Mission First at 250: Veterans and the Building of American Enterprise

250 Years of Service and Enterprise

On July 4, 2026, the United States marked 250 years of independence. Veterans Day arrives this year as the capstone of that semiquincentennial season, and it carries unusual weight. The republic was secured by citizen-soldiers who left farms, shops, and trades to answer the call, then came home to build the commerce of a new nation. Every generation since has repeated the pattern. As Americans honor those who served, they should also recognize the second tour of duty so many veterans take on: building, leading, and sustaining American enterprise.

Veterans remain one of the strongest leadership pipelines in the country, and American business will be better off when employers and investors put that talent to work.

Veteran Founders Who Built American Business

The bond between military service and American business runs deep, and the careers of several of the nation’s most consequential entrepreneurs show how deep.

The pattern goes back at least to World War II. Jack Taylor, a Navy fighter pilot who flew from the USS Essex and USS Enterprise and earned two Distinguished Flying Crosses, founded Executive Leasing in St. Louis in 1957 and in 1969 renamed it Enterprise in honor of his ship. Bill Hewlett served as a U.S. Army officer in World War II, and his partner, David Packard, later served as Deputy Secretary of Defense. Together they built Hewlett-Packard, and their “HP Way” of trusting employees and managing by objective is mission command in civilian form.

The Vietnam era brought the next wave. Ross Perot, a U.S. Navy veteran, built Electronic Data Systems by deliberately recruiting Vietnam-era veterans who, in his words, “were responsible for their men’s lives, not just for the quarterly profits.” He credited their “leadership, leadership, and leadership” as the secret to the company’s growth. Frederick W. Smith, a Marine Corps captain and Vietnam veteran, likewise said wartime logistics and the Marine Corps tradition of small-unit leadership shaped how he built FedEx. The tradition continues today in the C-suites of the Fortune 500.

Veterans Leading the Fortune 500 Today

Two West Point infantry officers now lead major American companies. Darren Rebelez, Board Chair, President and Chief Executive Officer of Casey’s, served as a U.S. Army infantry officer from 1988 to 1991 and calls West Point “the foundation of my leadership.” He expects leaders to equip their people, stay present where the work happens, and hold employees accountable. Anthony “Tony” Guzzi, Chairman, President and Chief Executive Officer of EMCOR Group, served as a Ranger-qualified U.S. Army light infantry officer from 1986 to 1991, attaining the rank of captain. He selects capable people, sets the mission, and trusts them to execute. “If you have the right leaders, they should make the decisions about how to use the resources,” he has said. EMCOR sums up its culture as “Mission First, People Always.”

The Air Force and Navy are equally well represented. Jim Taiclet, Chairman, President and Chief Executive Officer of Lockheed Martin, flew more than 5,000 hours as a U.S. Air Force C-141B transport pilot and described leading Lockheed Martin as a “call-to-service,” emphasizing the best equipment and technology for frontline personnel. Bob Frenzel, Chairman, President and Chief Executive Officer of Xcel Energy, served as a U.S. Navy nuclear engineering and weapons officer from 1992 to 1998 and in the Navy Reserve through 2006. “I always like to think I’ve been making electricity for three decades,” he told Fortune.

Military Skills That Translate to Business Leadership

Rank alone does not explain these careers. Each one reflects qualities the military trains deliberately and tests under pressure.

Accountability. In the service, a standard not enforced is no standard at all. Rebelez brings that mindset to Casey’s: leaders give people the tools to succeed, and people are held to the company’s standards, with coaching and, when needed, corrective action.

Responsibility. An officer is responsible for everything the unit does or fails to do. Perot recruited veterans precisely because they had carried responsibility for lives, not merely budgets. Taiclet frames his work in similar terms, describing his role as a call to service and keeping the focus on equipping frontline personnel.

Teamwork. The fire team, the squad, and the platoon are the original high-performance teams. Smith credited the Marine Corps tradition of small-unit leadership with shaping how he built FedEx. Guzzi applies a similar principle at EMCOR by trusting capable leaders to decide how resources are used. Frenzel says lessons about “teamwork, hard work, being present and looking out for one another” still shape how he leads.

Mission Planning. Every operation begins with a clear mission and commander’s intent. Smith, who said “everything that went into FedEx … relates to what I learned in the Marine Corps,” is a reminder of how disciplined logistics planning can scale into a global enterprise.

What Comes Next for Veterans and Employers

To veterans: You have planned operations, led teams under pressure, and accepted responsibility most civilians never face. Those are the core competencies of founders and executives. Whether the next objective is launching a business or reaching the boardroom, the skills already in your rucksack will carry you. Seek out mentors, build your network, and take the hill.

To employers: Recruit veterans deliberately, not as charity but as strategy. Perot proved the point a half-century ago, when a bench deep with veteran leaders powered the growth of EDS. Translate military experience into civilian roles, invest in development, and give veterans real ownership of the mission. The return on that investment is leadership, and no company ever has enough of it.

At 250, the nation owes its veterans gratitude. It also owes them opportunity. The best way to honor their service this Veterans Day is to put their leadership to work for the next 250 years.