From Service to SaaS: The Case for Hiring Former Military Officers in Tech

Over the past ten years, employers have recognized the value military veterans can bring to an organization with measurable results. As of 2023, the unemployment rate for veterans averaged 2.8%, the lowest rate in over 20 years. This is significantly lower than the national unemployment rate, which was 3.9% in the same period. This low unemployment rate reflects the high-value businesses place on veterans, recognizing their strong work ethic, discipline, and leadership skills.

The technology sector employs the highest % of military service members transitioning to civilian life, at 32%. However, this sector also sees the lowest representation of veterans in leadership roles, with only 9% occupying such positions. This gap often stems from a perceived lack of “softer” skills, such as communication and negotiation, essential for effective leadership.

In the competitive pursuit of top talent and the formation of high-performing leadership teams, software companies are increasingly recognizing that “Attitude versus Aptitude” is crucial to talent acquisition. This perspective highlights the often-overlooked opportunity of hiring and promoting veterans into leadership positions.

This article makes a case for hiring Junior Military Officers (JMOs) into software companies. These officers possess significant leadership experience, problem-solving capabilities, and adaptability, all of which can substantially benefit a company’s operations and culture. I’ll also share my experience as a JMO entering the private sector and the success I’ve had hiring them through the years.

Unique Attributes of Veteran Leaders

I believe that hiring Junior Military Officers to fill customer-facing and first-line management roles can be a strong differentiator for a SaaS company. This is not a common practice across the industry, but if implemented, it can be transformative and differentiating.

These employees generally outperform their peers, move up faster, and have much higher ceilings on average than leaders without military experience. With a moderate amount of coaching and development, these leaders can flourish and bring strong intangibles to the organization and its culture.

In my first role in the private sector, I transitioned from the Navy as a JMO into a software company. I was given a chance to prove myself as a professional services consultant in a company growing so fast that they literally needed warm bodies. Six years later, I was an SVP responsible for a $150M services P&L. This company was PTC (called Parametric Technology Corporation at the time). Hiring JMOs was not a deliberate strategy when I was hired, but it became one more notable in scaling their legendary Sales team.

What is a JMO?

JMOs make up only 3.5% of the 160,000 military members discharged each year. They typically have four to eight years of leadership experience and manage teams of 20 to 200 people. Their training emphasizes leadership, communication, and operational management, making them highly effective in guiding teams and managing projects in dynamic environments. Line officers lead combat teams like Platoon Leaders and Naval Warfare Officers, and staff officers manage supply teams, logistics, and intelligence operations.

JMOs are known for their strong ethical standards and dedication. They bring a disciplined work ethic and a commitment to excellence, which can foster a culture of integrity and high performance within a software company. Approximately 20% of these officers are graduates of one of the nation’s service academies, where the admission standards are famously high.

Attitude Over Skills: Why It Matters in Software Companies

Prioritizing attitude over technical skills in hiring is becoming increasingly vital. This shift is influenced by various factors that underscore the long-term advantages of emphasizing the right mindset and behaviors rather than solely focusing on technical expertise.

Hiring people with the right attitude is essential because they will possess the ability to adapt, learn, and evolve beyond their current skill set.

Simon Sinek

This reinforces the notion that a positive mindset and willingness to grow often outweigh the immediate knowledge and skills a candidate may possess, making them more valuable in dynamic environments such as software development.

Responsiveness to Change

Our industry is characterized by constant innovation and change. Technologies, frameworks, and best practices evolve rapidly. Employees with a growth mindset and a willingness to learn can more effectively adapt to these changes than those with static technical skills.

Junior Military Officers (JMOs) possess a unique set of experiences that equips them to thrive in our dynamic environment. Their formal training instills a strong foundation in strategic thinking and decision-making under pressure. This training often includes simulations and real-world scenarios that demand quick adaptability, a skill critical in an industry where requirements can shift overnight.

Moreover, their exposure to high-stakes missions cultivates resilience and a proactive approach to problem-solving. As they face unforeseen challenges, JMOs learn to analyze situations swiftly and apply innovative solutions, allowing them to navigate the complexities inherent to software projects. These experiences not only enhance their ability to adapt but also foster a greater sense of accountability and ownership, traits that are essential in driving successful outcomes in the tech landscape.

In one example of a successful transition, a naval flight officer looking for a civilian job emphasized her experiences in combat, as a NATO instructor, and in leading teams. Through the DOD SkillBridge program, she found a role focusing on public sector sales at a tech start-up. Starting as a customer success manager, she was promoted three times to a director-level role at the company, which is now a unicorn.

Problem-solving and Critical Thinking

Attitude influences how individuals approach challenges. Those with a positive, proactive mindset are more likely to engage in creative problem-solving and critical thinking, which are essential in software development, where unforeseen issues frequently arise.

Junior Military Officers (JMOs) exhibit distinct traits that foster critical thinking, playing a pivotal role in their effectiveness within dynamic environments such as software development. One of the foremost traits is analytical reasoning; JMOs are trained to dissect complex problems into manageable components, enabling them to evaluate information thoroughly before arriving at conclusions. This analytical lens encourages a systematic approach to decision-making.

A platoon leader’s role in the Army is a prime example of critical thinking in action. For instance, when tasked with securing a strategically important village, the platoon leader must quickly gather intelligence, analyze enemy positions, and develop a tactical plan under tight time constraints. By deploying a stealth team for reconnaissance and then adjusting the main assault based on real-time information, the leader demonstrates the ability to assess risks, make rapid decisions, and adapt strategies as situations evolve. 

Cultural Fit

Employees who align with the company’s values and culture contribute to a more cohesive and productive work environment. A positive attitude fosters teamwork, collaboration, and a sense of belonging, which are crucial for the success of software projects that require extensive teamwork.

Junior Military Officers (JMOs) inherently contribute to a positive organizational culture through their distinct leadership qualities and adaptive skills. Their military training instills a sense of discipline and responsibility that translates into reliability and accountability in the workplace. This reliability fosters trust among team members, creating a foundation for a collaborative environment where individuals feel safe to share ideas and take calculated risks.

Veterans help instill a culture of accountability. According to veteran recruiting expert Matt Disher, service members have to hold themselves accountable to get the job done in what Disher calls a “zero-fail environment” because “if you don’t, people get hurt. The mission fails.” 

Working in such high-stakes settings builds a strong team mentality: a huge asset for veterans who take civilian jobs as part of teams. They are used to relying on one another and carry this approach forward in their post-military careers. 

“Never leave a shipmate behind” is a common term and sentiment used by sailors in the Navy. It reflects the deep sense of duty and camaraderie that is ingrained in naval culture. This principle ensures that all sailors look out for each other, emphasizing loyalty, teamwork, and the collective responsibility to ensure that no one is left behind, whether in training, daily operations, or combat situations.

Organizations trying to improve the customer orientation of their culture will find veteran leaders impactful. A recent study showed that veterans’ overall score was higher on service orientation, which the analysis defined as “actively looking for ways to help other people,” than the threshold for the average civilian occupation.

Resilience and Persistence

The ability to remain resilient in the face of setbacks is a key attribute in the software industry. Projects often encounter obstacles, and individuals with a strong, positive attitude are better equipped to persist through challenges and drive projects to completion.

JMOs are adept at maintaining composure under pressure, which not only sets a calming influence during challenging projects but also encourages resilience and perseverance among their peers. This resilience promotes a culture of continuous improvement, where setbacks are viewed as learning opportunities rather than failures.

Resilience, a hallmark of their military training, empowers JMOs to navigate setbacks and learn from failure, reinforcing their capacity for critical thinking. This amalgamation of analytical reasoning, curiosity, collaboration, and resilience equips JMOs with the necessary tools to excel in problem-solving scenarios encountered in the tech industry.

Most people are familiar with the infamous indoctrination of Special Forces, given the number of books and movies recounting the intensity of the experience. JMOs coming from Special Forces roles often fit well in Sales leadership roles, where attributes such as persistence, resourcefulness, and resilience are critical to building effective sales teams.

Trainability

Until we are at war, the military is fundamentally a training organization. Individual service members come into the military in most cases with no relevant skills or experience for their role. The concept of “boot camp” is more a process of breaking down each individual to the same baseline before starting to build them back up. Officers must also pass through this process in their first year at a military academy, ROTC, or Officer Candidate School. Drills and exercises train the units on their system. The vast majority of time in the military is spent building or honing a skill or applying those skills in an exercise that prepares the unit for combat.

As a JMO, my role was operating the nuclear reactors that power submarines and aircraft carriers. After being commissioned as an Ensign, I spent 18 months in a combination of classroom and land-based practical training before I set foot on a ship for the first time.

JMOs possess a remarkable capacity and willingness to be trained, rooted in their disciplined backgrounds and commitment to personal and professional growth. Their military experience instills not only a robust work ethic but also a deep understanding of the importance of continuous learning. JMOs are accustomed to rigorous training environments, where adaptability and the quick assimilation of new skills are paramount. This adaptability enables them to embrace new technologies and methodologies with enthusiasm, often viewing training as an opportunity for advancement rather than a chore.

Key Roles Military Leaders Can Fill

Considering the attributes JMOs possess, what typical software organization roles provide the best transition in their first job after the military? Here are a few common roles.

Project Management

JMOs often transition into project management roles, where they can apply their experience in planning, organizing, and leading complex projects. Their ability to think critically helps them manage resources, timelines, and team dynamics effectively. Their critical thinking skills help them identify potential project risks, develop mitigation strategies, and ensure project milestones are met.

Professional Services

Professional Services consultants advise organizations on how to improve their operations with technology deployments and solve business problems. JMOs bring a strategic mindset and problem-solving skills to this role. They are adept at evaluating client needs, developing strategic plans, and implementing solutions.

Business Analysis

JMOs are equipped to handle roles that require strategic planning and problem-solving. As business analysts, they can help improve their processes, manage resources efficiently, and implement new systems. This could translate into roles in sales operations, chief-of-staff, IT management, or PMO.

Sales and Customer Success

The leadership and communication skills of JMOs are also valuable in sales and customer success roles. Their “service orientation” is often viewed as a key asset in supporting and building relationships with customers and prospects. Their resilience and resourcefulness play well in sales and sales management roles.

Engineering Management

For those with technical backgrounds, JMOs can transition into engineering management roles, overseeing software development teams and integrating new technologies to drive innovation and efficiency.

Long-Term Potential and Growth

A growing company that develops its own leaders as part of its culture will find former military leaders more ready and willing to take on more challenging roles. In my personal experience at PTC, I was promoted to lead a team within four months of joining—well before I had mastered the skills necessary in my individual contributor role. In most cases, company executives recognize the upside of leadership growth.

When I was an executive at Everbridge, I managed all of the customer-facing and sales support functions. The organization was 150 professionals then and has more than doubled in size since I left. There was an Army reserve officer with 4 years of active duty experience in an entry-level customer support role. It was his first job after leaving active duty. Last I checked, 5 years later, he had my old job.

As it turns out, leaders with military backgrounds who achieve top executive positions outperform executives who have not served.

• About 8% of CEOs in S&P 500 companies have military experience, a rate much higher than the general population’s military service rate.
• CEOs with military experience have an average tenure of 7.2 years, compared to 4.6 years for CEOs without military backgrounds.
• Companies led by military-experienced CEOs have outperformed the S&P 500 Index over various periods. For example, over a three-year period, these companies provided an average annual shareholder return of 21.3%, compared to 11% for the S&P 500 Index.

A point of caution. While managers transitioning from the military bring a lot of positive attributes to the table, there are structures in the military that don’t translate as well into some company cultures in the private sector. For example, the military operates in a command-and-control structure with strict adherence to a chain of command. These managers may initially find flat organizations with more collaborative decision-making challenging to navigate. Additionally, although our military is an all-volunteer force, once you commit, there is no turning back. Service members are assigned billets and don’t have options to change, request transfers, or leave the military before their term expires.

Managing people under these circumstances is much different than the fluid and demanding workforce in technology. Executives must help JMOs learn and adopt a more empathetic and collaborative management style to ensure their success and maximize their potential.

Conclusion

Hiring Junior Military Officers (JMOs) to leadership roles in SaaS companies offers a substantial competitive edge. These veterans bring unparalleled leadership, strategic thinking, and adaptability honed through rigorous military training and high-pressure environments. Their disciplined work ethic and commitment to excellence drive innovation and operational efficiency. Additionally, JMOs’ resilience and proactive problem-solving foster a culture of high performance and integrity. Prioritizing attitude over technical skills ensures long-term adaptability, making veterans invaluable in the fast-evolving tech landscape. Integrating JMOs into leadership not only fills roles but leverages their exceptional capabilities for sustained business success and competitive advantage.

Resources

1. U.S. Bureau of Labor Statistics, “Veteran Unemployment Rates,” 2023.
2. U.S. Department of Veterans Affairs, “Veterans in the Technology Sector,” 2023.
3. U.S. Department of Defense, “SkillBridge Program Details,” Department of Defense SkillBridge, 2023.
4. Rand Corporation, “Veteran Employment Study,” 2023.
5. RecruitMilitary, “JMO Leadership Programs,” RecruitMilitary, 2023.
6. Hechinger Report, “Percentage of Officers from Service Academies,” 2019.
7. Simon Sinek, “Leaders Eat Last,” Penguin, 2014.
8. Matt Disher, “Veteran Recruiting Expert Interview,” 2023.
9. Korn Ferry, “Korn Ferry Report on Military Leaders,” Korn Ferry, 2023.

Appendix: Practical Tips for Attracting and Hiring JMOs

I attribute much of my early career success in the software industry to my experience serving in the Navy. Equally important was landing my first job in a company that recognized and rewarded leaders with the discipline, perseverance, and adaptability developed while serving. Later in my career, I found hiring from this pool highly beneficial. In retrospect, I missed an opportunity to be more deliberate and strategic in this hiring practice.

After extolling their virtues, attracting and hiring JMOs can be challenging. Here are a few tips to attract, hire, and get the most from this unique talent pool.

Understand the JMO Profile

• Leadership and Management: JMOs typically have significant leadership experience, managing teams and resources under challenging conditions. Recognize and value this in your job descriptions.
• Skill Translation: Use tools like the Military Skills Translator to map military roles to civilian job requirements. Highlight how military experience aligns with the job roles you offer.

Targeted Recruitment Strategies

• Veteran Job Boards and Networks: Post job openings on platforms like RecruitMilitary, Hire Heroes USA, and Bradley-Morris, which specialize in connecting JMOs with civilian careers.
• Recruitment Partnerships: Partner with veteran-focused recruitment agencies like Orion Talent, Cameron-Brooks, and Lucas Group (acquired by Korn-Ferry) ( to find qualified JMO candidates.

Offer Clear Career Pathways

• Leadership Development Programs: Create structured programs that allow JMOs to transition smoothly into leadership roles. This could include rotational programs, mentorship opportunities, and tailored training sessions.
• Growth Opportunities: Highlight clear career progression paths within your organization, showcasing how JMOs can leverage their skills for long-term growth.

Veteran-Friendly Policies

• Inclusive Culture: Develop a workplace culture that respects and values military service. Implement veteran support groups or affinity groups to provide a sense of community.
• Support Services: Offer services that help JMOs transition, such as counseling, peer support networks, and onboarding programs specifically designed for veterans.

Training and Development

• Skill Bridging Programs: Provide training bridging gaps between military and civilian skills. This could include technical training, soft skills development, and industry-specific certifications.
• Mentorship Programs: Pair JMOs with experienced mentors who can help them navigate the corporate environment and develop their careers.

Flexible Work Options

• Remote and Flexible Work: Offer remote work or flexible schedules to accommodate JMOs who may have ongoing commitments or need time to adjust to civilian life.
• Part-Time Roles: Provide part-time positions or internships that allow JMOs to transition gradually into full-time roles.

Leverage Government and Nonprofit Resources

• Tax Incentives: Utilize tax credits like the Work Opportunity Tax Credit (WOTC) for hiring veterans, which can provide financial benefits to your company.
• Nonprofit Partnerships: Work with organizations like the U.S. Chamber of Commerce Foundation’s Hiring Our Heroes to connect with JMOs and access additional resources for veteran hiring.