Jumping in the Deep End Based on Timing, Personal Grit and Gut Instinct ...
“When I first started thinking about my transition, someone told me that my resume was really scary. Me, scary? It’s what we [U.S. Marshals Service] do. It’s supposed to be impressive. I thought I had sanitized it. To have to come to a place in your career after serving 25 years as a federal agent and no one knows what you’ve done except for whatever is described on paper, is a little bit difficult. But I knew how to prepare myself.”
Today, he chuckles under his breath, “It reminds me of advice I later gave to another retiring federal agent, “Avoid the GGD syndrome - Guns, Gangs and Drugs. Instead of highlighting your work in the gang world or handling violent crimes, scale it. What is it that you organized? How does what you did relate to what you will do in your next field?” O’Malley’s impressive accolades range from overseeing the operations of a seven state region,100 employees, and participating in over 1,000 complex fugitive investigations through collaborations with other federal, state and local law enforcement agencies; including the investigations of many U.S. Marshals Service Top 15 fugitive investigations. Back then, O’Malley realized that not only would he have to “sanitize his resume,” but he would also need to apply the same type of tactic previously used on the street: a strategic exit plan. He embarked on a detailed 18-month assessment to answer his own wonderings. "What skill sets do I possess and what do I need to do be transferable in the private sector?" Make corporate America realize the skills you developed in law enforcement are transferable to the private sector and don’t minimize all that you did. They don’t always understand the scope and breadth of what you did and accomplished.”  More candidates are vetting out potential employers who do not reach beyond profits to make a difference in the world.” Global entrepreneur Bert Brown, Founder & CEO of MBA Capital Group is on a mission to raise social consciousness in 10,000 companies around the world. By: Linda E. Alberty, M.A. We live in a global economy that has evolved in the way consumers demand and influence the way it is supplied. Now more than ever, consumers have an increased interest to be involved in the process of knowing where their products are coming from and how they are being manufactured; inevitably, forcing companies to become more socially conscious and transparent in their practices. Such is also the case for employees, team-members, vendors, and clients whose appetite to understand what their company represents has grown substantially over the last decade. Social enterprise awareness, Bert Brown, Founder & CEO of MBA Capital Group describes it as causing a stir in talent recruitment, as increasingly “more candidates are vetting out potential employers who do not reach beyond profits to make a difference in the world.” And it’s on this premise that Bert is developing a global movement called Social Squared, dedicated to educate, share and implement socially-impactful practices in 10,000 companies around the world. “Companies realize that to their customers it [social enterprise] does mean something. If a company can align their mission, purpose, and passion with a meaningful social cause, a lot of good things can happen.” If a company can align their mission, purpose, and passion with a meaningful social cause, a lot of good things can happen." While in its inception, Social Squared’s aim is not just in the US, but around the world. Having helped create companies from London, Budapest, and Singapore, Bert has empowered individuals from every walk of life to do what they love, in recognizing what he loves. “I’ve always enjoyed seeing the big picture: the big idea. I enjoy helping start-ups succeed and I enjoy seeing all the parts come together in the big picture.”
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