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We spoke to Farard Darver, one of our Heropreneurs mentees, about his experience setting up his business after leaving the military and the unique hurdles he faced along the way.

Farard served in the British Army with the Royal Logistic Corps and 3 Commando Brigade for almost 17 years, deploying both at home and abroad on exercises and operations, including two tours of  Afghanistan. Upon reaching the rank of Major, he decided it was time to direct his energy into other projects.

Like many of his fellow service members, Farard had sustained several injuries throughout his service. The conventional treatment for these injuries would rely on a range of pharmaceutical offerings, but Farard thought there must be a better option. It was with that desire that he identified CBD (Cannabidiol) as an effective way to meet his medical needs.

CBD is derived from Hemp plants in a way that removes its psychoactive properties. Due to its anti-inflammatory properties, it has been clinically proven to ease the symptoms of various serious illnesses, all the way down to minor aches and pains. Additionally, CBD is being increasingly used in beauty products such as creams and moisturisers that reduce the appearance of ailments such as severe dry skin and Cellulite.

Driven by a genuine spirit of social entrepreneurship, Farard established Healthcare International Research (HIR). The company had to overcome all of the traditional barriers to market that any startup will encounter, in addition to the unique hurdles of bringing a CBD-based product into both domestic and foreign markets.

Heropreneurs mentoring was fantastic.

This is where the guidance of Heropreneurs was so important. Farard’s mentor provided the stabilising presence he needed to overcome many potential pitfalls and obstacles a startup faces. HIR was well established and rapidly growing within a year of embarking on the mentorship scheme.

“I thought the mentoring process was fantastic. It’s a two-way street where you choose each other… and my mentor provided some really sage guidance and direction”

Peter Cunningham, Farard’s mentor through Heropreneurs, commented on his exemplary energy and passion:

“Farard has built an impressive brand portfolio of high-end products which really stand out in a competitive market. Healthcare International Research is well placed to take a leading role in a new market which is exploding with growth. His energy and passion for the sector, his brand and most importantly his customers, is exemplary.”

Now a global company

Today, HIR is a global company selling a unique offering of award-winning CBD products. Their topical treatments provide a safe, natural solution for people suffering from a range of ailments. With a 4.9/5 rating on Trustpilot and scores of video testimonials,  HIR have definitely tapped into something special.

They are also taking the natural health and beauty industry by storm, with accolades including:

Pure Beauty Global Award 2022 Winners,
Global Makeup Awards 2022 Winners
Global Green Beauty Awards 2022 Silver Medalists
Shortlisted for the prestigious 2023 John Bell & Croyden Award

Looking to the future

Farard has big plans to expand Healthcare International Research’s offerings. He is in talks with the UK MHRA (Medicines and Healthcare Products Regulatory Agency) to discuss how more people might benefit from his products in a healthcare setting. The global CBD market is already valued at billions of pounds, and HIR is at the forefront of this booming industry. View more on their website.

Please note that the following article has been authored by experts from GSK.

“We want to represent the modern world that we live, work and compete in, so every single employee can feel supported when they come to work at GSK and give the best of themselves every day.” – Emma Walmsley, Chief Executive of GSK

Adam Mallalieu, Veteran and now Vice President, Head of Corporate Security and Investigations at GSK shares why GSK is a great choice for Veterans and service leavers:

We recognise that our people are the differentiator in achieving success, and at GSK, we pride ourselves in providing the personal and collective development that is needed to be successful at work.

We value the expertise that many HM Forces, Police and Civil Servants can bring to GSK, such as knowledge, experience and diversity of thinking. This has encouraged us to recruit former Service personnel as part of our recruitment strategy.

GSK has many roles suited to former Service personnel where they are able to bring transferable skills into the workplace. Areas such as the Supply Chain, Manufacturing, Logistics and Distribution, Security and Investigations, Personnel and General Management all have characteristics that would have been similar in the Services, be that proven leadership and decision-making, a disciplined approach, technical skills and expertise, adaptability and agility, and the ability to focus and prioritise on the most important issues.

We are led by our purpose…

To get ahead of disease together. It inspires every one of us to do our best work. We support smart risk-taking, invest in innovation where and when it matters and constantly strives to do things better to make an impact on people’s health across the world.

Make a difference on challenging projects…

There are opportunities to work on challenging projects and assignments that help every one of us grow, thrive and reach our full potential. There is scope to contribute to high-performing teams to achieve ambitious goals.

Succeed with our team…

We help everyone in our teams succeed. At GSK, we all take clear ownership of our work, giving and receiving constructive feedback, with the promise of rewards and recognition for great performance.

Is GSK right for you?

At GSK, we offer everyone the opportunity to work with outstanding colleagues. Our culture inspires people to do things better and faster – so we can all thrive while doing our best work.

We are empowered to take charge of our own development throughout our careers. We do this through a blend of on-the-job experience, formal and informal learning. This includes coaching, mentoring, and training programmes.

We also encourage our colleagues to take responsibility for their objectives, make agile decisions, take smart risks, to listen and act on constructive feedback. These actions improve our performance consistently and help us to be conscious of the impact we create.

Our culture at GSK is about giving everyone space and support to succeed, learn and grow so we can achieve our ambition. It’s about providing everything you need to be and performing at your best – both mentally and physically.

Our range of health and wellbeing programmes and support services will help you be healthier, inspired and energised both at work and at home. It’s important to us that each of our colleagues is truly well, happy and have the confidence to be themselves.

Armed Forces Alumni

GSK have military veterans employed across many sectors of the company and has created an Armed Forces Alumni to bring the community together. If you are interested, search the vast range of opportunities available online.

GSK are working closely with the Forces Employment Charity’s Executive Programme team, read more about the services on offer and register today.

At the Forces Employment Charity, behind every phone call with a veteran or military spouse, every specific piece of job advice, and every successful job placement, is a member of staff who empathises and values those who have served and the military families that support them. Each staff member has their own story to tell – how they got here, what drew them to their current role, what makes them tick, and crucially, their motivation to support veterans, spouses, partners and dependants.

Continuing our monthly interviews with staff across departments such as employment advisors, operations and specialists we’re interviewing Lisa Jones, Career Consultant on the Executive Services programme and Army veteran.

Read on to learn about Lisa’s career, motivations and advice to veterans.

Can you tell me about your career up until you joined Forces Employment Charity?

After I left the Army I went into the financial services sector, where I worked for two investment banks, Morgan Stanley and UBS. I was client-facing within an area called listed derivatives (futures and options). I knew absolutely nothing when I went into it! I then moved into Prime Brokerage, which focuses on hedge fund clients. It was exciting and different to anything I had done in the military.

Thanks to organisations such as the Forces Employment Charity and the Officers Association, these employers are much more aware of the skills that veterans can bring into the business. When I was transitioning people found it almost extraordinary that I had been in the military! They didn’t believe me and couldn’t understand what I had been doing, had I been firing weapons? Had I been driving a tank? I hope that the work we do is helping employers to understand more about veterans and the skills they have and the benefit to their workforce.

How did you move from finance to career consultancy? They are such different career paths!

To sort of talk about my military career a bit, I served for a couple of years in lots of different places, including Cyprus, Bosnia, Northern Ireland, and Germany and my last job was at the British embassy in Paris! When I left banking the Afghanistan conflict was ongoing and a friend mentioned to me that the army was keen to recruit linguists. I read French and Russian at university and so I decided to retrain as a Dari linguist, which is one of the languages of Afghanistan. As a reservist in Afghanistan, I worked with the Afghan media, helping them to increase their capacity and to report what was going on in their country. Often they couldn’t get to where they wanted to report due to the security situation.

I then came back from Afghanistan and I thought ‘What now?’. I knew I didn’t want to be in Banking anymore, so I went to the Officers’ Association. They gave me advice and guidance and they offered me a job! That was 10 years ago; I went from client to employee!

So we have touched upon it a few times but to clarify, how long were you in the Army?

I left at the 9-year point. When I left, CTP did exist and I was given help with my CV but there was not this same level of awareness from employers about the skills military people could offer. So I did find it reasonably hard work trying to convince people to hire me. But again, the network is what really helped me, so in some ways nothing has changed. One of the things I always say to people is network network network! Leverage those military connections and people you have served with and talk to the people who have gone before you, it is one of the most helpful things you can do.

That is excellent advice! Let’s get to know you in the present, what do you do here at the Forces Employment Charity? Can you go into detail about what the Executive Services team does and what you do there?

We support anyone, any rank, seniority and length of service from all three Services who aspires to an executive level career after the Armed Forces. What we do is work with employers and encourage them to look at Service Leavers for their roles. We help them to run insight events and programmes too.

Personally, a lot of what I do is as a career consultant and I offer coaching skills, advice and guidance on what career path to follow. I try and help them to understand their skills better and to understand how relevant and transferrable their skills might be. And guide them to events and networking opportunities; essentially I help people to learn about their options.

What do you mean by ‘executive level’? Who does your programme support?

We tend to support people who aspire to managerial roles. When starting new career path people do not tend to go straight into leadership roles, but we support those who aspire to that level. It is more about helping people to realise their ambitions and realise their potential. We help them to articulate their skills and experience in a way that employers want. We also help people to think about the career options they might not even have considered.

I remember speaking to a female Service Leaver who had left as a Corporal. She was at an insight event for one of the big four consulting firms and she felt unsure about herself. She wasn’t an Officer and she worried that the consultancy firms wouldn’t want someone like her. But they did. She had fantastic technical skills, and was a leader! She was a junior non-commissioned officer and is now a team leader at one of the big four consulting firms and doing brilliantly.

We don’t just support those with degrees or people who have been officers, but anyone who has the right skills and passion!

What made you want to move into this role?

What you do when you leave the military does not need to be the thing you do for life. It can be a journey and you can have several stages of your career. When I left the Army I wanted an exciting career in the city. I wanted to be in an office environment where all the IT worked and there was nice soap in the loos! I wanted a demanding but rewarding job and I did it. But after a while, I began to question my motivations and whether those jobs were in line with my values. Purpose and values are really important to military people, but during their service, they don’t always realise that and take it for granted.

When you leave you suddenly become more aware of that and it is quite a revelation. So I think over a period I realised I wanted more purpose and I certainly had that in the Army. Especially when I was in Afghanistan, working directly with Afghan journalists. I couldn’t carry on doing that though, I got married and knew I wanted to have a family. I knew I wanted to do something that mattered and had values that chimed with my own, so when this opportunity came up, it felt right. It clicked into place and I thought ‘Yes! I would love to do this!’ And ten years on I am still here!

That’s great! You obviously enjoy what you do. What sort of challenges do your clients face and how do you support them?

We offer through life support and our clients face a wide variety of challenges. For some people it is weighing up the pros and cons of leaving Service life and when the best time to do that is. Not everyone we talk to is necessarily leaving, sometimes they are just thinking about it and how they can prepare for it. We act as a sounding board a lot of the time. But also people face redundancy later in life, they have left the Forces, had a second career and are now facing redundancy and they are finding it difficult. Or even people who have left the Forces, had a job lined up afterwards, didn’t do much resettlement and then face redundancy a couple of years later.

Redundancy can be a nasty thing that you can’t help but take personally and people do need to take time to get used to it. I have had clients who have had to let off steam and needed multiple sessions with me before we could even talk about what they could do next because they were finding it so difficult to deal with their redundancy.

Other challenges some of my clients have faced include PTSD. Sometimes it’s the shock of leaving the service or more, and medical discharge can be another challenge for those who have envisioned a long career. When people leave through choice it’s one thing, but leaving because they have to is very challenging.

**And it is totally understandable why that is challenging! Let’s move on to something more positive, what is your favourite part of your job?**

I love helping people to feel more confident. My favourite part is when people let me know they got a job. I love when they call to say that they love their job and are thankful for the help I gave them to apply for it! Also watching the penny drop can be great too, watching people realise that they are not alone and the feelings they have are feelings that many other people experience.

What energizes and motivates you at work?

My absolute belief is in the extraordinary talent pool that exists within the Armed Forces! Being a veteran myself helps, but I do believe in this community and I love helping others realise their potential!

What’s something you’re proud of?

I was proud of myself for gaining my mentoring and coaching qualifications during the pandemic! We had sold our house, my husband, daughter and I moved in with my mother, it was difficult but I managed to get my qualification! Getting it gave me confidence but also lots of practical tools and skills to help others. I remember getting feedback not long after gaining my qualification and it said “Lisa is a fantastic coach; she helped me to really understand what I wanted and how I could go out and get it!”. And this ex-client emailed recently as she was hiring and while discussing her requirements, she repeated her feedback. It was so nice.

I am in awe! The pandemic was a hard time for many people so to be able to complete a whole qualification in a cramped space must have been quite an effort!

It was! But I’m so glad I stuck it out!

And that about wraps up the interview, thanks for talking to me today!

To find out more about the Executive Programme click here.

We caught up with Paul Vicary, a former Heropreneurs mentee to share his business story and find out how working with Heropreneurs helped him develop his business X-Calibre.

Paul began his military career at the age of 16 with The Light Infantry (now The Rifles.) After several tours of Northern Ireland and Bosnia, he volunteered for and successfully passed Special Forces selection. Paul would go onto receive a Meritorious Medal for his dedicated and discreet service. During his military career, he would also find the time to walk to both the Geographic North and South Poles.

With 35 years of military experience under his belt, it was time for Paul to embark on a new challenge: the process of establishing X-Calibre, a training and consultancy business offering a variety of courses which aim to help educate people on a selection of topics and, ultimately, save lives. Not only a serviceman and a polar explorer, but a trained paramedic to boot, Paul knew he had an extremely valuable mixture of skills and experience that could be put to good use. However, despite all his experience, he would still need a helping hand.

Heropreneurs steps in

Through Heropreneurs, Paul was assigned a mentor who could guide and advise him on every step of his entrepreneurial journey. Starting a business can be an extremely uncertain process and having a seasoned voice to ask the right questions and challenge the wrong decisions was vital. From serving as a “sounding board” to providing more practical advice, Paul was given the assurance by his mentor he needed to see his company thrive.

“Having a discreet, neutral person to chat with and vent to was immensely important, especially during that period of transition.”

Heropreneurs’ help in setting up the company was not just limited to a free mentoring service. Paul accessed a range of networking events, workshops and skills sessions that provided the essential requirements and contacts to help fledgling businesses on the road to success.

Surviving the pandemic

This support continued even after the pandemic struck in 2020. In this extremely challenging working environment, X-Calibre was still able to receive the help it needed to flourish. Paul’s exemplary determination to succeed was acknowledged when he received the 2021 Heropreneur of the Year award at a ceremony at The Shard in London.

Initially only envisaged as a small company promoting a positive mental health culture, X-Calibre is now helping vast numbers of people and businesses in a range of areas, including stress management, healthy eating, drink and drug awareness and suicide prevention. Paul sees potential for the company to expand into even more areas, such is his ambition for X-Calibre.

Paul’s mentor, Tim Richardson comments…

“Having the opportunity to mentor Paul was a real privilege. Our military backgrounds helped us form a bond of trust. Conversations focused on making the best use of Paul’s skills, experience and motivation in order to supercharge his commercial activity. He is clearly a very talented individual and I am extremely impressed with the results he quickly achieved with X-Calibre.”

Though Paul is now a well-established businessman in his own right, Heropreneurs is always on hand to offer that vital support.

“I’ve still got close links with my mentor, and I know he’s there and I can reach out if I need to. It’s good to have a person to make you take that step when you’re a bit tentative.”

Interested in finding out more? Check out X-Calibre’s website. Or alternatively, you can learn about Paul’s coaching, resiliency and other training services on a solo basis here: www.paulvicary.com

We spoke to Laura Blair, ex-Army Officer now Head of Centrica’s Forces Pathway, about her journey since leaving the military, and why Centrica is on a mission to hire talent from across the Armed Forces community.

What’s your background in the military?

After university, I completed my officer training, joined the Army and enjoyed 12 years in personnel roles that took me around the world – from Afghanistan, Iraq, Bosnia, Cyprus, Germany. What I learnt about being in the army, is that regardless of rank, people have incredible transferable skills such as teamwork, leadership, creativity, resilience and an ability to think outside the box. That’s what makes ex-service personnel so attractive to employers.

What was your journey into civilian life like?

Exciting and nerve-wracking. Since leaving I’ve had some really rewarding jobs including Director of Employment for the Officers Association, Head of Client Development for Maynard Leigh Associates, and gained my Qualified Teacher Status. I now work for the energy company Centrica, as their Head of Ex-Forces Pathway. I met my current boss at a book launch, which shows the power of networking!

Why Centrica as a career?

We’re interested in hiring talent from the Armed Forces community – Service Leaver, Veteran, Reservist and Military Spouse, Partner – senior to junior hire. To drive towards Net Zero, we need the best team – a diverse mix of people and skills, where different ideas can grow, and where everyone can succeed. The diversity of experience that exists within the Armed Forces is something we want to tap into. We provide the opportunity to gain a new, rewarding career and have a variety of roles routinely available, from Regional Director to Project Manager. We’re also trialling a six-month paid Military Leadership Placement, with opportunities thereafter for permanent employment. Centrica also knows that the transition from the military isn’t always easy. Therefore, we have a focused package of support, superb benefits, a well-being package and a Flexible First Working Policy. You can also be allocated an Ex-Forces Oppo buddy when you join and become a member of our 400-strong internal Ex-Forces Network.

Why is Centrica sponsoring Women into Employment 2023?

Boosting the representation of women across all levels and roles within our company is key and supports the drive to Net Zero. Centrica is on a massive growth trajectory; we want to engage with and hire from the vast female talent pool that exists across the Armed Forces community. Additionally, Forces Employment Charity is one of our key partners; Centrica wants to support the fantastic work FEC does, with our Forces Pathway regularly engaging with its fantastic UK-wide Veteran employment programmes.

Get involved and view all upcoming events here.

What would you say to anyone leaving the Forces?

Consider the energy sector and Centrica as a career. Climate change is the greatest threat facing society and we’re at the forefront of the need to respond. The future is Net Zero!

For more information on Centrica Forces Pathway: Armed Forces Pathway | Centrica plc

We caught up with Lisa Jones, a Career Consultant for the Forces Employment Charity’s Executive Programme, to discuss the topic of returning to work in your fifties.

The Executive Programme works with serving personnel, veterans, dependents and spouses, regardless of rank or length of service, who want to work at an executive or management level. The programme helps clients find work, and Lisa, a qualified coach, provides advice and guidance to clients, to help them secure a job and achieve their chosen career path.

Returning to work

Often when we talk about returning to work, we imagine someone who has retired from work and then, for various reasons, decides to re-enter the workplace.

However, Lisa also explained how returning to work within the Armed Forces community can mean returning to – or commencing – civilian work after having left the Forces.

The Armed Forces is quite a youthful workforce, with majority of Service leavers being encouraged to leave by the time they are 55, in order to ‘create opportunities for those coming up behind them’. [1] The over-50 bracket in the Armed Forces community can therefore face the potentially daunting prospect of needing to retire from the Forces, and make decisions on moving into a new career. Sometimes this challenge can make retirement seem an easier option, even if the individual is not ready to stop work. However, the Forces Employment Charity is here to support veterans to help them decide what work they want to do, and how to achieve this.

Why are over-fifties returning to work?

Recently the return of over-fifties to work has been a topical discussion in government, following reports that 6.6 million people are classed as ‘economically inactive’ – meaning they are not in work and are not seeking work – and over one million of those are within the 50-64 age bracket who retired early. [2]

The Covid-19 pandemic has been implicated in contributing to workers retiring early, with many who were made redundant or placed on furlough during the pandemic not returning to work. In the over-fifties group there are other factors too, such as being in ill-health or caring for older family members, which can influence an individual’s decision to give up work prematurely. For some, ceasing work can be a solution to juggling multiple commitments. [3]

However, the cost of living crisis has caused a growing number of people to return to work, whilst others have felt the desire to do something to provide them with more purpose and add value.

Challenging negative perceptions

Some employers have a negative perception of hiring older people. Research conducted by the Forces in Mind Trust, commissioned by the Officers’ Association – which merged with RFEA to form the Forces Employment Charity in 2022 – found that ‘over a third of 50+ Service leavers reported experiencing ageism, anti-military bias or both’ [4] when searching for employment.

There is a perception that older Service leavers are set in their ways. This, Lisa explains, is inaccurate, with the opposite actually being true. Service personnel have to change roles, jobs and locations throughout their career in the Armed Forces, which means that they are highly flexible and adaptable.

The Forces Employment Charity works with employers to alter this incorrect perception, and encourages them to see the benefits that military personnel can bring to the workplace.

There is also a misconception ‘that older Service leavers have career and salary expectations which are unrealistically high’ whilst reporting suggests that Service leavers actually have a range of aspirations for their careers after leaving the military. [5] Lisa’s skills as a qualified coach are especially helpful in helping clients realise what it is they want from and value in their work, and how they can prioritise these in their job search.

Some older job seekers can feel ‘out of touch’ with newer technologies and processes. To counter this, training can be sought and individuals can keep on top of their personal development, and our Career Consultants can also advise on this. Moreover, Serving personnel can access learning credits throughout their career, as well as additional ones when they are in transition, to spend on qualification and training, which allows leavers of any age to upskill.

Our Career Consultants can also advise on areas where an individual might want to learn further skills, and if there are tech interests or requirements, then our TechVets programme can be a good place to start.

Finding confidence

On a personal level, returning to work after leaving the Armed Forces can be a challenging or overwhelming prospect. Some veterans can experience a sense of loss or question whether any other job could match their experience in the Armed Forces. Ex-Service personnel can also lack confidence or self-belief, particularly if they have Served for many years, or if the military has been their only job. These challenges can, of course, affect Service leavers or ex-Serving personnel of any ages.

This is where the Forces Employment Charity steps in; we’re here to provide one to one, tailored employment support. Much of Lisa’s role in the Executive Services team is about coaching, mentoring and restoring confidence in individuals, helping them to decide what they want to do next in their career, as well as providing practical job-seeking support.

One client Lisa worked with had served for 34 years, having joined the Army as a Private Soldier and left as a Lieutenant Colonel. The client explained how, following Lisa’s guidance, ‘I left the process feeling very informed and with more confidence in how to better build my CV and bring it to life. This was an area I had been worrying about in terms of how to frame my experience after 34 years’ service… Lisa was great to talk to, she engaged at the correct level and understood, through experience, the level at which to pitch her recommendations and advice.’

Another client commenced a completely new line of work in his mid-fifties. Although not returning to work, as he had been in continuous employment, he was starting afresh and reinventing himself within a new industry and new role.

He explained how, ‘Following redundancy in my mid-fifties from a role I had worked in for 16 years, in an industry I had worked in for 24 years, I wasn’t sure what I wanted to do. The support I received from my advisor at the Forces Employment Charity helped to build my confidence and provided me with helpful guidance as I decided what kind of role and which industry I wanted to work in next. My advisor helped me through the whole process of updating my CV and she prepared me for an interview. I was delighted when I got the job. It’s in a new industry and a completely different position to my previous role, and I’m really enjoying it.’

Positives of having over-fifties in the workplace

There are a number of benefits of hiring over fifties in the workplace. Having a variety of ages within a workforce can increase the diversity of an environment, ensuring that there are multiple perspectives, more innovation and creativity, and more informed decisions being made within an organisation.

Moreover, Service leavers who are 50+ bring with them a plethora of skills that they acquired during their military service. These include communication, teamwork, planning, leadership, problem-solving abilities, the ability to work in difficult and stressful situations, and inspiring and motivating others, all of which are transferrable skills that are crucial to managerial or strategic management roles.

Service leavers who are over 50 also have qualities that make strong business sense to employers.

Service leavers tend to stay longer in a role, particularly if they have evidence that they were in the Armed Forces for a long time. Such higher retention rate makes it more cost-effective for employers.

In addition, having older, more experienced members in the workforce allows for junior team members in the team to be mentored. Colleague-to-colleague learning is a positive and cost-effective way to train team members, and pooling skills only enhances a team’s capabilities. It works both ways, allowing more experienced staff to feel valued, as well as teaching less experienced workers. Plus, in a world of work where personal development is hugely emphasised, employers’ ability to upskill junior members of staff on the job only serves to make the employer look more appealing to other candidates.

Lisa’s top tips for those returning to employment

Focus on your ability and not your age
You are hired for your experience and skills. Focus on the kinds of roles and jobs that will want you for your ability and the experience you have gained throughout your career. Don’t be intimidated – the kinds of jobs you will be applying for are unlikely to be the kinds of roles that younger and more junior candidates are seeking.

Keep updating your skills
By upskilling and developing, you are showing a willingness and hunger for learning, which is a highly employable trait. It also counters any misconception that employees may have that over 50s can be inflexible or reluctant to learn new things!

Believe that can reinvent yourself
Many people in the Armed Forces identify themselves as a ‘military person’, and so can suffer a loss of identity when they leave the Forces. However, there are so many other identities – we are a myriad of different identities – and with that comes new opportunities. If you moved during your service and worked in different roles, then you have already reinvented yourself and adapted to change. Moving into civilian work, or restarting civilian work is similar – you can reinvent yourself and take on new challenges.

Your ability to adapt and be flexible is a strength
Have faith in yourself and don’t undersell yourself. You have skills and experience that are in demand. So much of Lisa’s work is about building individual’s confidence to achieve their goals.

Network!
Networking is very useful, and using your military network is a fantastic way to learn from and talk to others. LinkedIn is a great tool for networking and connecting with others. It’s essentially a massive database of people, which provides information and job listings, and is a means of reaching the people who might be able to help you. Some Service leavers are nervous about LinkedIn, particularly if they worked in an intelligence role or similar, but you have complete control over what information you put on your profile – you can put as much or as little information on there as want. It is a tool to help you. You can read more about networking here.

If you are a 50+ Service leaver, and returning to work or looking for a new role, the Forces Employment Charity is here to support and guide you find your next role. Contact or register with us here.

[1] https://s31949.pcdn.co/wp-content/uploads/20200429-50-full-report-FINAL.pdf, p.11, accessed 07/03/23
[2] https://www.bbc.co.uk/news/business-64441775, accessed 17/02/23
[3] https://www.bbc.co.uk/news/business-52660591, accessed 03/03/23
[4] https://www.fim-trust.org/news-policy-item/over-a-third-of-veterans-aged-50-experience-discrimination-when-looking-for-work/, p.4, accessed 03/03/23
[5] https://s31949.pcdn.co/wp-content/uploads/20200429-50-full-report-FINAL.pdf, p.14, accessed 03/03/2023

One certainty of service life is that eventually everyone leaves the Armed Forces, and most will pursue a second career.

It’s why the Forces Pension Society place so much emphasis on supporting those going through the resettlement process, helping their Members make the best pension choices – the financial foundation upon which everything else is built.

Neil Marshall, Chief Executive at the Forces Pension Society, shares his personal experience of resettlement…

In my own case, I left the Army after a fulfilling 33-year career, but before completing my full career commission. The timing of my decision to leave was of course a very personal one, but it worked for me. After a couple of years working as a Defence and leadership development consultant, I succeeded in my application for the CEO role at The Forces Pension Society. This allowed me to be part of an exceptional team, supporting those serving, veterans and the wider military community. Importantly, I was already a Member of the Society which had helped me through the resettlement financial planning process.

And over the years I’ve met scores of highly motivated, successful former military folks from diverse backgrounds in all kinds of inspiring roles. And above all, they are professionally and personally fulfilled. This led me to consider the keys to success. I first did this for an article published in 2020 and have adapted it since then.

Looking back, here are 5 steps that worked for me and could help you:

Step 1: Be (or become) self-aware

Have an honest conversation with yourself. Often the military choose your next role – this time you choose so don’t bluff it. Look back on your career to date and identify where you were happiest and best. This will indicate where you might be a good (or bad) fit and where you should concentrate your initial efforts.

Step 2: “Do the Math” (as my American buddies would say)

Your financial situation is unique, like your Armed Forces Pension. It’s highly likely that your pension will be the foundation on which your financial future is based. Once you’ve worked out what you need to meet your financial commitments then you know the salary level at which you can afford to enter the market. Your embedded military qualities will then see you progress, even if your initial income is below expectation.

Step 3: Take Control and use the network

Resettlement is not something that’s done to you but rather something you undertake. So, seize it and exploit every opportunity to educate, train and develop. There’s a great network of people and organisations only too willing to help. Speak to them, develop your own network, and let them advise and influence you. And then do the same for others in a similar position in the years to come.

Step 4: Have a plan but be prepared to deviate from it

We all know a plan never survives contact with the enemy so don’t be surprised if your plan doesn’t deliver exactly as you thought it would. Take an occasional punt on a resettlement course that catches your eye. Even if it doesn’t take you to your ultimate destination, it can be an enriching and worthwhile experience.

Step 5: Rinse and repeat as necessary

Don’t be afraid to admit you may have taken the wrong route – I certainly headed into the occasional cul-de-sac! Have the humility to take stock, honestly review (After Action Reviews are not alien to us) and re-engage.

The world of work is evolving and with significant change will come a host of opportunities for those prepared to adapt, seize the initiative, work collaboratively, and make things happen; the very qualities inherent in the military’s USP.

The Forces Pension Society are adapting to the changing environment to continue to support you with guidance when you need it most and give you a voice where it counts, on the representative bodies for Armed Forces and Public Services Pensions. In the coming years, this representation will be particularly vital. And remember, it pays to understand your pension.

If you wish to understand more about how the Forces Pension Society can support you through your resettlement and beyond, you can visit their website and enquire about becoming a member.

In recognition of April being the Month of the Military Child, we spoke to Kelly Wales, Education and Skills Liaison for our EM3 Veterans and Families programme. The programme supports veterans, their partners and their children, and encourages skills, training and employment across a range of industries, including Gaming, Space and Satellite, and Medical Science. Kelly’s role specifically focuses on supporting young people from military families and encourages changes within education settings to ensure that this demographic is not disadvantaged.

The challenges young people in military families face

There are a number of reasons why young people in military families face challenges, many of which stem from their continual movement to new locations, a factor intrinsic to military life. Moving location every couple of years, and therefore moving school or college, can lead to gaps in education. Moreover, many Service children and young people move schools in the middle of the academic year, which can cause much disruption to their education and result in a lack of continuity in what they are taught. [1]

Some young people also move between curriculums and different education systems, particularly if they are partly educated overseas and then return to the UK. Each move presents challenges, such as adjusting and adapting to a new environment, catching up on education, and integrating within a new school. On a purely practical level, persistently moving locations and schools has a logistical impact that can be disorientating for young people.

It can also have an emotional impact. The lack of consistency can cause Service children and young people to experience isolation, loneliness and social anxiety. It can make it difficult for individuals to form a stable network of friends. It can also impact upon relationships with teachers, as these students have to continually build new relationships, and it can take time to establish trust and rapport. This may detrimentally affect their focus in the classroom and performance at school. Moving schools regularly can also cause some young people to withdraw and lack the motivation to integrate and engage with their schoolwork because they know they will soon be moving on.

Any additional needs of a young person cause a further layer of complexity and challenges. For example, young people with special needs or disabilities will have to move healthcare providers, may be moved to longer waiting lists and have to undertake more medical assessments – all of which can cause stress to individuals and their families.

There are also the emotional factors of having a parent on deployment, which can affect a young person’s focus, motivation and engagement in their education.

Understandably, these challenges and lack of consistency can result in some young people struggling in education. It can mean that they are at higher risk of not following an education path, of dropping out altogether, or experiencing difficulties in finding employment post-education.

In fact, the Service Children’s Progression Alliance (SCiP) – a partnership of organisations focused on improving outcomes for children from Armed Forces families [2] – have researched Service children’s progression and found that ‘four out of ten Service children who have the ability to progress into higher education are unlikely to do so’ (McCullouch and Hall, 2016). [3]

Moreover, the SCiP Alliance have published research establishing the low participation rate for Service children in further and higher education, which has drawn attention to the need for the systematic monitoring of progress. [4]

The research and the reasons all reveal that Service children and young people require additional support in education settings, due to the unique challenges their home life presents. Often in schools and colleges, the general pastoral support or career advice does not recognise or cater for this demographic’s specific needs.

Pathway support for young people in military families

This is where the EM3 Veterans and Families programme, and Kelly’s role as Education and Skills Liaison, provide support. The EM3 programme is based in the M3 region of Hampshire and Surrey, and builds relationships with schools and youth groups in the region that are in contact with Service children and young people. By working with partner organisations X-Forces Enterprise, University of Winchester, TechVets and Building Heroes, the programme provides aspirational career pathways for people aged 16 to 24, and aims to help and motivate young people to remain engaged with education.

EM3 provides one-to-one support to raise aspirations and make clear that there are a multitude of pathways post-school, including university, further education, apprenticeships and first job schemes. The programme widens young people’s career choices, with emphasis on emerging technologies, in industries such as gaming, space and medicine. EM3 looks at an individual’s personal interests and advises how these could be integrated into a career and provides practical support to help achieve this.

Often military spouses and young people are referred to as ‘dependants’, which can be perceived as derogatory, suggesting that spouses and young people are reliant upon the family member who is serving in the military. This can lead to a public perception that such ‘dependants’ are disempowered and lack autonomy. EM3 works to alter this perception, providing young people, spouses and partners with recognition and the autonomy to shape their own futures and careers.

As such, the programme provides mentoring for young people and listens to their experiences. Often giving a young person a voice and an opportunity to be heard can be transformative. Knowing that someone understands their experiences can be empowering.

One military spouse and young person client said, “Thanks so much for all the work you’ve put into supporting [my son] through year 12 and in particular the efforts you’ve made to help him understand how to plan and write a Personal Statement. Due to an overseas move he has changed schools more often than we would have hoped during his secondary education and the EM3 programme has provided a source of invaluable support from someone outside the family that he trusts and listens to.”

Many of our staff at the Forces Employment Charity including the EM3 and Families team have links to the military – being military spouses, were themselves military children, have military children, or served in the Armed Forces. Their lived experience of, and connections with, the Armed Forces provide advisers with further empathy and understanding of the challenges clients face.

The programme also aims to build young people’s confidence to pursue their own goals and choose their own career and path.

EM3 also organises and hosts workshops, as part of Creative Armed Forces days, which students are invited to attend. These workshops provide students with practical knowledge, such as CV writing skills, which they can use to help them embark on their chosen career.

Helping schools to support Service children and young people

Often the challenges faced by young people in military families are overlooked in schools and colleges. The EM3 team has worked with schools to educate them about Service children’s specific needs and to implement additional support for this group. Since its inception in January 2022, the EM3 programme has actively engaged with and supported fifteen schools and two youth groups across Hampshire and Surrey.

The programme also provides signposting to other organisations and charities that can offer other kinds of support for military families. Whilst EM3 provides career and pathway support, other organisations are specialists in areas such as mental health and family support which, when combined, can make an even greater difference to a young person’s life, and ensures they are holistically supported.

The EM3 team worked with a special school to provide further opportunities for young people from military families who have other specific needs. EM3 organised a project with a group of military children and guest speakers, and the children created and edited a promotional film about their school. The project sought to broaden the Service children’s horizons, and made them aware of the numerous pathways into a multitude of careers available to them, regardless of grades and academic achievement. Such projects have been praised by senior teaching staff, who have the desire but not always the capacity to support young people from military families in the way they require.

One college careers team that Kelly worked with did not identify students from military families. This meant they had no awareness of the student’s background or the challenges they might have faced which could impact upon their performance at school – and by extension their careers.

Firstly Kelly educated the team on why there was a need to identify these students, something many who have no military connection can overlook. The SCiP Alliance’s research and their framework for supporting Service children further supported her conversations with the careers team.

Following this, Kelly supported the team in finding a solution to better support Service children. The team decided to ask all students if they were from a military family in their admissions questionnaire. This ensured that the information was gathered as soon as the students started at the college. This allowed for support to be offered from the first day, as the young person transitioned into the college, which often can be the most challenging period of change.

The programme aims to leave a lasting legacy within schools and educational settings. It raises awareness, explains why Service children require support, and sets up processes in schools to address this. This sets the groundwork for institutions to build upon and incorporate within their everyday operation. Such systemic shifts will allow Service children and young people to be better supported, with the goal that more of them will go on to achieve their career aspirations.

EM3 Veterans and Families programme

If you are a military partner, spouse or young person, register here to receive free support from our EM3 specialist advisers.

The EM3 Veterans and Families programme is part funded by the European Social Fund.

[1] https://www.scipalliance.org/assets/files/framework-Nov21-English_221205_095328.pdf, p.15, accessed 10/02/23
[2] https://www.scipalliance.org/about/information-page, accessed 09/02/23
[3] https://www.scipalliance.org/research/scip-alliance-research, accessed 09/02/23
[4] https://www.scipalliance.org/research/scip-alliance-research, accessed 10/02/23

Behind every phone call, email or piece of advice with a spouse or partner, young person or veteran in the Surrey or Hampshire area is a member of the EM3 Veterans and Families programme who make it their mission to provide strong employment and education support for the military family unit.

As a team of military and veteran spouses and parents the EM3 Veterans and Families programme thoroughly understands the barriers young people and spouses face, such as frequent moves, isolated locations, education gaps, separation from family and social networks and more. By providing one to one advice, guidance, bespoke career and training advice and so much more the team help the military family unit overcome these barriers.

This month we are carrying on our monthly Meet the Team the team interviews by speaking to Kelly Wales, military spouse, Education and Skills Liaison on the EM3 Veterans and Families Programme caseworker.

What do you do at FEC?/What does an Education and Skills Liaison do?

I am the EM3 Veterans and Families Education and Skills Liaison. Every day is different which I really enjoy. My initial role is to initiate a relationship with educational institutions such as schools, colleges, further education institutions or a local youth group education centre. My role is sort of an awareness piece – I tell other organisations about the charity and what we have to offer with a particular focus on young people. I also tell organisations how we can support them and work with their existing careers department and provision.

So you tell people who we are, what we do and how we can help them?

Yes, initially. The next stage is building and connecting with the right people. I call it connecting the dots, for example, a school with children from military families could sit in isolation and not know about the support that is available from the local garrison or welfare centre. Sometimes schools can get a bit blinkered with what they are doing and providing and not realise that they can tap into a range of support that would benefit their students.

It is not just how we can work one to one and support them with their employment pathway but also how we can work with them to ensure that kids from military families aren’t disadvantaged in any way. The support provided through the EM3 Veterans and Families programme ensures they are not at a disadvantage because they are military. Children don’t always have a choice in what school they are going to so we need to ensure there is a provision available to help them with the transition and support if a parent is deployed. Educators don’t always understand the impact that these things, transition and parental deployment, have on children.

How are schools and youth groups selected to be supported?

When I started the programme I was given a whole list of schools in the M3 postcode region that were known to have a percentage of military children. I had to go through the list, find the school, make contact and start building relationships. Sometimes I was introduced through the Local Enterprise Partnership, who we work in partnership with on the EM3 Veterans and Families programme because they have their own careers department and relationships with some schools. Sometimes though it was just a cold introduction! Youth groups were already established – they are already being run by Army Welfare Service – so I contacted them and requested a meeting.

Your role sounds huge! What are some of the challenges you face?

It can be challenging sometimes because you don’t always know the circumstances of the individual children, you sort of bunch them all together as ‘military dependants’, assuming they all have that shared experience. This can be true sometimes, for example, they could have lived in one place for their whole lives or have deployed parents. Those are common characteristics but the demand on individual children is different because they will react differently to the same circumstance. For example, one child may be very outgoing and want to engage but another might be going through certain issues at home that make them less engaged. Every day is different when working with young people. You never know who you are going to meet! Building relationships in schools can be difficult sometimes, but my past experience as a teacher has been so beneficial. I can add more context to school situations with my team, for example even though what we offer is free, time and resources are limited in schools. And when you go even further out to colleges and sixth forms it becomes even more difficult because there are so many tutors and departments. Trying to find the right person or the right department to engage with can be hard. And even then once you have a relationship with one department they may not have spoken to other people within the college so the message doesn’t get disseminated well. There are no quick wins, it’s a long process developing these relationships. And then on top of that you have to try and build trust with a young person. You are another adult that is trying to tell them what to do and give them advice and they might not be open to that advice. It’s a lot of rapport-building. It can be challenging but also really rewarding.

Wow. You sound like you overcome these challenges quite well! Could you tell me about your motivations and your career up until you joined Forces Employment Charity?

So it’s been quite varied, I did the university route. Followed my passions – computer science and business management, and that was my pathway. I was going to become an IT expert. Software development, and coding, that was my thing! When I finished university I joined an e-commerce organisation and my husband had just joined the RAF, he was in officer training so I didn’t see him much. I was down south and he was up north. We always had a long-distance relationship but this situation gave me a chance to reflect. If I stayed in London I wouldn’t see him as much as I would like… so do I stop following my career path and follow him? I was at a crossroads and I decided that, well I have always loved children and loved giving back so I thought, I would retrain as a primary school teacher. I went back to university and did a one-year PGCE at Roehampton and from there decided to apply for a job near where my husband was based. It was my first-ever interview and my first ever job! I was a teacher for nine years and an assistant headteacher and then I hit another crossroads. Do I do the training for the headship or do I leave and have children?

I decided to step away from education and focus on building a family. Because of the travelling we move every 18 months. I used to do maternity cover and supply cover but just found it wasn’t for me. When my kids got a bit older I thought, “what else can I get into?” and took advantage of all the free courses available. I retrained as a social media manager and then found a great project to be part of which was the Military Coworking Network. Working for the MCN was a great opportunity to help get a pilot project off the ground that would help military spouses like myself to find employment. During my time there I came across many other spouses who had stepped off their career path to follow their spouses. I worked there for about 5 years and in that time I got my NLP coaching qualification so I am a qualified coach. When the opportunity came up to work with children and the military community it was a no-brainer.

I always think that you might know what you want to be right now but that might not always be the case, things can change, and different opportunities appear, you just have to adapt! And that is something I like to tell young people too.

Wow, I had no idea how varied your journey was!

This is why I like to tell the kids I work with my story, this is what I have done until now, yes I wanted to be one thing but things happen and you have to be adaptable and resourceful and flexible. Don’t get me wrong it’s been hard and times when I have felt like “who am I? What am I doing?”, there are moments like that! But I think everyone has those moments. You have to sort of say to yourself ‘I’m not defined by being a military spouse, I’m defined by the choices I have made” I am happy with those choices! And yes some days, sometimes I feel frustrated but I know that we made those choices together and I am happy with that. I have always followed my passions and I think if you love what you are doing it helps!

It’s quite an inspiring journey. I love what you said about not being defined by being a military spouse but by the choices you have made.

I didn’t even realise I said that! I was on a call earlier and someone mentioned not wanting to sacrifice their time with their kids, they want to work because it’s good for them but not if it’s to the detriment of their children. I am very lucky that my husband’s job is stable which gives us flexibility and I know that if it doesn’t work out then I have time to do a course or retrain and throw myself into something else. And he supports that because of how I have sacrificed my career for his.

Last question! What advice would you give to military families?

Make use of the resources available. Do your research when moving to a new area, do your research about the support available for the whole family unit, children included. It’s a very close-knit community so reach out and accept help when it’s offered. Take advantage of the opportunities provided like free courses and trips. One of the most important things though is to talk. Talk as a family about how they have found the move, what worries do you have? Be open with your family, living the lifestyle is challenging but you aren’t alone! Reassuring kids that there are going to be other military children and activities they can do is important too.

And that about wraps up this month’s interview, thanks for talking to me today Kelly!

Learn more about the EM3 Veterans and Families programme here and find out what we’re up to for Month Of The Military Child here!

This April we’re marking Month of the Military Child with a brand new set of resources, to help young people from Forces families with their next career step.

House moves, new schools and new locations go hand in hand with military life. These moves often affect young people the most.

Young people from Forces families face a unique set of challenges. From separation from parents, moving house and schools, disruption to education and social networks, to being young carers – we understand!

This is why we have created Month of the Military Child 101 series, resources to get young people job ready. From CV tips to interview techniques, we have it covered. Sign up and receive our top tips straight to your inbox!

Every week you’ll receive a shareable, printable PDF and this week we’re talking about How to Write a Cover Letter. What is a cover letter? How do you write one and how do you format it?

Week 1: How to Write a CV
Week 2: How to Write a Cover Letter
Week 3: How and Where to Look for Jobs
Week 4: How to Manage Your First Interview

This Month of the Military Child keep an eye on our social media (Facebook, Twitter, LinkedIn). We will be sharing insights from staff and public figures who grew up in Military families. Hear about their experiences, how the experience shaped their careers and any advice they have for those from a similar background.

The EM3 Veterans and Families programme supports veterans, spouses and young people (16 – 24 years) in the Surrey and Hampshire areas. Dedicated Advisors, who are from Forces families themselves, help uncover interests and aspirations, discuss a possible future in education and training and highlight the different pathways into employment.

So if you are a veteran, spouse or young person looking for further support register with us here!