with The Honor Foundation’s leadership team and Stevens to continue to impact the lives of Special Operations Forces and their families nationally and internationally, and to serve them with honor for life, so that their next mission is clear and continues to impact the world.