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BY Maddie Reese
April 21, 2026 | Conference | Development Candidate | Hiring Talent | Military Officer Transition Program

How to Get the Yes: What Companies Really Want from Military Officers

How to Get the Yes: What Companies Really Want from Military Officers

Last week was incredible. Not just because of April in Fredericksburg, Texas, but because we ran a Cameron-Brooks Career Conference where we coordinated 540 interviews between 48 officers and 50 hiring groups. And unlike most hiring processes, we get real, unfiltered feedback from hiring managers about what actually drives their decisions.

It is a near-military logistical operation, which makes sense given how many of our company leaders are veterans. But it also provides something rare: a real case study of what companies want and what makes the difference in your first conversations with hiring managers.

Here is what we learned.

Companies want you to be their next great hire

An important starting point. Each hiring team agreed to meet with each officer based on their leadership, resume, and background. Every company that showed up to conference wanted the officers in the room to succeed. They came hoping to find their next great hire. They were hiring managers actively rooting for each officer.

That changes how you should think about walking into the room.

Your resume gets you in the room. How you show up makes all the difference.

A great resume is your calling card. It showcases your track record and earns you the interview. But what happens in the conversation itself is what determines a yes or a no. How you communicate, how you connect, and how you express your genuine interest in the company is what separates candidates.

Let your interest and personality show

In the military, composure is trained. You do not brief a commander with a big smile. You do not use animated body language in front of senior leadership. That stoicism serves you well in uniform. In an interview, it can work against you.

In a first meeting with a hiring manager, being expressionless can read as disinterest. If a role requires you to work with people every day, hiring managers will wonder how you build relationships.

The officers who stood out smiled. They nodded along. They let their genuine interest in the company and the role come through naturally. Think of it like talking with a favorite colleague, not briefing a commander.

One practical note: with 10 to 12 interviews over two days, energy management matters. What gets you going before a big moment? A song that puts you in the right headspace? A quick walk between conversations? Find what works for you and build it into your routine.

Show them you did the homework

The officers who made the strongest impressions did not just talk about themselves well. They filtered their answers through the needs of the company. They gave examples relevant to the specific role. They demonstrated genuine interest in the type of work, not just in getting a job offer.

Companies notice the difference between an officer who researched them and one who did not. Show up with specific knowledge about what they do. Have thoughtful questions about the nature of the work. Show why that work interests you specifically.

Go one level deeper

When telling a story about a significant accomplishment, name the impact and be specific. There is a big difference between “I led a team through a challenging deployment” and “I led a 24-person team, reduced equipment downtime by 40%, and had zero safety incidents.”

After every answer, ask yourself: what was the bottom line? What was the specific impact? What did I personally do? Why was it significant or difficult? Lead with the outcome and work backward.

Treat the camera like a person

Virtual interviews are here to stay. Before anything else, make sure the logistics are right. Show up early. Check your connection. Make sure your router is close. Check your framing so you are not tiny on the screen.

Beyond the logistics, on-camera rapport has to be intentional. In person, rapport builds naturally. On camera, you have to recreate it deliberately. Look into the lens, not the screen, so you appear present and engaged. Slow down. Smile at the start of your answers. Do not read from a script on screen. Listen. Engage. Be present.

What this means for your transition

None of these are fixed traits. Every single one is a skill that can be developed before you ever walk into a conference room.

The officers who maximize their options are not just the most qualified. They are the most prepared, not just on paper, but in the conversation.

Want to learn more?

If you’re considering transition and want to understand what’s actually possible, let’s talk about your goals. You can sign up for a call (Personal Marketability Assessment | Cameron-Brooks), email us at candidates@cameron-brooks.com or give us a call at 210-874-1500.

Hear from officers about their successful military to business transitions:

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