10-Year Reflection

This week marks a full decade as CEO and President of the USO , the longest continuous service in my career. Much of my adult life has seen work in the national security arena, as a diplomat, an arms negotiator, a Senate staffer, and in senior DoD and national security positions for two Presidents. These roles all worked with the military and brought me close to where decisions were made (or not) to send Americans into harm’s way.? Giving back to the men and women who we owe so much is personal. This past decade has been a time of immense growth, for both the USO and for me personally. What have I learned along the way?

First, the power of a vision. The USO is a national treasure, operating since 1941. I did not invent it, and it will be around long after I am gone. My goal over the last 10 years has been to make the organization stronger than I found it. Early in my tenure, I realized that a well-defined vision serves as a lighthouse for the entire organization. It provides direction and purpose, aligning everyone’s efforts toward a common goal.?

When I arrived, the USO was made up of nearly 20 separate charitable organizations. We were not operating at scale, vulnerable to changes in the fundraising environment, and strained to provide the most impactful support to service members and their families where it was needed most.? Working with a talented team of leaders and a courageous Board of Governors, willing to make the changes necessary, we fixed that by merging into one unified global organization. We now operate at scale across five regions around the world. We can move resources to where they are needed. And we can offer our employees, our volunteers, our donors, and those we serve a quality and more consistent relationship with the organization they trust.

I am so proud of our team for embracing this change. Any organization can make changes in a crisis. Great organizations change before the crisis comes, and that is what the USO achieved.?

When making momentous changes, implementing and communicating the vision and the plan is not a one-time task but a continuous process that requires reinforcement and adaptation as the landscape changes. This leads to my second leadership lesson.

When the landscape changes, embrace change and foster innovation.??

In the last three years alone, we have seen a dynamic shift in the geopolitical landscape. When I began at the USO, Iraq and Afghanistan and the post-911 War on Terror were our focus. We then had two-plus years of fighting Covid and maintaining our support for service members as they fought it too.? Today, it is the Russian threat to Europe, China’s global expansion, and the interplay of Great Power politics that dominate our attention.? These new threats have changed the support needed by those serving in the U.S. military and their families. These changes have necessitated innovative thinking, agile implementation, and a willingness to experiment. Our USO team has delivered on all three.

For example, increasing Regional and Great Power threats and conflicts around the world have significantly elevated the operational tempo of our U.S. Navy. The USO goes where they go.? And now we can say that includes at sea—the USO has a presence aboard six U.S. Aircraft Carriers and command ships. We plan to be on all carriers in the not-too-distant future.?

On July 14, 2024, the USS Dwight D. Eisenhower and its strike carrier group returned from nine months at sea in the Middle East, the Red Sea and the eastern Mediterranean Sea.? The crew aboard the USS Eisenhower were defending commercial and military vessels in the Red Sea from attacks by Yemen’s Iran-backed Houthi rebels.?It should be noted this is the most intense combat?the U.S. Navy has faced since World War II. Before their deployment the USO, in partnership with the NFL, built a USO center aboard the carrier.? This USO Center provided a comfortable space for sailors to take a break from this demanding and intense operating environment. It was a game changer.

We know from our surveys that USO services and programming are appreciated, and we know they are valued. We aim to reach as many service and family members as we can. In 2023, we reached approximately 850,000 unique individuals. I won’t be satisfied until we reach them all. While our USO focus on the people who serve has not changed since its inception, innovating new programs and how we effectively execute our services is an obsession for us.?

Lastly, innovation cannot be mandated by leaders. It has to become part of the culture. A key to making that happen is for leaders to empower their teams. As a non-profit, it is easy to appreciate the high level of passion driving the members of Team USO.? Sometimes that passion can make embracing change more difficult.? When leaders recognize that changes must be made it is key to both share the vision and make the organizational case for change. But that is not enough. I learned it is equally important to show my USO team members how they fit into the change, and why it is not just better for the organization but also for them.? Vision is great but your teams need to see themselves and feel appreciated, in that vision.??

If you can build a team of talented individuals who bring diverse perspectives and skills to the table, provide a clear vision and plan, and empower them with resources and agency, all you need to do is stay out of their way! This leads to remarkable outcomes.? My ten years at the USO have been a profound and meaningful experience. I strive to be a leader who is a lifelong learner and my time here at this remarkable organization, surrounded by talented and passionate people, has shaped my understanding of what it means to be an effective leader. I appreciate all I have learned from my colleagues and my Board of Governors.? As I look ahead, I am excited to continue this journey and navigate the challenges and opportunities that lie ahead. Oh, and make sure we all have some fun along the way.