tv Veteran Employment Opportunities Part 3 CSPAN January 5, 2016 3:42am-5:26am EST
or facebook and twitter. "washington journal" live every morning 7:00 eastern. back now to a summit hosted by the u.s. chamber of commerce on job opportunities for veterans. the panel focus what current employment availables there are what's being done to help veterans transition back to civilian life. >> my name is suzanne clark executive vice president of the u.s. chamber of commerce. let me be the officially the 12th person to welcome you all here to this great building today one of the great privileges i have is to help lead its foundation, where we spend a lot of time thinking about america, about its competitiveness and about our future. we all know that america is a special place. i came across a quote recently that sums it up perfectly. america is the greatest, freest
and most decent society in existence. it is an oasis of goodness in a desert of cynicism and -- help me. barbarism. this country once an experiment unique in the world is now the last best hope for the world. we know this. our military men and women know this. you served for it, sacrificed for it. we all know that america is a special place. and for that to continue, a strong country needs a strong economy. it needs a strong business community. it needs a strong, skilled, able workforce. so, my message to the military community is this -- your opportunity to serve your nation doesn't end when you hang up your uniform. it doesn't have to stop when you retire or transition into civilian life. you can continue to serve your
country in new, vital, and valuable ways. america needs you. our economy needs you. our businesses need you. there's been a lot of talk about hiring our heroes and hiring our heroes program to help veterans and military spouses participate in the workforce. but i would say that's just the start. it's really about empowering them to lead in the workforce. to propel innovation. to drive our economy and to create opportunities for so many other people. many of the industries that we saw highlighted in this video represent the future. this is where we're headed. and we believe and hope and pray that our military men and women are going to help lead the way. so, let's match up this great generation of talent with the next great generation of american business. if we do, if we harness our industrial might and unleash our human talent, there's no question that america will remain the greatest country on the earth.
the nation with the most resilient economy, the most innovative businesses, and the greatest opportunity for individual advancement and reward. this is a new opportunity for service for america's heroes and there is no one better suited for the job. thank you very much. >> ladies and gentlemen, please welcome general peter pace, eric eversol, ross brown, and sandy ogg. >> well, good afternoon, i'm pete pace. it's my privilege to be part of this today. and to introduce these three gentleman whose organizations and as individuals are doing so much for our veteran community. next to me sandy ogg from the blackstone group. next to him ross brown from
jpmorgan chase. and you've met before already today eric eversol, who seems to be everywhere doing everything. >> a new amigo now. >> we have about 20 minutes, so we're not going to spend a lot of time on introductions. i would ask each of these gentlemen, first, to tell us about their organization, what they've accomplished, and the lessons they've learned along the way. >> thank you, general. well, first of all, i'd like to say i consider it a real privilege and honor to be here -- [ inaudible ] and for us -- [ inaudible ] -- set goals
to hire 50,000 veterans and i know relative to some of the numbers that people have been accomplishing, you know, we feel like we've still got a lot of work to do. we've been at it for two years now. we've hired about 28,000 veterans so far. and we think that the original commitment we set that we will meet and exceed. and, for us, it's been a very practical matter of getting it done, started with leadership, and then as we went to our ceos and we have 80 different companies that are led by excellent management teams, and we said, hey, is there something we can do? and they came back to us and said, we think so. and relative to that, so first thing was to ensure that we had leadership from the top.
now, i know that sounds almost like a cliche. but what that has done is it has created -- it's given permission for every one of these organizations to run hard at it. it creates that sense of permission and alignment to go. and then once we secured the leadership at the top, then the second thing that we asked of those leaders was we need a number and we need a champion. and the number was not something we forced. the number was something that we asked them. it needed to come from them, and it represented ambition, because something like this demands, requires ambition in order for it to happen. and that number was representative of that. and then with that number, we needed a champion. and we have a couple of the champions in the room here today. one person who, without his leadership and guidance as our champion at blackstone, michael
mcdermott, who is right here in the front, and i know that there's -- that we have derrick blake is here from la quinta. we have rod moses and melissa and lorna here from hilton. these are the people who are really making this happen day in and day out and have -- [ applause ] and so a number and a champion. and then once we had a number and a champion, we knew we needed to mobilize. and our kind of theme of mobilizing something like this is to think big. so we wanted to have a big, bold number, but to start small. and not try to overwhelm the thing. start small, meaning let's do some things, meaningful things, that can build momentum, and then move fast. and so with that mantra, you
know, we've been able to get this initiative mobilized. and, you know, i would say, the second thing that besides leadership and ambition that has been extremely important for us is the partnership that has developed with the government. people told us in the beginning that, oh, you know, if you try to partner up with the government people, they're going to slow you down. well, that's been exactly the opposite of our experience. and i know kurt coy is here from veterans affairs. but the people from -- that, you know, that have helped us from labor, that have helped us from dod, that have helped us from veterans affairs, we got together the first time -- we run a summit once a year -- we got together and we said that there was this -- all this talk about having a warm
handoff, that our service members need is a warm handoff and we all said, warm handoff, bull. what we need to do is build a bridge. and what the people that were in that room have done is to build a bridge, and there have been very practical things that have been delivered by kurt and the team at the v.a., by terry gurten and the team at the department of labor, by stephanie barna and the team at d.o.d. to help us to build this bridge. and essentially, i thought public/private partnership was a cliche, but it's real, and it's really working, and it's helping to accelerate the way that we're getting this done. so, a big thank you to all of those people, and even bigger thank you to the champions that are here that are representative of the group that's making this happen. so, thank you all for having me. >> sandy, thank you very much to you and to blackstone and to all your portfolio companies. ross brown, jpmorgan chase. >> thank you, sir. it's a real privilege to be here today to represent jamie dimon
and the rest of the leaders of jpmorgan chase and the commitment that the firm has for veterans. there are three pillars that comprise the veterans efforts at jpmorgan. they are employment, education and training, and housing. and employment alone this year we've hired over 900 veterans at jpmorgan chase alone. over the past four years wife hired over 9,000. probably what we're most proud of is being the leader of the 100,000 jobs mission, and the 100,000 jobs mission consisting over 200 fortune 500 companies has hired 242,000 veterans since 2011, so we're extremely proud of that, to be a part of that. the second pillar for our firm is education and training. and under this pillar we partner with the ivmf and the great work
that mike haney does at syracuse university, and we kind of focus our program on two things. one is we've committed a million dollars recently for a study of seven different universities and colleges to see what can be done to help facilitate the success of veterans as they pursue their education, and i think there's going to be some great lessons learned from this that we can then provide back to the v.a. and to other organizations. the other are the programs that mike haney kind of alluded to initially and i will follow up. the vctp, the veterans transition program that we help sponsor that allows service members and their spouses to be certified on different -- different certifications that will afford them opportunities to be employed. i.t. is one of them, another is program management. so, we'll continue to and look forward to continuing to work with the ivmf and education and training.
finally, in housing, jpmorgan chase alone has provided over 900 homes to deserving service members throughout the country. while we'll continue to provide these homes as they are available, we're also looking at partnerships with our public partners to help the va and others fight veteran homelessness as well as continuing to look for opportunities to provide veterans the opportunity to own homes. so, in sum, i'd also like to thank our public partners and the support we're receiving from them, and look forward to working more with them as we move forward. thank you very much, sir. >> ross, thank you very much. eric? thank you. eric chamber and hiring our heroes. >> thank you, general. we started our hiring our heroes program a little over three years ago. actually it's been four now. it was a pretty simple mission. we really wanted to utilize our vast network of state and local chambers to connect them with businesses of all sizes across the country.
and we were going to primarily do that through hiring events, and i think most people in the building thought we'd do a couple hundred. we've now done over 900 in the last 4 years but i think that's just one aspect, the hiring events that we do. a lot of what we've done -- a lot of what we've been guided by has been our hiring 500,000 heroes campaign that i know you all have heard a little bit about today. we partnered with capital one on that. that's really about going out into the local communities and getting businesses of all sizes make that commitment to hire veterans because it starts from the top down. but give them tools and resources to actually help source and retain that great talent in the workforce. we've had the great privilege of working in communities large and small with businesses large and
small all with the singular focus of helping veterans and families make that transition into the civilian sector and not just find them jobs but find them the right jobs. >> eric, while you've got the microphone, we'll come back, what the gaps? what are the next steps. >> we'll hear more about this today. one of the big of the gaps we've heard from the veterans side they need to learn how to sell or valuable skill sets to american businesses. they certainly have them, but there's no course in the military -- there is t.a.p., that's one course -- but there's this in need to help service members understand that these value skill sets translate in a very meaningful and impactful way for businesses. that's one aspect of it. but i also woulden courage all of the industry leaders, all of 0 the business leaders, they have to sell their industries. young men and women, as we've heard, are tremendously talented
but they don't know what they don't know and they're looking for real economic opportunities in this country. it businesses' responsibility to sell those opportunities to those young businesses. let them understand that, when they come to work for your business, that they're continuing that eir service. may wear a slightly different uniform but still serving this great country. those are the two gaps that i would focus on. >> one gap is data. while we all in this room know that hire the veterans not only the right thing to do but a beneficial thing to do, we believe there's an opportunity to provide more data in support of this case. so we're going to pursue a study here soon wherein we'll look at retention and performance of veterans withinin our coalition and jpmorgan chase, because
while we, i think we all know it's absolutely beneficial we want to demonstrate to the original at large by providing this date it and these numbers to support that. i think, sir, in sum, i think that we need to provide more information on the business piece for hiring a veteran, even though those of us who are veterans and served and hired veterans know that. i think across our coalition there's an opportunity to do that. >> well, i see two issues. one is accelerating the hiring le we're off to a good start with a couple of years behind us. but with the help of miguel and eric, the dos amigos, what are the things being done to help us
move faster? accelerating hiring would be number one for us. number two, because we have 28,000 veterans working in our companies, what are we going to do to retain them and keep them excited and help develop a career? because we didn't take this on to hire people we have a number of pieces where we have people come and go a lot. for example, people who take inventory in the middle of night at walmart. those people come and go. fortunately, the veterans stick around and they stick around at a higher rate than others, but you have to capture them in the right way. so with our summit this fall, we're going to balance our efforts. in the beginning we said we're going to do one inc. in, which is hire people and we got busy doing that. and now we need to accelerate that but with the population that we have, we've got to dig
in on this second issue, which is how are we going to transition it from a job into something that is really meaningful career. because if, if rod and the team at hilton, if they bring someone in and they get them trained up and they're doing a great job, say, running the front desk or running a whole hilton hotel we want them to stick around. those are the two things, general, that we're really focused on now. we've got some interesting data that we could potentially -- not potentially, we will share with you in terms of the business case because we see each one of these veterans represent a very substantial business case, not only the skills that they bring, but also they bring a lot of other benefits that bring real
tangible things with them. so it, in our case, we think we have the evidence now to say, not only is right thing to do, but it's smart. it's smart business. >> thanks. you mentioned it, it's absolutely true, there's a huge difference between providing jobs and providing careers. and to the extent that we can help folks get on to a career path, that is an accelerator in the nth degree. we have enough time left for one more question. i'd ask each of you to go down the line. sandy, you've got the mike. if you had a transitioning service member sitting in front of you now, you had 60 seconds to give them an elevated speech about what they should be doing, what would you tell him or her that you think would benefit them in transition? >> yeah. the thing that we did at our summit this past fall, which sort of blew everybody away, now sitting in the room are on --
and it's not literally this way but one side of the room you have a bunch of people that are representing various aspects of the government, and that are -- that have done great work in helping us to build this bridge. on the other side of the room you have a bunch of people representing these businesses that are really putting people to work. and in front of the room, we had five veterans that we hired collectively that we had hired, and you went down the row of the five veterans and it practically made people jump out of their chairs and saying, i've got to get me some of that, because these people were amazing to a person. i mean, one person was, you know, driving a humvee in iraq and another person was a fighter pilot from the navy now assistant general manager for us in one of hotels. and the thing that, you know, i would say from, you know, if i were sitting in front of a
veteran, would be to, you know, this notion of translation of what it is that you actually bring to the party, i think sometimes there's a little bit of shyness about what is it that i'm actually bringing that can be beneficial to this business? and i think it's important to do a little bit of homework to understand a little bit deeper into that enterprise, what is it that i bring to the party that is going to help to translate the why would you hire a sniper? i thought that was a pretty keel thing. lots of reasons you'd hire the sniper. it almost like we need to find each other. the business has the need and the veteran really has the skills, and we don't want to see it get lost in translation. >> ross, you've got 30-second sell elevator. >> i encourage them to harness the energy of their network. they had a network in the
military, those that have gone before them have transitioned. i suggest they make contact with those they respected and served with previously and get lessons learned into transition, whether it be the communication, how to probably communicate what you've done or -- but equally what you're interested in doing from the lessons learned from those that have already transitioned. >> thank you. eric, last word. >> yes, sir. thank you. you have to own it. i'm going to tell service members own your transition, like you own your military service, prepare just like you prepare for any mission and execute it and you have to do it early on. if you don't do those things you're going to come up short and it's no different than any day in the military, own it, then execute it. >> thank each of you for your own efforts and all of your organizations are doing for the veterans. thank you all.
>> my husband is a sergeant in the united states army. we have two kids, one 6-year-old boy, one 3-year-old girl. money was tight. christmas was coming and we just weren't sure how we were going to pay for christmas. that is just the most heartbreaking -- that's the most heartbreaking feeling for a parent. my name's clarisa. i'm a driver. it's the most special thing. now that i've been driving for uber i was able to put enough to justify. >> my big contribution is, i'm a dad. i stay at home, i take care of alice, mom goes to work every day and makes the bulk of the money. but if i can go out maybe every weekend i make a couple hundred dollars, then i can contribute to the family. >> with uber, i'm able to earn income and provide the time with my family that's needed with the
military. when i left my job, the next week was valentine's day, and it was the first time in five years that i was able to volunteer at my son's school. being an uber partner enables me to be at home in important times. >> the biggest thing that ube rech r is giving me is convenience of my schedule. i turn my phone on and activate myself when i choose to. >> good morning. it's a privilege to be here. the chamber, i want to thank them for the tremendous work hiring our hero, no more important program in the country and appreciable of the amazing work that president bush and first lady laura bush are doing on this program on mission
transition. all of the remarkable leaders in the program and companies doing what they can to take care of those who take care of us. when i worked at white house, one of things i loved to do most, i didn't do it often, the hours aren't family-friendly, at night, sometimes very late, within, take a run on the mall, one of great running routes in the world, really. partially i'm getting older so the gravels nice on my knees. i live in san francisco now but i made sure i did, and park as we was going to be with all of you. part of what i enjoy doing, it is a reminder of those who built this country that we have a privilege to live in. we've won the lottery. the general against all odds founded this country and defeated tyranny and the commander in chief that freed the people and saved the union. you see the korean memorial, and vietnam member mole yard and the tens of thousands who stood by
them and made everything possible. that continues today and it will continue tomorrow. those are the people really the true heros in america. they'll never let us down. all of us who have an opportunity to help them when they're done servings there's more no important job. we at uber are excited to play our part. we have uber military the video spoke to, we started last september with guidance and support of military leaders including the chairman of uber military secretary gates. our goal back then was to over 18 months bring 50,000 veterans on to the platform. we're almost halfway there already. just in a few short months. we've now expanded this to military spouses and families. what's exciting about the video spoke to that is the opportunity it provides. for those that haven't used uber, uber is a technology platform, an app, press a button, summon a ride with an entrepreneur driver there within
minutes. it's no in 311 cities around the world, 58 countries but over 70% of the people in the u.s. don't have access to it. one of the reasons that veterans and families have grave tated so much to it, first of all, we're all about serving cities. and you see with our veteran driver partners that's really what draws them. is that they're able to deliver somebody home safely after a few drinks at the bar. someone's car breaks down, they can take them to work or to college. they're able to take someone to their chemotherapy treatment at the hospital. they get a great nourishment out of that. it's no surprise that our highest rated partners on our platform are veterans. they obviously provide a terrific service. but they are so focused on serving. and what we hear from them, when they they talk why they enjoy uber, first, it great way to get reconnected to your community if you've been serving overseas. you get to see new businesses.
it's a great transition. but we're pretty unique in that we are -- we are a technology company but not just in the clouds, we're on the ground, on the cities. veterans enjoy that opportunity to come home and serve. but it's a great transitional job. people come home, may go back to school, they may be searching for what their next career's going to, may be interested in starting a business, and what we allow is they can get on the platform, vetten ras also love to drive, most of them have vehicles already, and within a few days they can get on the road and make money. completely on their own terms. there's really nothing like it in our economy. there are no hours. you can drive or not at all. you can drive eight hours, one hour, three hours, it just doesn't matter. you basically turn that app on and turn it off when you want to. so as people are coming home and trying to figure out what's next, it's a terrific opportunity and we're so thrilled to play our part in providing it. and what's interesting, we help a lot of the veterans end up
driving with us for a long time full time. but for many it will be a part-time and short-time endeavor but it's a remarkable bridge that we are so excited to be a part of to allow this opportunity. and we have already, you know, here in the d.c. area, over 1,000 veterans, in the l.a. area over 1,000 veterans, making a big difference. also helping local economy. to a lot of people uber is something young people use on the weekends. but we've become a powerful economic engine. here in washington, d.c., over 20,000 people driving, right now in the uber platform. there's no company in the last few years that put that many people in an income-producing tune. we have over 22,000 in los angeles. over 24,000 in san francisco. so these are huge numbers of veterans also coming in, because all of these people are going somewhere. and this is one of the things we hear from veterans. veterans have a great affinity for small business owners. a third of our trips end or
begin at a small business. those people, veterans are driving, are going to local restaurants, going to local retail establishments, going to local small businesses, spending money, helping that local economy. and you saw some of the stories there, but it's remarkable. we have a partner in austin named mike, who served in the u.s. army, completed two tours in the middle east. and came home. someone he had grown close to on those tours died in a drunk driving accident. he came to uber in austin, texas, because he wanted to drive people home at night and keep them safe rather than endangering themselves or passengers. and we're very proud of the role we're playing in reducing du. s. it's an amazing thing. for people under 25 now, we know this from research, there's been a behavioral change in urban areas. they don't even think about drinking and driving anymore. why would you? you press a button you get a ride there, you press a button and get a ride back. about you somebody's making that happen. it's these amazing veterans. you heard from theresa, who's a
military spouse, in seattle, who for the first time ever, she used to be a restaurant manager and had inflectixible hours. we have a partner in charlotte, lost both legs in, had to move to a warmer climate. came to charlotte, had a hard time finding work. he used a hand-controlled vehicle and now he drives. he said uber's a way for a lot of vets to get out, especially disabled vets who are stuck at home trying to find something to do. a great way to break done barriers of people left with disables. a power if opportunity. a sveteran served in the marine corps three years, he has three daughters and a deejay. the reason he likes uber he has his prime business, spins discs at night and has girls.
he can log on for a couple of hours, log off, log back on. it's a powerful, i think, economic engine that really works maybe betterterans trying out what to do next. we're thrilled with the progress we've made. humb humbly, help spread the word, this is an opportunity. this may be something that we have entrepreneurs that build up fleets. maybe it's a small business somebody wants to start in partnership with us. maybe somebody will do this for a few months, whatever makes sense around my life as i come home and figure out what's next for me. there's nothing that our employees are more passionate about than uber military. it's what gets them up in the morning. it's what so many of our very brilliant, youngen engineers an people who run the city are focused on, how can we spread
the word, build a program to something that become as you guarantee when veterans who served us so ablebly come home, there's a guarantee as trying to figure out what's next for them they've got this opportunity. and they, in the bargain, will be doing a great thing for their city because they're going to be making sure less people die after drinking, they're going to cut down on distracted driving deaths, help the local economy, they're going to help small businesses and help bring less cars on the road so cities are less congested. also a big societal impact here. we are eager for your advice. if you've got ideas for us, about how to run the program better, spread the word, we're all ears. we obviously are hungry for partnerships out there. f if you've got ideas, we'd love to sit done and talk with them. if you see anything to improve on, please don't be shy to let us know. we're trying to build a business and very focused on that. in terms of uber military,
nothing's more important than making sure we stand by veterans providing opportunity, providing the kind of service that they and their families need. appreciate your time. look forward to the road ahead with all of you. thank you. ♪ >> good morning, everybody. thanks for being here. my mother told me, many years ago, don't follow pavarotti, i think we're following a bunch of pavarottis this morning. this is an amazing crowd and organization to be part of and efforts that are ongoing right now are really, really commendable and timely. i'm retired spider marks, u.s.
army general. spent my life as a kid in the military and spent 30 years in uniform and i've been in business for the last ten years and i've had the great honor of serving with veterans military folks in uniform and then in civilian capacity, having the great opportunity to hire veterans, and it is a wonderful, wonderful addition to any team. i'm with a great team here. journal justin constantine, karen highland and good friend, pete carelly. if you'd take a few minutes, introduce yourself. >> justin constantine, i work for eric in the chamber with hiring our heroes and our team, kash giver program. we focus on employment opportunities for our wounded veterans and caregivers. we have events around the country. we have successful event at ft. bragg in september and headed to ft. carson. also have my own business as
inspirational speaker and leadership consultant. >> karen highland, lieutenant commander in the united states navy reserve acting as public affairs officer. i work for bp america. helping our grassroots efforts and political action efforts as well. i'm an iraq war veteran and i'm delighted to be here. >> pete carelly, and i did not run the army. i want to make that clear. it's happened twice. you don't like to correct the president of the united states, but i just want to make that clear. i was former vice chief of staff of the army. i currently run a nonfor profit, one mind, that's trying to get at the biological cause of traumatic brain injury, posttraumatic stress in order to fine better diagnostics and treatments. >> folks thanks very much. objective is to talk about finding talent and retaining talon for business. i would like to start with you,
if i can, pete. in your research and efforts in one mind, can you kind of dispel some of the myths and the stereotypes that are out there so we can set the record straight in terms of pts. focus on pts, what that really means for business? >> i'm very, very proud that this generation of warriors has brought atense to posttraumatic stress those of you that believe this is an injury of this generation warriors are absolutely wrong. it's been with us since war was fought. and that is a good thing but, at the same time, it's a doub double-edged sword, there's a belief out there anyone who is ever deployed has posttraumatic stress. that could be further from the truth. i've had the opportunity in fact, jpmorgan chase, had me speak to a group of mid level hr people and when you ask them the question or pose a question, do
you believe anyone who is deployed has posttraumatic stress you start to see the bonking head, yes, yes, yes, and i look at them and say, well, you know, 8% of the population will have posttraumatic stress at some point in their life, 8%. as admiral winfield said, the numbers aren't that greater in armed forces. if you think that, by not hiring vets you can escape having anybody work for you that has posttraumatic stress, you're absolutely wrong. i promise you, you've got at least 8% or more of your population has it today. and you probably aren't getting them the treatment because your insurance company probably doesn't cover posttraumatic stress in the same way that the military has ensured that these people, those are willing to come forward, get the treatment they need. so, it's a real myth that you
can avoid this. it is everywhere. and what we really need to do is understand it. we need to get better d diagnostics to separate it from the other depressions and type of invisible wounds we have out there and get to the root cause of it. i would kind of say, you know, people need to understand that we are so far behind in understanding it as we are not as far along as we are with the other diseases of the hume body and that's what my organization is try to do, move from the 1930s and catch up with and the rest of medicine in understanding and getting good diagnostics and treatments for post traum m traumatic stress. >> just. in your work, do you see employers i would call mid management level and hr, you know, those folks that are on board, identify that talent,
bring them on board, do you see the discussions of p it of th p routine? >> sure, it comes up in a number of ways. it's particularly important to me as someone with pts and speaks openly about it, trying to reduce the stigma that we talked about, and at our events, for the wounded veteran caregiver programs, we have -- it's a one-day event, a workshop for veterans and caregivers and spouses in the morning and informal networking event in the afternoon. we have one-hour long workshop for the employers. we have margie morrison, a clinical psychologist. she and i get there, talk for an hour about dispelling myths. we have received great feedback. a lot of times some of the folks in the audience are veterans in
sales and doing this a long time. a lot of employers, hr folks, first time they've heard from a veteran or a wounded warrior or psychologist talking frankly openly about pts and traumatic brain injury, what it means, what it doesn't. it great to have a quick forum to get statistics out. there like general said, 8% of us in america have pts. that's 24 million people. national institute of mental health says that every year 3. 5% of folks have pts. that's 8 million people in one year. compare that to who knows what the exact stats 500,000 from iraq and afghanistan have ptsel, 500,000 versus over 12 years, compared to 8 million in one year. so, we get a chance, and it's enlightening for them. what i do see, hr folks love the opportunity, educate themselves because they realize, wow, we
are mentally treating veterans differently and we shouldn't be doing that. >> in bp, what are you guys doing to bridge this divide that's been described between the military and civilian side in terms of understanding and the sympathies or maybe understanding more importantly? >> i can -- from personal experience i can tell you that when i realized i was deploying, obvious obviously i had to tell my family and called my boss immediately. just by dumb luck he happened to be retired navy captain in the reserves, so he understood the language very, very well and understood what needed to happen. and i was able to tap into our hr system very quickly, who understood the law. but more importantly understood the spirit of the law and did everything to help me and my family transition to avg ductivy life and transition over to iraq. when i came back they went by
the letter of the law and the spirit of the law even more so. they wanted me to take as much time as i needed, as much time as i could. i chose poorly, not to come back to work within four days of active duty orders but i knew at every turn that i could tap into our resources, both the formal ones and the informal ones, and the informal ones were far more beneficial than calling into our hot line or going through the official hr channels. and i think that's because of the culture that the company i work for bp has which is one team. everybody's in it together. you can turn to anybody for help or turn to anybody to offer help. and it was very, very beneficial for me to know that i could do if i wanted to. i chose not to for quite some time and took quite a while for me to come to terms with my experience on my deployment, and i dealt with my family first,
but i took the opportunity to inform my boss and colleagues that i was struggling and i was suffering from pts. like most veterans there's a fear factor around admitting that to yourself and others, and the support that i received from the company was astonishing. i'm very fortunate in that regard. and i my great wish is every experiences what i had because i do know it is unusual. it goes back to the culture in the company. everybody matters, everybody's part of one team and it's similar in the military. i recognized those similar traits and able to reach out this those great people. >> great organization. >> very lucky. >> general dempsey wrote a piece about the stereotypes, business
and civilian workforce might hold for the military, departing military members. i'd like to talk about that or if you all can share with us your own personal perspective office stereotypes that you've seen, you've experienced, as service members transition. justin, you want -- >> sure, yes, sir. one of the stereotypes that john dempsey talked about was that corporate employers out there feel that those of us coming out of the military, we might do good work but we're good at fol he log orders and doing what we're told. that couldn't be further from the truth. we're fortunate, in our military in particular, as everyone here hopefully knows train our troops to take commander's intent to make it happen. i'll say from my series in iraq, leading marines there, whether another officer or talking to one of my noncommissioned officers, we could be on a mission, say civil affairs mission, talking to a night
mission talking to a principal because we couldn't see them during the day or else naer insurgents would target him. sergeant, what do you think we should do? he knew safety was important. he would quickly come up with exit strategy or refine the one we had, identify how much longer to stay there, the route home, so we accomplished a mission. that's invaluable to a company. and that's not just doing what you're told. understanding intent, whether it's from your ceo or midline supervisor or whoever, and making it happen. if anyone thinks that military we do what we're told, we are good at taking orders, initiatives just as important. >> true, very, very true. >> i think that one of the great stereotypes that i encounter, have encountered in this company and out in the general world is that veterans or members of the military are robotic, and that we do just follow orders, and that couldn't be further from
the truth. we choose to do this because we have a great passion for this country, great passion for service, great passion for getting things done in the right way. and we do that through remarkable teamwork and remarkable ingenuity. we are not robotic. we are free thinkers. we are able to think on our feet, i believe the general eisenhower said something along the lines of, plans are use the but planning is essential, and that's absolutely true. we are plex ibflexible. we are not always linear. we are able to flex to different situations sometimes better than the average civilian can but there's this belief for people not around the military everything is rote and robotic and we all think the same a and feel the same way. that is not true. i would offer even with my uniform on, those differences are celebrated up and down the ranks and that's how you get things done as a team.
and when companies embrace that, you see people flourish and succeed. >> sir? >> well, karen stole my stereotype. >> okay. >> let me build on it a little. one of the things that i've seen in moving into the civil sector, one of the things that makes people think we're robotic the fact we dwell on trying to improve in just about everything we do. i -- you know, i really liked going to the national training center and having a good day against the operational force and winning a battle. we would sit down in an after action review afterwars and take five minutes talking about the good things we did and another 1:55 criticizing and looking how we could have done it better and quicker and faster. that's what i see -- that's a part of our roboticism we should try to import into civilian
business. more often than not i see a continue dancy there to spend all the time talking about the great success you've had and little time taking the opportunity to sit back and say, how could we do this better? what are the things that we could do that changes we could make that make us even better than we are today. >> absolutely. in my experience, in this love/hate relationship we have, not only with our hr professionals but with our general counsels, as a mat or of routine when looking at hiring you look at pd, position description, we grew up with paragraph and line numbers and looking for specific skill sets. you want veterans to be job-ready upon arrival when it's a come been nation of character and competency. they are 65% to 75% of the way there because of the foundation of their character. that's the stereotype that drives me up the wall. let's hire someone who's got
magnificent talents. we can get them job ready. we can spend the money to get them job ready. in conclusion, what would you all fix, moving forward, if you were king or queen of the day, ceo, president of the organization in terms of trying to dispel stereotypes, clearly there has to be an element of time, can't do that overnight, but what would you try to institute to try to fix those things? any immediate thoughts? >> i'll just throw out there that if there were a way for all corporate america to understand that because i think there is a myth or stereotype out there that aren't -- what people in the people is not necessarily a fit if the private sector. >> he did a great job. >> he did. say someone -- what good is being infantryman doing at a hotel? you have responsibility, managed a budget, polite to people when it's appropriate, led, good team
building skills all of these are intangibles which is impossible to create anywhere else as robustly as we do. we have a lot of education courses going on in the military. a lot of our folks have more in the military percentagewise started secondary education than the -- or in civilian sector. people understand how robust we are, that will be a great start. >> right, justin. thank you. karen? >> i would ask people not label all veterans as people looking for a handout. people who expect something in return for something that we all did voluntarily. i think there's a very broad brush sometimes painted in that way and i would implore people to remember that every veteran is unique. we've all had unique experiences. yes, we've all been part of something that is part of the greater good and we've done something in the team atmosphere but that we all have unique skill sets, unique personalities
and character traits and to embrace that have run with it, if you will. don't see the veteran group as a large bloc. see us as individual people and what we can do for you. >> i would love to dispel the myth of everyone who comes out of the military has posttraumatic stress or traumatic brain injury because nothing can be further from the truth. large majority of people get stronger by the experience of what they've gone through in iraq and afghanistan and don't have these problems than doesn't mean we can't take the focus off of helping those who need our help. that's -- that's a for sure. and if everybody in here would go back and ask their hr person or senior vp or whoever to put together a little point paper form or a little briefing that laid out whether or not anyone in their company who had any kind of problem with any of the depressions, posttraumatic stress, whether or not their
insurance covers the treatment for that, in the same way that the military takes care of soldiers, sailors, airmen, marines and coast guardsmen when they need that help. i think you're going to find surprising, surprising facts that is really not the case. that is a really important thing is that we make sure not just in the military, but in civilian society as a whole that when people have some of these invisible wounds that they can get the help and treatment that they need. >> i would suggest that we all, and i know we do, hire a vet. it's good for the bottom line. be narcissistic about your decision, look at it from your discussion with your board of directors and say, u think this makes a lot of sense for us. folks, any final thoughts before we depart? any comments? wonderful. see ya. thanks. [ applause ]
>> ladies and gentlemen, please welcome shawn monasco. >> everyone is getting up and clearing the room. that's not a good sign. so, i don't know about for you but this conference for me has been not only inspiring but also encouraging because for some of us who a part of this activity for the last four, five years it started off very fragmented and see the chamber bring companies together, see the coalitions that are forming, i'm really encouraged about the future. hello, my name is shon manasco, a proud army veteran. last time army won vens navy i had a lot more hair. today i had the privilege of being a part of a great company
and being part of the executive team, and that's usaa. any usaa members out there? great. well, as you know, usaa was formed by the military for the military. hiring veterans for us has been a practice in longstanding. you've all seen the commercials at least i hope you have, when we say, we know what it means to serve. now, when you make bold statements like that, you have to walk the talk. so if you're to take a stroll with me or one of my teammates out here, down the hallways, any one of our locations, and you were to talk to our employees, this is what you would learn about their lives. that uniform or the spouse of someone that has. one in four. as someone who has worn the uniform myself, i can tell you that this subject that we're talking about, it's personal for me. given our commitment to veterans, at usaa it's personal
for the organization. now retention is a tough topic. we talked a lot about it here today, but i'm going to try to put a fine point on our point of view. hiring, you have to start with the right hiring decisions. make no mistake, it's all about connecting and developing. companies that do that right, they are the ones that succeed and that's what we need them so very much to do. so if it's all right, i'm going to take a few minutes to talk one of the thousands of veterans at usaa and bring this, this to life in a story and talk about my teammate. morgan. i think we have this up here, maybe not. it's a great picture of morgan. maybe we'll find it. so before joining usaa she took
she was a bright, freshman who had a bright future ahead of her. and she took on a position at the national security agency. over the next few years, she did exceedingly well and rose through the ranks. then 2010 came around and it was her turn to deploy. the destination was baghdad, iraq. so if you remember back at the headlines in 2010, it went something like this. baghdad bombings, american killed in the green zone. car bomb kills 100. it was a tough time to be in iraq. not exactly d.c. in the summertime. and morgan was there and saw it all. gunfire, rocket fire, explosions, ieds. during her seven-month stint,
morgan witnessed it firsthand. she finished her deployment. she came back and a year later she got out of the air force and left an indelible mark on her. if you talk to morgan, she would tell you she had a really difficult time reintegrating back into the normal world. she moved from job to job and never had a place to call home. so if you think about it, one minute you're deployed forward. your purpose is noble, your mission is clear in the work you do and it is important. you're proud to serve. the next minute, your enlistment ends, you take off the uniform and all those things are just about lost. morgan will tell you when she left the air force, she lost her confidence. she didn't feel like she was important anymore.
i dare say there are tens of thousands of veterans that feel exactly the same way as morgan did. the good news is in 2013 while at a job fair morgan's trajectory took a turn. she met a usaa recruiter and at the time usaa was looking for a few good men and women to join this new program that had been developed in concert with local colleges and the texas work force mission. the program was called veterans for i.t. or vet fit for short. over 200 people applied for this 22-long week training course designed especially for warriors in transition to develop the skills needed for them to be a java software developer.
22 people were selected. they joined usaa as full-time employees and each week during their training was the equivalent of one semester in college, one semester focused on being a java developer. all 22 people graduated and they are still employed with usaa today. i'm even more excited to tell you that we have a class that's currently formed. we have 28 participants in that class. they are all doing quite well and i fully anticipate that they are going to be graduates of that program and then will join fellow developers at our i.t. shop. so at the end of the day when morgan was selected and she joined this program, she started to flourish.
because she was learning something new. she was surrounded by people that had similar experiences than she had. she was also working for a company that had a true mission that she could connect personally with and a company who she was proud to work for and was caring. now morgan, if you talk to her, whenever she thinks about it she gets emotional. because that sense of confidence that she had lost, well, it's come back. this is a picture of the first graduating class of this program. and there's the class leader, morgan. i love this dog. front and center, as it should be. so she has done exceedingly well. she's not alone.
because others are doing exceedingly well. but what worked for morgan was the fact that she was doing something meaningful, she was surrounded by people that had the same experiences that she did and it was just the lift she needed to get back on track. now morgan's employed, graduate of the program, our work here is done, right? it's really not. we're talking about retention here. so even at usaa, when i sat back and look at the numbers, veterans still turn over more than any other population. here's what we have learned. we have learned that, again, not only do you have to make the right hiring decisions, but you have to connect them to each other. this vet fit program is just one of the ways in which employees a at usaa and veterans in
particular can connect with one another. our most popular is a network called vet net. it's designed specifically to connect veterans and spouses. if you're a part of that network you get access to career mentoring, access to team building activities and learning events. it's really quite helpful. recent conversation i had with morgan, i met her on the very first day. she's a very different woman right now. i talked to her recently and she said she's enjoying her job. she feels like the work she's doing is meaningful and looking for other jobs at usaa. you know what? i'm fine with that. this is where most companies just get it wrong. they are focused just on the hiring, but they are not focused on retaining. so if morgan has been a successful software developer
can take other roles in the company and other veterans can do what she has, our organizations are going to be far better off. now this is a difficult challenge and not all companies today are equipped to be up for it. what i would argue is companies that are successful can help others and that's what i think this conference really is all about. now, we believe that successful transition is about retention. because the more people retain, the less candidly we have to hire. we've proven we can hire them. let's focus on retaining them. so it's not just about the job. it's about veterans finding the right place for them. not just about the job, but it's finding the right fit. so i always ask myself the
question, could we do more? the answer is yes. the question is can you all do more? and i dare say, same answer is true. general mcarthur said no good plan ever survives. first contact with the enemy. there's a lot of great planning going on. there's a lot of data that we can analyze. that's important work that should continue. make no mistake. but i fundamentally believe and we believe it's the companies that allow their employees and their veterans in particular to learn about their organizations and then follow their own interest in aptitudes and give them the flexibility to explore new things. that's going to be the key for success. at least what i would tell you is it's one o of the keys for success at usaa. here's what i challenge you to do.
motivate your recruiter to go find the morgans out there. who are seeking their place and the quote unquote normal. hire them. connect them. not only to each other, but connect them to the organization. develop them. then watch them flourish. make it personal for you and for your organizations. that's what we try to do. when that happens, they, like morgan, they can declare, mission transition accomplished. thank you. [ applause ] ♪ ♪ rumor has it ♪ rumor has it ♪ rumor has it ♪ rumor has it
♪ rumor has it [ mike tone -- microphone feedback ] hope that's not me. welcome back, everybody. we're talking mission, transition, hiring our heroes and magnifying our impact. i want to introduce you to our panelists. then we'll jump right into our interview. far on the other side, barbara parsen, she's the acting administrator for the office of veteran's business development. nice to have you. she was commissioned as a second lieutenant in the united states air force on her graduation day and she served as an intercontinental ballistic missile crew member and achieved the position of senior missile combat crew evaluator for the peace keeper force while on active duty.
she earned her masters degree in management from leslie university in cambridge, massachusetts. she left and joined the reserve and earned the specialty. currently a colonel at the ussba where she pursues the office of veterans business development, mission to formulate, execute and promote policies and programs to support veterans small businesses. nice to have you with us. thank you very much. we appreciate it. vivian greentree is right next to her. dr. greentree, i should say. she joined first data as a senior vice president and head of military and veteran affairs in february of 2014 and in this role, she created first data salutes, a company wide military engagement strategy to provide the military community with access to career opportunities and best in class education resources while offering premier business solutions to veteran-owned businesses.
she helped found blue star families. the largest chapter-based military organization in the country. it's nice to have you with us. >> a lot of paper work. >> after that it's not going to -- >> i want to give everybody a good sense of our panel. craig is a svp global service delivery and chief procurement officer at usaa. he and his team are responsible for strategy, governance, procurement, global delivery, enabling all customers to better success, implement. and manage all of their third-party relationships. he enlisted in the coast guard in 1984 to have a wide variety of roles and experiences in his four year career there. he joined usaa in august of 1997, bringing with him ten years of information services, engineering and business experiences.
so you know who's on our panel. let's get right to it. barbara, i'm going to start with you. give us what goes through specifics on what the sba is doing to help veterans interested in small businesses. >> i would love to do that. i think you heard multiple speakers say the word, entrepreneur, entrepreneurial. i'm listing for it. i know i heard it. i'm very grateful that small business administration is partnered with department of defense labor and v.a. and education in the transition assistance program because there are options, military members and their spouses, you can get a job, go to school or make your own job and that has been the choice for 27,000 people who have gone through what we offer business to business at transition. there's something i want to amplify. transition assistance means the minute somebody walks through the door on active duty they and their spouse are eligible at that moment for transition and
what that means. it's good to think about what's next when you're at the beginning of a career. entrepreneurship takes a long time to plan and do well. quickly tell you what sba does, capacity building. teaching a spouse and military member. training them on what it takes to be a business owner and helping to make the choice to do that and learning what they must have in place to do that. second is access to capital. getting money. i have partners in this room, in financial institutions, sba also guarantees loans so that banks will take a bigger risk on veterans and military spouses. we have some deals for you. i can tell you about them later. finally, we can find opportunities for you. whether it's federal procurement or going back and rejoining your community, farm, family owned business, a franchise. so, those are the things we are engaged in. >> what is usaa doing and what have been the challenges you listed, the transition. it's really hard. a completely different mind set
to be an entrepreneur. what does usaa do for those interested in making that shift? >> we want to do more. sean just gave you a great example from the hiring side, but from the procurement side, i'm constantly looking for either small businesses that have services that can align with usaa and a lot of what we talked about here today, small business owners that have that same character and willingness to serve, continue to serve through usaa because of our membership as well. so, finding the right people to connect to, like the small business administration and that binds us the sources, is very hard to do. but that's what we're at. working with the rosy network. i know some of that work that's going on and the coalition is trying to get into these networks where these small businesses live. another thing we want to do is help build entrepreneurs as well. so, i'm actually, i work with
some mentioned the american corporate partners. i'm on my third mentorship and the gentleman i'm working with is a young enlisted guy who's 18 months out. the deployment road map he's thinking ahead, which is awesome. but everything we're talking about in the mentorship is not about finding a job. it's about starting his own business. i need to connect him to the right places, go develop it. so, whether that's a concept like the bunker, we've been talking to the bunker, other accelerators out there that can help those strive and then as a private organization, i can come back and then actually procure and source with them afterwards. >> i was just going to say, craig, i've got some resources. and i won't take too long, i promise. but in every community, sba is there with free mentoring
counseling with everything from marketing and legal advice, taxes. >> first data has been leading the charge on business, the first of its kind national platform that will support the success of veterans, service member and military spouse small businesses by connecting them to entrepreneurial education and training. small business resources and products and opportunities for simply chain. and it was built upon much like the 100,000 jobs mission, bringing companies together who wanted to hire veterans and spouses. bringing companies together who want to support veteran entrepreneurship, many of whom are represented in this room. we'd like many more. certainly represented well on the stage as the hiring our heroes usa and sba are founding members, which allows us to say that we will provide unparalleled and unprecedented access to education resources and training.
to veteran and military spouse-owned businesses. >> so, where have the challenges been? because clearly, there's lots of ways to provide and lots of interest in providing the training and interest. where have you seen sort of the hurdles and what are you doing to get over those hurdles? >> well, i'm way out of my league on this comment, but >> the whole transition process, which i think somebody mentioned earlier today as well, being revamped. when someone self-declares they want to be a small business owner or entrepreneur even, don't even know they want to be a small business owner yet, they have an idea, where can i start to think about that? access to capital, or am i just willing to sell my idea to a private company and say i'm not just coming from a job. what we're trying to do is create those opportunities. it's past hiring and career.
no it's into innovation and how do we leverage those. and if we can't use them ourself, we have a supply network that's rather large. >> what kind of pressure can all of you put on suppliers, and is it a challenging conversation? is it an easy conversation? >> i had a great conversation just today. we have garrett on your team. entrepreneur. these are great people that companies want to bring into their chains and do business with. so, we're asking corporate america to be a good citizen and make a commitment to them. so, they're looking when i had a call to action and i said you know what can you do, i'll tell you. you can pay your vendors within 15 days of getting a valid invoice from them. that would show your commitment back and he accepted that challenge and i'm very, we need path finders like this in corporate america, so that is one of the, it opens the
conversations we had and i'm seeing results and am grateful for that. >> is there an argument beyond listen, that you can point to your supply chain and say this is a really brilliant business decision that's going to help you make a lot of money. >> first data as a supplier, general actually declared we're going the hire 30% of new hires spouses. i turned that to our supply chain and said not only do i want you to do it, i'm not writing you out of the contract, but i'd like you to do that as well. not because you're a supplier of usaa, but it makes good business. i found almost every supplier said we want to do that as well because we see the value of doing it. but then the question was how do i do it. so much over the last couple of years has been about helping team people to hire veterans and spouses. now, we need to focus on how to retain them, but now, we're
moving into how do we bring in innovation to it. >> we have on any given day, we have 6 million clients in 70 countries who use our products and services. to securely trantransasact 2,00 transactions per second. in activating that network, accessing the capital from our coalition partners. the supply chain of opportunities with usaa, walmart. we know that entree into supply chain, supply chains are going to put supply chains. are very eager to explore. they just don't know where, how or when to go about it. so, bringing everyone to the table, the veteran entrepreneurs that need access to capital with the companies non-profits and federal agencies want to. it's like the next wave of now pioneering thing, but we know from statics, that ta 25% of
servicemen and women transitioning want to pursue entrepreneurship, so we want to do everything we can to engage them where ever that is they want to be when they're transitioning out. >> it sounds like navigation is a challenge, right? sba as well. there's sort of the knowing and the actual doing. what are you doing on that front to help people who are also transitioning is a big life change anyway. and then trying to change, transitionna something that's another big life change. what is the sba offer? >> a lot of things, with partners. the answer is our mostly largest partner and i'm grateful for that. dr. hainey, thank you. getting the word out is the biggest thing i need to do. so, i think military spouse on businesses out here, military members that don't know we saved $8.6 million in fees to veterans and military spouses are eligible for those, too. they don't know it. so i'm counting on folks who can help us make that connection, so those who think they don't care
about entrepreneurship, you will have heard this. you'll be able to connect others and get them started on their dream. so that is what i need from you. >> what are you find sg the best strategies in terms of public and private partnerships to make this happen? like if you could completely write the book on how to do it. where do you see the gap and what would you recommend is changed? >> access to entrepreneur training and education, small business resources and solution and opportunities and commerce and supply chain both from the business to business and the business to consumer models. reaching that critical mass will be the next great thing to we do for this next greatest generation of veterans. >> add to that, i think we need role models. >> how do you mean?
>> not the folks like us who join organizations as advisory groups. men and women who have failed out of college, gone into the military. gotten their life squared away and gone on to do something to where other people can say wow, they've done it, i can do it, too. and i don't think we communicate that enough around our industry that you don't, you're not going to be a senior vice president tomorrow. you're not going to lead the military and go to this title that's out there. you have to work for it. i know they want to work for it but they're looking for role models to say who's gone before me that i can talk to? who can mentor with me, share with me and prove to me that it will work? i may fail along the way and that's okay. that's part of innovation. but there's some other enlisted
person who got out of the military and did this, maybe i can do it too. maybe that's part of our challenge. >> honestly, happy stories where people, can't sell that to anybody and get it on tv tomorrow. really. told me something that was gloom and doom and ended badly, i could probably leave the newscast with that. how do you tell those stories? role model type stories, what can motivate people. they're also hard to get out on the platform. is there a strategy you have for that? >> i'd love to show you. november 2nd and 6th and we're partnering with public prafting broadcasting system and to get the story out.
and the hash tag will be my vet biz. i need you and your communities to know. become aware of it. elevate it and open up more doors for them. many are seeing is hometown greeting. we're going to try to do that with small businesses and a little snapshot. so it will get people curious about what they can learn about it. then build into the peer to peer, which is an incredibly powerful mentoring, it's preferred over commander type above lower in entrepreneurship. we want to see somebody just like us who has done it already. >> what are you seeing in recension? what are the challenges there, and what's working? not everybody at once. i think that's the next level of conversation. it's not enough to say here, we're going to have you have this opportunity. it's really seeing that through and i think that's a challenge. >> well, inside the corporate world, it's really hard to take someone who has entered usaa at
a lower management level job because they wanted to work for usaa and they assumed they were going to be able to run through the chain and then two years in, say it's not working out or you haven't developed the way we expected you to. that's on us as leaders inside of the organization to take these high talented people and use their skills appropriately. but it's also an indication of the poor hr function we have that a lot of times we don't do that for all employees. we should be able to do that with any employee, but we have to be more proactive. >> have you seen a similar thing? >> yes, and we know, too, for small business owner, on the hiring side, no one wants to hire military spouses more than i do. because i'm a military spouse. no one wants to hire veterans
more than i do, because i'm a veteran. and that's how our team feels. our sources, creators are on borders. our hr team. it's the same with small veteran owned businesses. if you know, if but 50,000 small veteran owned businesses hire one, that's the same. it's still 50,000 veterans being hired and military spouses and again, no one's more committed to that cause than a fellow veteran or military spouse. >> i'm going to turn retention into business mortality and how long a business lives and success there. so, veterans are 45% more likely to start a business, then flip the percentage on how likely they're going to be successful five years out. 65% more likely to be in business five years later than a civilian counterpart business. it's where you belong. seven out of ten jobs are made in small business. veterans and military spouses have the skills and values to create this opportunity for themselves.
as president bush said. from our, the leading companies in the country targeted towards veteran and military spouses. there's much more likely to raise that percentage. and continue to start and on their small piece of the american dream. >> what a great statistic to know. i did not know that. that's fantastic. i appreciate it very much. thank you to our panel. >> thank you. [ applause ] ♪ >> come on. >> 10-4, big ben for sure. it's clean. that's a big 10-4 there.
sakes alive, looks like we have we've got us a convoy. ♪ >> made it. [ applause ] >> a special round of applause to the dos amigos over there and their team and this event. i see my clock is ticking and i know everybody's probably hungry for lunch. i thought just for fun, when we all leave, everybody request your uber at the same time to see if they can keep up. i'm jim ray. cofounder of passport. we have a technology platform that matches veterans and
civilians to great jobs in the trucking industry. we have the great honor of providing the technology and a leadership for the trucking track. the trucking track's mission is to get 150 veterans hired into great careers in trucking industry. five years minimum. now, from a reliable source, this is the first time the convoy's been played here and when eric asked me to present an idea of what he would like me to talk about in this conference, the idea of selling this industry to veterans, yeah, your industry has done a great job and i think it would be great to end the conference and tie everything together and help everybody go out and sell your industry. i want you to start with convoy and we can talk about that's the rubber duck there, if you don't know. everybody knows bow bandit. i was like, not sure i want to do that.
the biggest partners in the room, they're going to kill me because it's not the way we want trucking displayed to the world. but if you think about, it's genius and the whole way of hiring our heroes presents veteran hiring because they take an industry approach. now, you think about it, you're a veteran. what's the first thing you ask. you doesn't even know what industry to go into. so the idea of selling your industry is huge. it's hilarious to think trucking is the only industry that has an image problem. look at even the big industries in our country. think about manufacturing. do our workers just stand on an assembly line or are we dealing be lasers and computer design and robots? you think about american agriculture.
are we all sitting on tractors? or are we really blending science and efficiency to fied the world? i met the starbucks guy yesterday, so i got to bring them up because i bring them up a lot. they have a similar problem. only hiring baristas? going to be a part of one of the most extraordinary companies in the world that have simply chains that reach to the farthest corners of our earth. let me talk about what is misunderstood and tie it to some of the things we've talked about. veteran homelessness. in our business, this is bizarre. in the trucking industry, we have 30,000 positions open. every year just to replace our
truck drivers and other positions that are retiring. 100,000 positions for the next ten years just to keep up. that's a million. we have starting salaries that go from 40 to $60,000. we have jobs, not from trucks to mechanics to executives to sales people to personnel. it's nothing these, our veterans haven't, nothing like what they imagined. president bush said that when we came back from vietnam, we treated our veterans shabbily. i thought that was a perfect word. not only treated them bad, some people just didn't do a good job treating them, but the trucking industry, when i was a little boy and in my dad and grandfather's terminals, those people in those terminals came from the vietnam war. they started in the trucking industry and they went on to own their own trucks and really, a lot of them are still trucking today. we have some pretty old truck drivers, so, we have a long,
long history of employing veterans and i'm not sure i should try to talk about it, but the idea of how many veterans suicide, because they don't have a connection to their community. so, the general population of the united states, about 1% military veterans and the trucking industry is north of 20% and nearing 30%. our entire staff are are filled with a community already ready to accept them in. so, we're a great model. when you think about selling the industry. and how we're going to do it. and last year, i think we've done great. eric and his team. we've been selling it, changing perception and more veterans in the trucking industry than ever before, so i'm going to come up with specific tips. my first tip is that when it's time to sell your industry, you're going to need some buddies. you're going to need to take industry approach, you need to circle the wagons.
our concept was let's get 12 of the coolest companies that we can think of in the trucking industry that have great jobs, they're innovative. really show us to the world and here are the folks that stood up within a month. these companies stood up almost immediately to do to job. also about 80 fwraet mind out of those companies we meet with every day to do this effort. even if your industry doesn't have a huge number of players, get your players together and work together. next tip. solve for the whole industry. true, true team work. so, i've grown up in trucking. i've seen these companies compete like you wouldn't believe, and my grandfather probably rolled over in his grave if he saw how well this company has worked together. you will see a wire -- proudly walk a recruit to a jb hunt,
which is just unheard of because they know well, we didn't have the best job. and jb hunt might walk it over to tmc and tmc might walk it over to trans america. i have never seen anything like it. we compete like you would not believe in the trucking industry. it's that constant that if you work together like this, a rising tide will lift all our boats. key. sandy was talking about public, private partnerships, sounds like a lot of political mumbo jumbo. but we found it is the real
thing. really special group that have just been incredible. corn rock and his soldier for life team, fantastic. as you sell your industry, these people are incredible. they have traveled with us. get it better. they helped us design our mentoring program from the ground up. these companies that support us, they provide 30 mentors for round the clock for these veterans to talk to. we talked a lot about ptsd today. we went to soldiers for life, they connected us to the right people and the company put program together to say hey, if you guys are having trouble b, this is not going o the hurt your unemployment and put on some counselors, incredible stuff. courageous leadership from our
industry association, so there's two industry, probably our biggest industry association in trucking business. american trucking association. and the american trucking association committed to hire 100,000 veterans on behalf of their membership. the tca, which doesn't have quite as big a membership, committed to hire another 5,000 veterans. that's 150,000 veteran commitments, but what's courageous is not just they made this public statement. it's that they dug in and they've created big efforts to get the word out, education our employers on how to do it, promote the programs and they even go down to veteran by veteran level and pass people directly into the program. it's extraordinary stuff. so, in closing, i'm going to recommend my last big recommendation. so, convoy.
we have a media problem. i want to tell a little trucking story that demonstrates how we have really looked out as an industry. december 12th of every year, 70 trucks show up in a small town. in maine. each one of those trucks are filled completely with christmas wreaths and they travel down the east coast of the united states as you see this convoy roadways, people are lining the roadways, holding flags. holding back the tears. and they show up to arlington national cemetery and deliver these wreaths into the hands of 20,000 volunteers. that place these wreaths on every single grave in the cemetery. 400,000 graves and i had to ask brad bentley yesterday, how many other cemeteries we cover. how many other trucks. about 189 trucks in total.
1,039 cemeteries. [ applause ] so, folks, that's our convoy. i hard a hard time picking, we had a lot of really cool videos in our business. i like this one. it kind of shows how important we are in the industry. what happens when there's national disasters. we need to haul away the wreckage, but then build us back up. so, enjoy it and have a great lunch. thank you much, everyone. ♪
♪ [ applause ] ♪ >> thanks, everybody. we'd like to close by thanking you for your leadership over the last five years, our government leaders, our non-profit, that had an impact. have moved the needle. have had dramatic effect in terms of addressing a crisis in veteran employment. but now is not the time to take our foot off the accelerator. now is the time to institutionalize these great
public private partnerships the to lief raj the lessons learned and close the gaps remaining. so, we thank you for your continued leadership to this effort and we ask you to help us to meet your requirements in your businesses through the vet road map. thanks. eric? >> thank you. really appreciate your support and really look forward to continuing to collaboration in the years to come. thank you. [ applause ]
both chambers return for the 114th session of congress. they land to work on a bill that defunds planned parenthood while repealing the health care law. a bill is set to be considered by kentucky senator rand paul that would require an oddity au the federal reserve. and the kentucky senator will be on the road to the white house coverage from a town hall meeting from new hampshire. he will be speaking in exeter, and you can watch those comments at 6:30 live on c-span 2. on our next washington journal, usa reporter frederica scouten will join us. then manual omar will join us.
washington journal is live every morning at 7:00 eastern. more than 300 members of the u.k. gathered. they gathered to discuss school curriculum. this is about 30 minutes. >> please take your seats. well, i hope you're refreshed, revitalized and reinvigorated for this afternoon's debates and if they're as good as those this morning th