Anonymous wrote:

Anonymous wrote:Your network doesn't have to just be professional. Talk to your neighbors, your kids friends parents, and go from their. Ask them if they know people at some companies you are interested in and if they are willing to connect you for a chat to learn more about their company. Build a network from there.

Maybe ok for a director level job, but OP wants executive role.

Anonymous wrote:

Anonymous wrote:Your network doesn't have to just be professional. Talk to your neighbors, your kids friends parents, and go from their. Ask them if they know people at some companies you are interested in and if they are willing to connect you for a chat to learn more about their company. Build a network from there.

Maybe ok for a director level job, but OP wants executive role.

Anonymous wrote:Your network doesn't have to just be professional. Talk to your neighbors, your kids friends parents, and go from their. Ask them if they know people at some companies you are interested in and if they are willing to connect you for a chat to learn more about their company. Build a network from there.

Anonymous wrote:

Anonymous wrote:Worth noting many in industry won’t view an SES gov employee as an executive equivalent in the private sector. I’ve seen you refer to yourself that way a lot in this thread and it feels like a big part of your identity. I’d be cautious about grounding yourself in that too much to give yourself more flexibility. Good luck!

+1

Use your network (people you worked with) and alumni network from law school. Also, apply for non-executive roles. If you change industry people except to stay the same level or move up. This usually isn't the case. If you have no experience in private sector you usually can't move latterly or even higher from another sector.

I would apply for various roles at all levels. I switched from nonprofit sector (where I was C-Suite) and when I went to private sector I ended up at a Manager level which was hard at first, but I worked my way up. I saw people expect to move from Director to Director or SES to C-Suite/VP and that usually is not the case unless you have relevant experience. You need to learn the sector/industry and norms. Everyone thinks they can switch and just do the job and that is never the case.

I am trying to be honest. Some people may be able to move to VP Government Affair roles in private industry but most of those companies are now looking for MAGA people most likely.

I have seen friends struggle (in SES or GS-15 or politically appointed) to get a good role because imo they think they deserve an executive level role. From my perspective in that space they don't deserve it, haven't earned it, and know little or nothing about private industry.

Those willing to be hired at a lower level and work their way up will succeed, but many refuse to apply. There are so many job seekers, why would I interview or hire you when I have a bunch of people apply with the exact experience I need? What do you offer they don't?

I just hired someone who was the equivalent of a Senior Associate VP in another industry move to an Associate Director into my industry. They had relevant experience, but not perfect. They wanted to move to this industry and were willing to take a cut in title. BUT they are paid more in this new role (20%) than they were before. They still had learning to do and some hiccups, but they brought some things to the table too.

What do you bring that is different from the hundreds or more people who are applying and the 10+ people who have the exact qualifications you don't have? The best bet honestly if to find someone you used to work with and tell them you are looking and have them (even the retired ones) connect you with someone they know who works at the company you're applying for. I looked at and interviewed and hired someone this way and their resume did not get through HR, but I looked at and interviewed them because they were so highly talked about.

Anonymous wrote:Worth noting many in industry won’t view an SES gov employee as an executive equivalent in the private sector. I’ve seen you refer to yourself that way a lot in this thread and it feels like a big part of your identity. I’d be cautious about grounding yourself in that too much to give yourself more flexibility. Good luck!

Anonymous wrote:Your network doesn't have to just be professional. Talk to your neighbors, your kids friends parents, and go from their. Ask them if they know people at some companies you are interested in and if they are willing to connect you for a chat to learn more about their company. Build a network from there.

Anonymous wrote:OP, I made this jump a few years ago, those some of my details were different, so I'll share them for your benefit.

Me at the time of the jump:
- 20 year career in tech, mostly in cyber
- 10 years in the private sector with good pedigree before going fed
- Good experience as a fed with some high profile roles - or at least roles that resonated on my resume and in discussions
- Was tired of being a fed for many reasons, and wanted to go back to the private sector

My network was absolutely key. Despite a strong resume/experience, I received few interviews outside of where I knew people. Where I did have connections, the interviews were easy to get. I was focused on VP-level positions, though, and landing one without equivalent private sector experience is a tall order. I eventually took a Sr Dir role with an onramp for a VP-level. That promotion happened about 6 months after landing.

A couple key take aways for you, IMO:

The network that served me well wasn't people I met at professional seminars or networking events. They were people I had worked with previously and who knew me reasonably well - either through my main job or through industry orgs in which I held a position. IMO, the breadth of the network matters less than the quality of the connections.

You should be open to roles that aren't the dream job, but that give you the opportunity to grow. As a lifelong senior fed, you're missing a lot of private sector experience - activities, culture, etc - and whoever hires your is going to be taking a gamble. That risk they're accepting may need to be reflected in a less senior position than you expect.

As others have said, the trifecta of title, responsibilities and comp often don't align across employers, and you'll want be aware of this as you hunt for your new role. If comp is the most important factor, a director role at a F500 is likely to pay more than a VP role at a small consulting firm. Get your priorities clear in your head before you go hunting.

Finally, I'll add that recruiters can absolutely help, but that most private sector recruiters don't know what to do with Fed experience. You'll need to really work hard to translate how your experience is relevant to the private sector. It won't all be, so be humble and know that you're starting from a deficit compared to peers in the private sector with the equivalent years of experience.

Good luck. Hope this helps!

Anonymous wrote:

Anonymous wrote:

Anonymous wrote:Coaches are useless but recruiters are typically helpful.

Recruiters work for organizations not individuals. You can form relationships typically through being recruited for a specific opportunity but recruiters generally don’t want to be bombarded by individuals when they aren’t a match for current opportunities.

OP here would a coach have a network of recruiters? I mean I am an executive now and am doing well but can always use coaching for private sector ex: mission outcomes vs shareholder value.

Anonymous wrote:You need to build your network. Join associations, go to conferences, join LinkedIn groups for Women in x,y,z.

Anonymous wrote:

Anonymous wrote:Coaches are useless but recruiters are typically helpful.

Recruiters work for organizations not individuals. You can form relationships typically through being recruited for a specific opportunity but recruiters generally don’t want to be bombarded by individuals when they aren’t a match for current opportunities.