FROM BATTLEFIELD TO BUILDING SITE: WHY SPECIAL OPERATORS ARE A PERFECT FIT FOR CONSTRUCTION LEADERSHIP

DEREK MEYER, SPECIAL FORCES OFFICER, SPECIAL FORCES GROUP

When most people think of elite Special Operators—Green Berets, Navy SEALs, Delta Force, etc.—they picture highstakes missions in dangerous places, operating under pressure with lives on the line. What they don’t often realize is that these same warriors are also world-class advisors, crosscultural communicators, risk managers, and team leaders. For those transitioning from military service to a civilian career, the construction industry offers a natural and strategic fit.

Leadership Under Pressure: A Shared Culture of Risk and Safety

Both the Special Operations community and the construction industry are built on complex operations with many contingencies, tight timelines, and unforgiving environments. In both, safety isn't just a box to check—it’s a culture. As former Green Beret and SOTF Alum Derek Meyer puts it, “In the military, we preserve the force and the family by doing proper risk management and enabling leaders to make decisions at the lowest level possible. We assess both the ‘Risk to the Force’ and ‘Risk to the Mission’ to determine if both are within acceptable parameters to move forward. In construction, proper risk management and instilling a culture that prioritizes safety all comes down to the same thing: Leaders across all levels are responsible for protecting your people and your projects.”

Derek isn’t swinging a hammer on site. His role as a Risk Advisor at Lockton—one of the largest insurance brokerage firms in the world—puts him in constant collaboration with construction companies. Much like his time leading advise and-assist missions in combat environments, Derek now advises companies on helping them move forward in the best way possible, just like he did with his partner forces around the globe. His job is to connect companies with the right people, tools, and resources to protect their workforce and scale efficiently. “Special Operators may not be the technical expert on the job site right out of the gate after hire,” Derek says, “but we know how to lead a safety meeting, connect with a crew, and guide the strategy. Technical skills can be learned. Leadership is earned. Hire those that can elevate the company to achieve the strategic vision; hire leaders, not managers.”

Construction Is a Natural Fit for Veterans

Green Berets are tactical advisors by trade. In places like Afghanistan, they host shuras—gatherings with local leaders to build trust, plan operations, and share best practices. Sound familiar? It should. The same model exists on construction sites and in corporate boardrooms. Communication, collaboration, and cultural fluency are just as important as engineering specs or blueprints.

Special Operations Veterans like Derek are used to job change and role evolution. “You promote, you pivot,” he says. “We’re trained to learn fast, adapt faster, and lead through uncertainty.”

That’s precisely why construction is such a strong landing zone for Special Operators: it’s fast-paced, impact-driven, and built on a culture of execution. Veterans already know how to thrive in that space—and they bring something else, too: maturity, discipline, and the ability to lead others safely through chaos.

Breaking Barriers with SOTF

Still, the transition from service to the civilian sector isn’t always smooth. Many Special Operators leave the military unsure of how their elite warfighting skills translate to a civilian career. Some doubt they belong in the private sector, while others don’t know where to begin.

That’s where the Special Operators Transition Foundation (SOTF) comes in.

Through its four-phase transition program, SOTF gives elite military Special Operators the tools, language, and confidence to thrive post-service. Fellows receive extensive executive coaching, psychometric assessments to guide their professional aspirations, resume and interview preparation, and—most importantly—highly individualized mentorship from leaders across industries.

The goal? To align each Fellow's strengths with the right career path, not just the first one offered. Whether that means advising construction companies on safety culture, joining a general contractor’s executive team, or launching a startup in industrial tech—SOTF helps connect the dots.

“SOTF Fellows go from serving on the frontlines to serving on the home front,” says Derek, “They’re no longer defending against military adversaries. They’re protecting American industry from economic threats and disruption.”

It’s Not Charity—It’s Strategy

Hiring Special Operations veterans isn’t a handout; it’s a competitive advantage.

When you bring a Special Operator into your organization, you’re getting someone with the decision-making acumen, human intelligence, and risk tolerance of a senior leader— often a decade ahead of their peers in the private sector. These are people who’ve led teams under fire, successfully executed cross-functional missions, and performed in some of the world’s most complex and unsafe environments.

In construction, where every project carries risk and every team needs a steady hand, that kind of leadership is priceless.

A Call to Action for Construction Leaders

If you're in the construction industry—whether you’re a general contractor, association leader, insurer, or executive—it’s time to reimagine your hiring strategy. Veterans, especially those from Special Operations, aren’t just capable hires. They’re force multipliers.

Ready to take the next step? Partner with SOTF. Mentor a Fellow. Or hire one. You’ll be investing in someone who’s already proven they can lead under pressure—now they’re ready to do it for you. Learn more at www.sotf.org