Veterans: 5 Steps to 2026 Business Success

Sergeant Major David Miller (ret.) stared at the empty storefront on Main Street, a familiar knot of anxiety tightening in his stomach. For two decades, he’d led platoons, managed logistics for thousands, and made split-second decisions under immense pressure. Now, facing the prospect of launching his own precision machining business, Miller’s Post-Service Parts, he felt oddly adrift, despite his immense capabilities and empowering vision. How does one translate battlefield leadership into civilian business success?

When David first walked into my office at the Veterans Business Outreach Center (VBOC) in Atlanta, he carried a detailed business plan, meticulously researched, almost to military spec. He’d identified a gap in the local manufacturing supply chain around Cobb County – a need for high-tolerance, small-batch components for aerospace and medical device companies. He had the technical expertise from his military occupational specialty (MOS) in advanced ordnance and maintenance, and a passion for craftsmanship. What he lacked was the civilian business vernacular, the network, and, frankly, the confidence to believe his military experience was truly a competitive advantage, not just “something he used to do.” This is a common hurdle I see with veterans, and it’s where the process of getting started with and empowering them truly begins.

The first step, always, is to help them articulate their transferable skills. David, for example, saw himself as a “mechanic.” I saw a project manager who oversaw complex logistical operations, managed multimillion-dollar inventories, trained diverse teams, and maintained critical equipment under extreme conditions. We spent weeks dissecting his military record. “Think about your time leading that maintenance detachment in Kandahar,” I prompted him. “What were your daily responsibilities? How did you manage resources? What was your budget like?” We translated “preventative maintenance schedules” into “operational efficiency protocols,” and “leading a fire team” into “team leadership and conflict resolution.” This wasn’t just reframing; it was uncovering the deep well of executive function he already possessed. According to a 2024 report by the Institute for Veterans and Military Families (IVMF) at Syracuse University, veterans are 45% more likely to attempt to start a business than non-veterans, yet they often struggle with translating their military experience into civilian business language, a critical barrier to securing funding and partnerships.

David’s initial business plan was solid but lacked the nuanced financial projections required by lenders. He had the equipment costs down, but overlooked things like liability insurance for a manufacturing operation, specialized software licenses, and the often-underestimated cost of marketing in a niche B2B market. This is where I brought in a colleague, a former Air Force finance officer who now volunteers as a mentor. She guided David through creating a comprehensive pro forma financial statement, focusing on realistic revenue forecasts and detailed expense breakdowns. This meticulous approach is vital. Lenders, especially those dealing with Small Business Administration (SBA) loans, want to see that you’ve thought through every dollar. We focused heavily on the SBA’s Veterans Advantage loan program, which offers reduced guarantee fees for loans to veteran-owned businesses. This isn’t just a perk; it’s a significant cost saving that can make or break a startup’s initial budget.

One of the biggest lessons David learned was about networking outside the veteran community. He was comfortable at VFW halls and American Legion posts, but less so at the Marietta Chamber of Commerce mixers. “The military teaches you to rely on your unit,” I explained to him. “In business, your unit expands to your suppliers, your customers, and even your competitors.” We identified key local manufacturing associations, like the Georgia Manufacturing Alliance, and I encouraged him to attend their events. His initial discomfort was palpable, but his military discipline kicked in. He practiced his elevator pitch, focusing on his commitment to quality and precision, qualities he knew resonated with manufacturers.

His first breakthrough came at a small business expo held at the Cobb Galleria Centre. He met the head of procurement for a medical device company based in Smyrna. They had been struggling with inconsistent quality from an overseas supplier for a critical component. David, with his direct, no-nonsense approach and his clear explanation of his quality control processes honed over years of maintaining sensitive military equipment, made an impression. He secured a small prototype order. This wasn’t just a sale; it was a validation.

However, the path wasn’t linear. Six months into operations, David hit a wall. He was working 18-hour days, managing production, sales, and even sweeping the floors. His meticulous planning had accounted for equipment and materials, but not for the sheer mental and physical toll of entrepreneurship. “I feel like I’m back in a deployment cycle,” he confessed to me over coffee one morning at a local cafe near the Marietta Square. This is a common pitfall. The drive that makes veterans exceptional leaders can also lead to burnout if not managed. I’ve seen it countless times. My advice to him, and to any veteran entrepreneur, was to build a support system and delegate effectively. We talked about his routine. He had none outside of work. I suggested he reintroduce elements of military structure into his personal life – a consistent sleep schedule, dedicated time for physical training (he used to run marathons), and, crucially, making time for his family. We also discussed hiring. “You can’t be everything to everyone, David,” I stressed. “Your time is best spent on what only you can do – strategic planning, client relations, and quality oversight.” He resisted at first, citing budget concerns. But we crunched the numbers. Hiring a part-time administrative assistant would free up 15-20 hours a week, allowing him to focus on higher-value activities that would ultimately drive more revenue. It’s an investment, not an expense.

David eventually hired a young woman, a recent Kennesaw State University graduate, to handle his invoicing, scheduling, and social media. He also found a retired Army logistics officer who offered to consult part-time on supply chain optimization. The impact was almost immediate. David’s stress levels dropped, and he could dedicate more time to securing larger contracts. He even started attending a weekly veteran entrepreneur mastermind group I facilitate, where he could share challenges and successes with peers who truly understood his unique journey.

Within two years, Miller’s Post-Service Parts had expanded from that single storefront to a larger facility in the Glover Industrial Park. He had secured a major contract with a local aerospace manufacturer for precision-machined parts, leveraging his reputation for uncompromising quality and on-time delivery. “They told me my military background was a huge selling point,” he told me proudly. “They knew I understood mission-critical components.” He even started a small apprenticeship program for transitioning service members looking to enter skilled trades, creating a virtuous cycle of opportunity and empowering the next generation of veteran entrepreneurs.

This isn’t just David’s story; it’s a blueprint. His success underscores that the skills forged in service – discipline, leadership, problem-solving under pressure, and an unwavering commitment to a mission – are not just valuable; they are often superior in the civilian business world. The challenge is often in recognizing and articulating that value, then building the right support structures around it.

For any veteran looking to start a business, the journey begins with a deep, honest self-assessment of your military experience, translating that into marketable civilian skills, and then relentlessly pursuing every resource available. The Department of Veterans Affairs (VA) offers a wealth of information, and organizations like the SBA’s Office of Veterans Business Development provide critical guidance and funding opportunities. Don’t go it alone; your “unit” in entrepreneurship might look different, but it’s just as vital.