Getting Started in Your Military Transition

For many transitioning veterans, the economy has transformed the job search process into an uphill battle. Military job seekers are in a seller’s market. Companies are able to select from an array of top tier talent at bargain basement prices. It’s a tough pill to swallow, especially for transitioning veterans who have risked their lives in service to their country only to find themselves faced with yet another battle on foreign terrain, the civilian job market. Business language differs from military jargon and new social media and job search tools pose yet another challenge. Rest assured veteran job seekers, this new era of “tweeting” and “branding” via social electronic media is new to us all. With any luck, the following tips will help you better prepare for your next opportunity. 

Let’s walk through the first step in a career search. By now, most of us are familiar with popular job search sites. But these sites are not the best place to begin a job search. Luckily, your military training has instilled you with confidence and resourcefulness as evidence by the very fact that you are reading this article on militarytocivilian.com. (I also highly recommend portablementor.com.)  Glean as much advice as you can from resources such as these and then do some soul searching before you invest in professionally preparing your personal marketing tools and honing your presentation delivery (i.e. your military resume, social media profiles, and interview techniques). It is important to fully understand who you are (strengths and weaknesses, likes and dislikes, etc.) and what you are meant to do before you can build a brand to target the jobs that best suit you.

I recently spent some time with my own career mentors to discuss my own career development and found their direction and advice consistent. They asked me to look at my values and beliefs, make a list of what is important to me, and then find companies and career opportunities that support those beliefs. So, military job seekers, before we get to my next article, “Doer or Accomplisher,” in which I will discuss how you can word your experience to reflect the fact that you are an accomplished leader versus a static manager, take the time to do a personal inventory.

This personal inventory should be a time of reflection. Get to a quiet place and list your values and beliefs. Write out what is important to you. While doing this, don’t worry about how silly and unrealistic it may sound, just write. I know; you are getting antsy. Time is ticking and you need a job. But think about it… getting a job is important… but not as important as getting the right job. Those of you who are married, did you select your partner because you wanted somebody – anybody? Or did you take the time to self-reflect and find the right person? When you selected which branch of the service to go into, did you randomly select? Or did you research the branches to find the best fit? Why not follow the same approach during your job search? The military has provided you with the best training and a disciplined mind. Not everyone can endure the level of development you have endured. Knowing this, do not sell yourself short and accept a job that merely pays the bills. Veteran job seekers can choose jobs that align with their core values and enjoin in a lasting partnership.

So take the time this week to reflect on who you are, what you want, and what you have to offer an employer. Once you do this, you will be prepared for the next article and action item: preparing your introduction – your military resume and your brand.

To MilitaryResumes.com clients, I also recommend  hashing out key work considerations such as: ideal working environment (indoor/outdoors, part of a team/working alone, diverse/like-minded groups, etc.), work motivators (such as financial security, creativity, advancement, intellectual challenge, fixing equipment, etc.), and favorite work skills (organizing, negotiating, writing, problem solving, communicating, etc.), in addition to the key personality considerations (personality type, interests, strengths, achievements, core values, and life goals).

Compile a list of any and all careers that interest you in the slightest – no matter how wacky they may sound. Ask your inner circle for help. Then bounce that list off of your list of key work and personality considerations. Where do the two lists synch up? Start your career search there. I realize this is easier said than done. But like Judy said, investing the mental and emotional energy into this self-reflection exercise will go a long way in your militay job search.

Judy Navarrete contacted me at MilitaryResumes.com to express her interest in sharing her vast human resources and operations management experience and insight into the business world with military job seekers.  Her observations are food for thought as you reflect on your own military experience (and how it applies to corporate America) when preparing your military resume or for an interview.  She draws on her conversations with a poised and well-respected Marine Corps Staff Sergeant to craft informative lessons of her own.  To see all of Judy’s acclaimed articles, keyword search MilitarytoCivilian.com for “Judy”.

Judy Navarrete, SPHR, an accomplished HR manager, contacted me at Military Resumes to express her interest in sharing her vast human resources and operations management experience and insight into the business world with military job seekers.  Her observations are food for thought as you reflect on your own military experience (and how it applies to corporate America) when preparing your military resume or for an interview.  She draws on her conversations with a poised and well-respected Marine Corps Staff Sergeant to craft informative lessons of her own.  To see all of Judy’s acclaimed articles, keyword search MilitarytoCivilian.com for “Judy”.

The Portable Employee

“Everyone is replaceable” is a common business saying.  Despite the truth to that statement, it does not always make economical or common sense to dispose of or swap out talent.  Each individual is just that – an individual, endowed with his or her own personality, attributes, and talents.  When an organization loses an individual, it loses their unique experience and imprint on the business, not to mention the investment in time and money required to source, hire, and train them. 

As a person begins their career, they strive to increase their marketability, responsibility, and experience to affect their imprint and increase their financial return.  Leading business books will tell you how to be an invaluable employee and earn clout.  These books will tell you to plug into the industry, know the trends, gain knowledge and ability, and commit to being the best at what you do.  They will advise you to take on additional tasks and accept challenging, high-profile assignments.  Acting upon this advice will surely land you a great position and career.

However, what happens then?  In today’s day and age, middle managers are often eliminated as companies aggressively streamline and restructure to become more efficient and cut costs.  Perhaps we shouldn’t look to a particular company to define our success, but rather look inward.  The straight and narrow career path of yesteryear has evolved.  One must take ownership of his or her development by honing and diversifying skills…  by sharpening the knife so to speak.  Staying current with technology and industry trends ensures mobility and flexibility, enabling outward movement toward career-building opportunities.  Advancement is not always vertical; it is also outward.  Building bench-strength and diversifying your experience makes you an indispensable, portable employee.

A portable employee is one who can rebound quickly from a layoff or, better, one who sees the writing on the wall and uses their network to secure their next opportunity.  The old saying, “don’t keep your eggs in one basket,” can and should be applied to one’s livelihood.  So who are these portable people and how does one become portable?

 Portable employees absorb information and experience.  They take on projects, especially high- risk and high-profile ones.  They love their work and immerse themselves in it.  They do not forward to the weekend and R&R.  Rather, they use their down-time wisely, on productive things that add value to their experience and benefit others.  To be portable, one needs to be willing to take risks, make mistakes, and take ownership and accountability.  Portable employees are equipped to start their own business.  They are forward thinkers.  Portable employees make it their business to be a business. 

The military creates extreme portable employees.  Each service-member is his or her own machine; his or her own tool.  They are trained to care for their machine mentally and physically.  Should they be cut off from communications with the overall organization, they are equipped to survive and accomplish their mission.  Military leaders are cross-trained and counted on to perform multiple roles simultaneously.  Every Marine logistician, for example, is also a warrior.  Every Submariner has a multitude of collateral duties due submarine space constraints.  Every Sailor is a damage control specialist.  Every Air Force Pilot manages an administrative program.  The list goes on and on for all branches of service.  Whether in a foreign land or close to home, military members have what it takes to be their own business.

In today’s world of mergers, restructuring, layoffs, closures, and outsourcing, it is to one’s benefit to be a portable employee.  Once one realizes the importance of portability, the uphill struggles the business world will likely present will become a little less arduous.  To a portable employee, life would not be challenging or exciting if it were any other way.

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Judy Navarrete, SPHR, is an accomplished HR Strategist and Career Mentor.  Her articles and insight into the business world are helpful in understanding how military training and experience prepares talent for business professions.  Her articles are inspired by her deep respect for a Marine Corps Staff Sergeant, who is currently deployed in Afghanistan.  Fortunately, his skill and experience as a Marine for over 14 years has well prepared him to be portable abroad.  Judy’s articles and blogs can also be seen on portablementor.com.  She can be reached at judy@aorsolutions.com.

Pappas, now an international marketing executive whose been focused on his company and career, took inspiration from the informal career advice he provided to fellow former military service members who asked for his guidance. These were friends and contacts in his personal network. He says, “I received a lot of positive feedback on my ‘unique’ approach, but didn’t think much about it. Recently, I started reading about how difficult it is for military veterans to find a job. As I looked into this trend, I got more frustrated and decided to do something about it. That was the start of my new blog.”

What can readers expect? The kind of advice Pappas wished he had when he left the service – an insider’s advice on how to accelerate the military transition – a mentor. According to Pappas, “There is a lot of information about military transition, but there isn’t a blueprint of the process – what I call the ‘map of the terrain.”’ And in this day and age, every job seekers needs a detailed plan. Think about it; you wouldn’t dare navigate a big, unfamiliar city without a map would you? As every service member knows, falling off course can set a devastating domino effect in motion. Wrong turns and loss of focus can cost you precious time, money, and opportunities, not to mention your self-confidence. So why would you tackle an unfamiliar job market without a plan? M2B can provide you with that plan.

For more information on aligning your unique military skills and specific leadership attributes with your target industry or job, please consult the professional military resume writing experts at www.MilitaryResumes.com.

Judy Navarrete, SPHR, an accomplished HR manager, contacted me at Military Resumes to express her interest in sharing her vast human resources and operations management experience and insight into the business world with military job seekers.  Her observations are food for thought as you reflect on your own military experience (and how it applies to corporate America) when preparing your military resume or for an interview. She draws on her conversations with a poised and well-respected Marine Corps Staff Sergeant, who she has come to know very well, to craft informative lessons of her own. This Staff Sergeant recently deployed to Afghanistan – your thoughts and prayers are appreciated. To see all of Judy’s acclaimed articles, keyword search MilitarytoCivilian.com for “Judy”.

Hope

I recently came to the conclusion that it is important for an organization’s leadership to remain hopeful of its future and to convey this hope to others. Recalling conversations with a trusted confidant and true leader, a Marine Corps Staff Sergeant, is one of the catalysts that led me to this understanding. On more than one occasion, when I asked him for his opinion on the possible outcomes of future events, he responded with, “I hope… ”.  At the time, I thought to myself, “how could one with such extensive training, wisdom, and mental discipline, possess nothing more than ‘hope’”? To me, “hope” meant uncertainty with a negative connotation. I now know that he wasn’t necessarily uncertain of the future, but rather, our understanding of “hope” differed.

Hope is better interpreted, as the way the Staff Sergeant intended it to be, as optimism. The complete definition of hope is a belief in a positive outcome related to one’s life. Hope is feeling that wants can be had or events will turn out for the best. To better explain the deep philosophical definition of hope, we turn to some well-respected, modern and historical influences. Oprah Winfrey was quoted saying, “I choose to rise up out of that storm and see that in moments of desperation, fear, and helplessness, each of us can be a rainbow of hope, doing what we can to extend ourselves in kindness and race to one another.” Clearly, she sees hope as inspiration, providing assurance to others in an effort to ease their pain. Sri Chimoy, a poet and spiritual teacher, writes, “Hope is man’s preparation for the unknown. Hope is man’s aspiration for the unknowable.” In conclusion, hope is not uncertainty; it’s honest, not misleading. Hope is not a “cop out”; it’s unavoidable, since there is no telling what the future holds. Because man needs to believe in positive outcomes to persevere, hope is inherently optimistic.

In the life of a Staff Sergeant, work, plans, and schedules often change. Marines (and other service members) stand ready to deploy anywhere in the world within a matter of hours. The military prepares its members to be ready for anything, which makes it difficult for them to make definite plans outside of work. For example, what was expected to be a January deployment resulted in an April deployment. What was anticipated to be a trip to the East Coast ended up as a trip to the Northwest. A weekend home with the family was overruled by an extended stay on assignment. My confidant’s common response, “I hope so”, was often followed by, “things change”.  Those with military experience easily adapt to ever-changing circumstances and know that, despite rigorous training and detailed planning, things change. Hope becomes the mechanism by which this incredible adaptability and perseverance, critical to both military and business operations, becomes possible. In today’s doom and gloom environment, this is yet another valuable lesson that business leaders can learn from their military counterparts.

A participant at a leadership meeting I recently attended called upon leaders to convey hope to their groups. He pointed out that, in this day and age, when many people are troubled by financial challenges, war, stress, joblessness, and home loss, they look to leadership for hope. As leaders, we need to provide that hope. A leader can only provide hope if he/she embodies it. If sales drop, layoffs continue, or business necessitates change, a leader should assure his/her team that things will be OK. Because, eventually, they will be.

Judy Navarrete, SPHR, is an accomplished HR manager who is dedicated to assisting former military personnel in transitioning to civilian careers.  She may be contacted at judy@aorsolutions.com.

As Stone points out, “Before you can translate your experience, you have to know what language you’re translating to. Experts recommend starting with the employer and working backward from there so your résumé is grounded in an understanding of the target industry and the needs of the company.” While this is true, it is easier said than done. As the Director of MilitaryResumes.com, I am frequently asked, “Which jobs am I qualified for?” Many military job seekers don’t even know which industry, let alone company, to target. Surprisingly, the more military experience a client has, the more likely the question. Career search advice and targeted military resumes are things we regularly provide to our MilitaryResumes.com customers. But for those going it alone, I suggest the O*Net website as a resource.

O*Net allows you to pinpoint the civilian job title that most closely matches your military experience and interests. You can use this knowledge to look for companies hiring for your civilian-equivalent job title and target your resume by analyzing your target job announcement for specific language. For more information on O*Net, see my previous post on the topic.

Stone goes on to discuss the importance of creatively drawing less than obvious parallels between military experience and civilian qualifications. Specifically, he cites one Infantry Officer’s struggle to translate his experience. This military job seeker thought about “soft skills” such as “leadership” and added situational details. While I don’t recommend overusing soft skills in the resume itself, as they tend to be interpreted as “fluff”, this can be an effective means to an end.

Creative writers often use a technique called spiraling to develop characters and plots. Spiraling involves placing a main character trait in the center of a blank sheet of paper (such as “Quiet”) and drawing concentric lines around it to point to possible storylines (i.e. repressed memories, solo camping trips, communicates best with animals, etc.). Place a soft skill in the center of a sheet of paper (financially savvy/cost-minded), and spiral out hard skills (fiscal administration and budget management), specific examples (managed a $500,000 training budget), and achievements (optimized training funds and cut travel costs by 50%, saving $25,000 per quarter, by combining 2 courses…). Or try this exercise in reverse; place a tangible experience (managed the construction of an Iraqi school) in the center, and spiral out skills (project management, budget management, quality assurance, etc.). Then spiral out from each of those skills. Are there more examples of project management in your experience? Notice that “budget management” reoccurs. Run with common threads.

To Stone’s well-put insights on how to “word it right”, I’d like to add the importance of putting experience in its proper context. I’ve read hundreds of military resumes and failing to establish context is one of the most common resume writing mistakes veterans make. Lack of context may hinder a civilian’s ability to fully comprehend your experience. The better context you provide, the more the civilian reader can appreciate the unique challenges you have faced on the job. Use context to liberally round out your experience and provide a more realistic backdrop for your accomplishments. Describe your military unit or organization in the context of its industry (size [number of people vs. “battalion”], mission, location [an austere environment like Afghanistan is worthy of mention], “customers”, and services). Briefly describe the scope of your responsibilities, aligning word choice with your status. In other words, a senior executive probably doesn’t need to mention his or her ability to file paperwork.

Military resumes are the most inherently challenging to write, or at the very least, write well. Obstacles faced when building a military resume worthy of civilian attention can be overcome with a little elbow grease and creative thinking. Keep in mind who you are trying to please when writing your military resume – you or the hiring manager? Determine a hiring manager’s needs and, through your accomplishments-driven resume, tell them you are the best person to fulfill those needs.

For more information on professional military resume writing services, please visit www.MilitaryResumes.com or email me at jrichardson@militaryresumes.com.

Judy Navarrete, SPHR, an accomplished HR manager, contacted me at Military Resumes to express her interest in sharing her vast human resources and operations management experience and insight into the business world with military job seekers.  Her observations are food for thought as you reflect on your own military experience (and how it applies to corporate America) when preparing your military resume or for an interview. You may be familiar with her now famed writing through a series she authored for MilitarytoCivilian entitled “Leadership Basics.” In Leadership Basics and her latest article, “Shut Up and Listen,” she draws on her conversations with a poised and well-respected Marine Corps Staff Sergeant, who she has come to know very well, to craft informative lessons of her own.

Shut Up and Listen

We are all familiar with the saying “communication is key” and understand the importance of communication.  But I recently came to understand just how important communication is when I came across a metaphor that likened communication between a leader and his or her subordinate to the relationship between spouses.  The metaphor proposed the question, “If you had a spouse and you didn’t talk to him/her for weeks or months, how long do you think the marriage would last?”  Similarly, leaders who fail to effectively communicate with their subordinates or peers risk disintegrating their working relationships.

Early on in our conversations, a Marine Corps Staff Sergeant for whom I have a great deal of respect explained to me his understanding of communication.  Surprisingly, his biggest influence was not the USMC, but his mother.  She happened to be the wife of a serviceman and degreed in psychology.  His mother and experiences taught him that communication must always be civil.  One should never communicate argumentatively.  When emotions rise, it’s best to say nothing. He said, so long as people can constructively communicate their concerns and actively listen to one another, most issues can be resolved through understanding.

As part of military training, servicemen are taught the keys to communication.  Knowing how to communicate helps develop trust. They learn to communicate clearly and recognize that each individual sees things from a different point of view.  They learn to be open and honest, accept the feelings of others, ask questions, and listen without interruptions.  Sometimes communication is not about speaking or thinking about what to say.  But rather, communication is listening and being attentive to what the other person is trying to convey through words and actions.

“How to Be a Better Listener” by Sherman K. Okum, Nation’s Business, August 1975, and “Building a Professional Image: Improving Listening Behavior” by Philip Morgan and Kent Baker, Supervisory Management, November 1995, mark the traits of a poor listener as tunes out, is easily distracted, over stimulated, seeks arguments, and judges delivery.  Conversely, the traits of a good listener are fights distractions, interprets color words and doesn’t get hung up on them, finds what’s in it for me, holds eye contact, skips over delivery errors, and listens for central ideas.

At a previous employer of mine, the operations manager and department manager were constantly at odds.  After hour-long debates, the operations manager would complain to me that the department manager would not implement his new processes or set team expectations.  Later in the day, the department manager would complain that the operations manager refused to support his method of implementing new processes and would not agree to the expectations he had set for his team.  Ironically, both of them wanted the same things.  I asked each of them, “Have you talked to him about it?”  Of course each responded, “Yes.  We talked for hours, but I wasn’t being heard.”  In this case, their dysfunctional relationship was due to poor listening skills and, unfortunately, resulted in loss of talent for the organization.

To the civilian workforce, the loss of talent is difficult to bear as projects are delayed and recruitment costs rise.  Similarly, if too many servicemen and servicewomen leave the service when leadership fails to listen to their concerns, missions may not succeed and other detrimental affects may occur.

Much can be learned and communicated through listening.

Judy Navarrete, SPHR is an accomplished HR manager, whose experience extends to non-profit, for-profit, privately-owned, and Fortune 500 companies.  She actively pursues to facilitate former military personnel transitions to civilian careers, as well as educate and promote the hiring and placement of military-experienced talent into viable, honorable positions with established companies. Judy can be reached at jnavarretesphr@yahoo.com.

I was recently alerted to the most comprehensive article on the pitfalls of social media sites (such as Twitter and Facebook) when it comes to a job search I have yet to read. The article, entitled “The 10 Worst Social Media Mistakes That Will Prevent You From Landing a Job,” is an in-depth look at common social media mistakes many military job seekers are making through the eyes of potential employers. It even comes complete with external links, resources, and examples. Here are some things you can expect to learn about:

• The dangers of sharing too much information.
• How to customize backgrounds and graphics to make you standout from the crowd.
• Why having too many friends isn’t necessarily a good thing.
• How to create separate social and business accounts and why you should do so.
• When and what to (or what not to) ”update”.
• Why spam, spelling mistakes, and other commonly overlooked issues could hold you back.

The following is an excerpt from the article:

While making one or more of the 10 worst social media mistakes can keep you from landing a job, there are also positive ways to socialize. Because many of us find jobs through friends, a simple “anyone hiring a blank?” update can actually be worth the five seconds it takes to post it. In addition, if there is a company you would really like to work for, be their friend on social media. Not only can you get hiring updates, but it also offers an insight to what excites them, what they are up to, and much more.

You can count on a compelling, professionally written military resume to spark employers’ interest in your value offered. But you can also count on their interest in your social media activities. So before you apply for that dream job, make social media work for and not against you.

KSA statements are commonly found in the 2nd portion of some federal job applications. While your federal military resume outlines your work experience and skills as they relate to the targeted position, KSAs provide narrative examples that demonstrate your performance. Think of KSAs as a pre-interview. KSAs are typically “rated or ranked” using a numerical scoring system. The highest scoring applicants’ federal resumes are forwarded to the hiring manager.

According to Newell and Rosenberg, the “rule of three” could also disappear. The following is an excerpt from the article on this rule:

“The reforms also will eliminate the “rule of three” procedure, in which agencies select hires from among the three top candidates for a position. Berry has said that rule is still in use only because hiring managers feel comfortable with it. A report by Harvard University’s John F. Kennedy School of Government on a hiring reform forum in Washington last October singled out the rule as an example of a regulation that was intended to prevent favoritism but has not been evaluated for effectiveness.”

This is also good news for military job seekers. To read the full article, click here.

MilitaryResumes.com has been assisting military job seekers with their federal military resumes and federal job search for years. For professional federal military resume writing services and to make the most of your federal job search, please visit www.MilitaryResumes.com.

Read the first article in the series.

Read the second article in the series.

Read the third article in the series.

Read the fourth article in the series.

Be the Expert

What does being an expert have to do with leadership?  Think about it, and the answer becomes apparent.  Why would anyone follow a leader unless they found some value in doing so?  Most people follow a leader because he or she is an expert, or a champion in his or her field.  An expert is defined as a person with knowledge specific to a field of work.  An expert is a person with extensive knowledge or ability based on research, experience, or occupation in a particular area of study.  Not just anyone who practices fervently will become an expert.  Marie-Line Germain found 16 behavioral dimensions found in experts.  Some of these traits include: knowledge that is specific to his or her field of work, the ability to assess a work related situation’s importance, the capacity for self improvement, deduction, drive, and self confidence.  These behavioral traits are consistently held by all experts, whether he or she is an expert marksman, musician, lawyer, or business leader.    

I have witnessed leaders and managers from various organizations successfully transition into new roles with minimal difficulty.  Not because management and leadership is the same everywhere, but because these leaders were able to adapt to new environments.  They were able to pull from past experiences and use their behavioral dimensions to gain new expertise.  Many military and former military leaders also hold these behavioral traits.

Individuals transitioning from the military to the civilian workforce will find that businesses can benefit from the military’s method of creating experts.  The Marines Corps’ method of developing leaders and experts begins with boot camp, is followed by real-world experience, and further refined by guidance from tenured Marines.  During training, Marines are tested and, in some cases, qualification is required.  In contrast, civilian businesses tend to train by informing employees and opt out of testing at the end of training sessions.  I suppose we, as business leaders, refrain from testing and qualification requirements for fear of being sued or having our employment practices challenged.  It could be that our training and testing methods are not as developed as the military’s.  So the aforementioned behavioral traits, as well as skills in team cohesion, encouragement and coaching techniques, organization, and discipline, can provide transitioning military-experienced job seekers a firm foundation for civilian leadership roles. 

However, military leaders contemplating a career change may examine where their expertise truly lies.  Some may realize that their desire and passion is to continue to hone their military expertise and nurture those serving our country.  A career in the military is a fine choice as it reinforces strengths and this country needs expert marksmen, staff sergeants, trainers, and other military professionals.  The decision to stay in the service is a difficult one, since many military careers place strain on families.  But realize there are also civilian professions that cause equal strain on family time.  Lawyers, doctors, salespersons, entertainers, etc. all have extreme demands made on their time.  These challenges compromise their family ties and require much dedication and discipline to their trade.  Military careers are not alone in this.  Therefore, in choosing a profession, one needs to look inward and determine which career is best for them and whether or not they are willing to make the sacrifices required to become an expert in their field… even if it means leaving others behind.   

Judy Navarrete, SPHR, the author of this series, Leadership Basics, is a Human Resources Manager.  She has over 14 years experience in strategic management.  As such, she has extensive experience in understanding the needs of managers and businesses with respect to staffing and leadership performance.  She has worked in the private sector and union and non-union environments, both for profit companies and not-for-profit organizations.  Her understanding of military training and leadership comes from her conversations and interaction with a Staff Sergeant of the US Marine Corps.  This is the last article in the series of her contributions to MilitarytoCivilian.com.  This Staff Sergeant will deploy soon, with his team of Marines.  Once his tour is completed, he will most likely re-enlist.

• Atwater, California
• Dublin, California
• Herlong, California
• Victorville, California
• Tucson, Arizona

A 15-17% recruitment bonus will be paid to selectees who meet the recruitment bonus criteria. For more details on Federal Bureau of Prisons employment opportunities, keyword search www.usajobs.gov for the following announcement number: bop-n-0007-001.

For professional military resume and military-to-federal resume writing services, please contact the experts at Military Resumes.

www.MilitaryResumes.com