Assistant VP of Advertising and Brand Management for USAA
Former Army air defense artillery officer targets consumers and shapes military messaging for USAA – a G.I. Jobs “Top 25 Military-Friendly EmployerSM.”
by Warren Duffie
You might not think there are similarities between commanding an artillery platoon and leading a world-class marketing team. However, both tasks require identical core skills. You must be an effective motivator, inspire vastly different personalities to work together as a well-oiled machine, and, most important, master the art of communication.
Just ask Sean O’Reilly, who spent four years as an air defense artillery officer in the Army: “I had the opportunity to serve as a liaison to senior commanders, command and communicate with soldiers at various levels, and plan and prioritize missions. The skills I learned still help me today when planning marketing and advertising campaigns and giving presentations to high-level executives and outside advertising agencies.”
Thanks to his Army training, O’Reilly, 33, has realized fantastic success in the business of words and images. As assistant vice president of advertising and brand management for USAA, he is responsible for the company’s public marketing campaigns. These encompass print, television, direct mail, the Internet, and special events. Aside from his in-house staff of 50, this former captain also manages the relationships with outside advertising agencies hired by USAA — a G.I. Jobs Top 25 Military-Friendly Employer.”
Guiding the voice of USAA is a demanding job. O’Reilly arrives at work by 8 a.m. and, his day bustles with campaign-planning, advertising meetings , reports tracking, and presentations to top executives. He often doesn’t leave until 7 p.m.
“There’s no such thing as a typical day,” O’Reilly says. “Marketing is fast-paced and always changing. That’s what I enjoy about it. I’m also very proud to serve the men and women of the United States military.”
By the Military, for the Military
If any company epitomizes the phrase “military-friendly,” it’s USAA. It was formed in 1922 by a group of Army officers pooled their resources to form an association so they could self-insure. USAA has grown into a Fortune 200 financial services company with 5.5 million members and more than $81 billion in assets worldwide.
USAA has approximately 22,000 employees, and an estimated 11 percent are veterans. Last year, the company hired more than 3,000 employees, more than 400 of them veterans and military spouses. USAA recruits for a variety of skill sets — information technology (IT), human resources, and marketing, to name a few. But its biggest need is customer service representatives — the people you speak to when you call into the bank or make an insurance claim. The basic qualifications for a CSR position are one year of customer service, one year of college credit, or successful completion of a service obligation.
“The military hits on all three (of the CSR requirements) and the military spouse on at least two and maybe all three if he or she is a veteran. And we do hire some military spouses who are veterans,” says Ken Huxley, a former Air Force colonel who is the company’s military recruiting program manager.
From Fighting Irish to Bradley Fighting Vehicle
O’Reilly’s upbringing is classic Americana. Growing up in an Irish-Catholic family in Hackettstown, N.J., his father and grandfather both served in the Army. O’Reilly also earned an ROTC scholarship and the chance to fulfill a family dream of attending the University of Notre Dame.
After earning a degree in finance and business economics, O’Reilly was commissioned in 1994. He was later stationed at Fort Stewart, Ga., with the 24th (now 3rd) Infantry Division.
Leaving the Army for Advertising
After four years in the Army, O’Reilly wanted to enter corporate america. So he poured over business books and attended workshops on résumé writing and interviewing. He also partnered with a headhunter that specialized in placing junior military officers in blue-chip companies.
“I advise [transitioning veterans] to begin preparing at least a year in advance,” O’Reilly says. “Nine months before you get out, you should have identified roles and companies you wish to target. It also takes time to properly network with contacts that may be able to help you set up informational interviews.”
After a battery of interviews, O’Reilly accepted an assistant account executive position with The Leo Burnett Company in Chicago — one of the world’s largest advertising agencies. He worked on accounts for Marlboro, Disney, Gateway, and the U.S. Army, moving to a vice president’s role in four years.
Serving the Military Again
In 2005 O’Reilly was contacted by a headhunter who told him USAA was seeking someone to head its marketing and communications branch. The former captain was interested immediately. He had been a USAA member since his ROTC days and was attracted by the idea of serving the military community.
In addition, he says, USAA takes wonderful care of its employees. Benefits include a pension plan, medical and dental coverage, and 401 (k) with a full company match. Also, USAA’s San Antonio headquarters boasts three gyms and various sports leagues — creating an atmosphere of camaraderie similar to the military’s.
“I’d say that the biggest change military members confront when leaving the service is that civilian opportunities may offer a higher salary, but they may come with less initial leadership opportunities and less overall job security,” O’Reilly says. “Going from command of a 100-plus member combat unit to a cubicle can be a tough transition, but there is plenty to learn in Corporate America.
O’Reilly’s Advice:
Focus on your competencies, not your experiences. Translate your job experiences into the competencies that it requires to perform them. People in the civilian sector have very little knowledge of what people in the military do. If you can translate your experiences into practical competencies, it will make it easier for them to see you as a member of their team.”
Press your network. “See your contact through a different lens. Rather than ‘your friend from college,’ look at them as an ‘accountant at a Big Four firm’ or ‘consultant.’”
Identify a mentor. “Identify a mentor who can help you in your initial transition and can help you manage your career over time. A good mentor can serve as a sounding board to those initial questions.”