Veterans don’t talk about imposter syndrome enough. I’ll be honest — I’ve experienced it myself. When I first transitioned from the Army into corporate America over 20 years ago, I remember walking into rooms where everyone seemed to speak a different language. New titles. New expectations. Different measures of success. Despite years of responsibility and leadership in uniform, there were moments where I found myself wondering: “Do I actually belong here?” And here’s the truth that many people don’t say out loud… Even today, as I continue to grow, enter new circles, and take on uncharted opportunities, that feeling still shows up from time to time - Especially now that I am pivoting to entrepreneurship. Not because I’m unprepared. But because growth puts you in unfamiliar places. Veterans come from environments where the mission is clear, the standards are high, and the stakes are real. When you transition into new arenas—corporate leadership, entrepreneurship, new industries—you’re often building a new playbook while still carrying the discipline that got you there. So when that voice shows up, here’s how I ground myself and keep moving forward: 1. Go back to the training.Veterans know how to learn, adapt, and execute. The environment may change, but the discipline stays the same. 2. Remember what you’ve already done.Leading people, solving problems under pressure, operating with limited information—those experiences matter more than you think. 3. Focus on the next mission.Imposter syndrome grows when you overthink the room. Progress happens when you focus on the next objective. 4. Embrace the discomfort.Every new level introduces uncertainty. That discomfort isn’t a warning sign—it’s often proof you’re growing. 5. Stay connected to your community.Other veterans understand the transition. Lean on that network. The reality is this: Confidence isn’t something you wait for. It’s something you build through consistent action. And veterans know something that applies in any environment:

As veterans, we’re trained in fundamentals:Mission clarity.Discipline. Execution under pressure. Team before self. Those translate well into business. But there are a couple of realizations I didn’t fully grasp early enough — and they had nothing to do with tactics. 1️⃣ Identity shift is harder than skill acquisition. You can learn finance. You can learn marketing. You can learn operations. What’s harder? Letting go of being the high performer inside someone else’s system… and becoming the one who builds the system. In the military, structure exists. In corporate, structure exists. In entrepreneurship?You are the structure. No rank. No ready-made mission. No inherited authority. You move from executor to architect. That identity shift is uncomfortable. It’s lonely. And it forces you to confront ego in ways no field exercise ever did. I wish I knew that earlier — because I would’ve prepared mentally, not just technically. 2️⃣ Revenue doesn’t equal leverage. In the military, effort + competence = promotion path. In business, effort + revenue does not automatically equal freedom. You can build a job instead of a business if you’re not intentional. Leverage comes from:• Systems• People• Recurring revenue• Capital structure• Asset ownership Not just grinding harder. I underestimated how quickly you can become the bottleneck. Most of us don’t struggle because we lack discipline. We struggle because: - We try to do it alone. - We confuse motion with traction. - We wait too long to think like owners instead of operators. If you’re a veteran building something right now — ask yourself: Are you building income…or are you building an asset? Those are very different games. Curious — what’s one thing you wish you knew earlier in your business journey? Let’s make this practical for the next person coming behind us.

If you are working, what 3 goals do you have for your business this week?

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I’m exploring franchising as one of several ETA pathways and would love to learn from those who’ve actually gone through it. If you’ve purchased a franchise—recently or years ago—I’d appreciate hearing about your experience: - How did you approach the search and evaluation process? - What surprised you (good or bad) once you dug into the FDD? - How you structured funding or leveraged veteran programs? - What you wish you had known before signing? - Whether the franchisor support matched the pitch? - How the economics played out vs. expectations? I’m not looking for a sales pitch - just real-world perspective from fellow veterans who’ve walked this path. Your insights will help me make a more informed decision as I evaluate whether franchising aligns with my long-term operator and portfolio goals. Thanks in advance to anyone willing to share.