In honor of International Women’s Day, we’re spotlighting the incredible journey of Amy E. Bennett, Executive Leadership Council member at Stop Soldier Suicide and former Army ROTC instructor of our three founders while they attended The Johns Hopkins University. Amy’s military career is a testament to the resilience, leadership, and dedication of women in service. From leading soldiers in the Army National Guard to navigating the challenges of transitioning into the civilian workforce, her story is one of strength, adaptability, and unwavering commitment to service. In this Q&A, Amy shares the defining moments that shaped her leadership, the lessons she carried into her post-military career, and the advice she has for other women veterans stepping into new roles.
A: I grew up in a small town in northwestern Pennsylvania where the biggest holiday of the year is the 4th of July. From the time I was a young girl, my favorite part of the parade was watching the Veterans march by—specifically my Godfather. As they approached the crowd along the route, people would stand up, remove their hats, clap, or cover their hearts with their hands.
I remember thinking that these men and women must be really important to be received like that. As a child, I looked up to those service members and knew that I wanted to feel important someday too. That planted the first seeds of my service, and the roots of patriotism and pride have never left my heart. Once I commissioned as an officer and started on my path, I knew I was a lifer!
I retired in the fall of 2017 and was invited to be the speaker at my hometown’s annual Veterans Day ceremony. I was introduced by my Godfather, and when I surveyed the crowd of attendees, many of them were the same old Soldiers who I watched march in those parades as a child.
It was a beautiful, full-circle moment for me to punctuate the close of my military career and to thank the men and women who inspired me to don the uniform all those years ago.
A: The back half of my military career was serving on active duty in the Maryland Army National Guard. For over a decade, I served in an operational or direct leadership capacity during every state National Guard activation. I worked closely with the Maryland Department of Emergency Management (MDEM), the Federal Emergency Management Agency (FEMA), and numerous federal, state, and local first response organizations.
I loved the aspect of contingency planning, training, and exercising entities on those plans, and helping my organization and all of our cross-government, multi-functional stakeholders prepare for success. When I retired, I knew that I wanted to help other organizations prepare and be more resilient to disruptions and emergencies too.
At first, I didn’t know what the role I was looking for in the private sector was called, which made initial career transitioning difficult. But through networking, consulting with civilian colleagues, and making my LinkedIn profile come to life, I was able to navigate my way into some pretty special interviews, leadership discussions, and employment opportunities that culminated with my role here at T. Rowe Price as VP of Business Resilience. Being able to articulate my military experience in a way that allowed civilian employers to envision me in a role at their firm was the key to my success during interviews. That took practice and being able to anticipate questions with examples already in mind ahead of my interviews.
A: There are an abundance of big and small “defining moments” in my military career that have shaped me into the leader I am and contribute to my professional mindset today. But, I think the most applicable and universal lessons I have learned are these:
Get comfortable being uncomfortable
Trust your training and train others
Lead through crisis with purpose and influence
Align your values with your company’s
Build your village through teamwork and community
A: Initially, you will be tempted to feel insecure and wonder if you are qualified to do whatever it is you are applying to do, especially if it is in the private sector. Do not buy into “imposter syndrome.” You’ve earned your credibility. Employers can see what you’ve done on your resume, and assuming you have articulated your experience well, they will learn more about how you’ve applied your skills in your interviews.
Unless you are being hired specifically as a technical expert (i.e., technology, engineering, medical, etc.), they are investing in you based on your potential to learn their business quickly and adapt and apply your military experience and skills to help lead, manage, and grow in their organization. Again, they are investing in your potential based on your professional military achievements and do not expect you to come in on day one understanding their organizational culture, acronyms, operating model, objectives, or strategy. You will learn that as you assimilate, and they understand that.
Make LinkedIn work for you! It wasn’t designed to be Facebook for professionals. It was designed to help you connect and network!
Treat networking like it is a full-time job. Set the coffee dates, the office calls, buy the community event tickets, and show up with the purpose of introducing and sharing more about yourself, not to solicit a job (that will come in due time).
Women tend to network laterally and down. Deliberately connect upwards, to where you see yourself in 3, 5, or even 10 years. Get your foot in the door by asking leaders in your desired field more about themselves and how they’ve carved their professional path.
A: Most of the challenges I faced as a woman in the military were really opportunities for me to make my mark, change a perception, and stand out in a male-dominated field. I actually enjoyed being a minority among peers because my inner athlete loved the competition.
I didn’t often encounter overtly sexist situations while I was serving, but there are three examples that come to mind:
The first time gender posed a problem was as a Platoon Leader when there was an unwritten expectation that females—leaders included—were to sleep in separate tents/accommodations as their male counterparts in the unit. This led to misinformation, confusion, and isolation for the women. Very quickly, I stopped that practice by setting the example and staying in my Platoon command post with my male Platoon Sergeant, setting the tone and expectation that we were all adults and we were one team.
The second example came when I was a Company Commander deployed in support of Operation Iraqi Freedom and my unit was under operational control (OPCON) of an infantry battalion. The Battalion Commander directed me to relinquish my equipment, vehicles, and heavy weapons to the other Commanders so they could start conducting missions. I stood my ground, maintained my equipment, and convinced him that my unit was trained to conduct the same missions as his battalion. We quickly earned the confidence and respect of the entire command team.
The third instance was during a bi-lateral mentorship visit to Bosnia. At dinner one evening, a U.S. Army JAG officer at my table began a diatribe about how females don’t belong in the military. While the other officers weren’t contributing in agreement, they also didn’t say anything to the contrary. I handled that by standing up and leaving. Some opinions are irrelevant and don’t justify a response.
A: Your Soldiers expect their officers to be competent and confident. Act the part, even if you feel unsure of yourself. The phrase “fake it ‘til you make it” is applicable here. That doesn’t mean misrepresenting yourself, but rather projecting confidence even when you don’t feel it.
A: The integration of women in combat arms roles has become mainstream. While still few and far between, women in combat arms are generally accepted. Their impact will only continue to grow as more female leaders rise through the ranks and redefine military service for future generations.
A: This is my favorite question! I feel close to the mission of Stop Soldier Suicide because I know the founders and believe in them wholeheartedly. I was one of Brian Kinsella, Nick Black, and Craig Gridelli’s Army ROTC instructors while they attended The Johns Hopkins University.
I had the privilege of getting to know them as young men and watched as they balanced the demands of rigorous academics, athletics, ROTC and Greek life. All three of them were outstanding and influential leaders in the battalion. All three of them made time for community service on top of all of their other responsibilities.
And, all three of them demonstrated empathy and character in ways that I felt were advanced and unexpected at their age. I’ve kept tabs on most of my ROTC “kids” over the years so when Brian, Nick and Craig co-founded Stop Soldier Suicide in 2010 it caught and has kept my attention since then. Sadly, their experiences with losing Soldiers to suicide are not unique and resonates with me personally. In a time where people are skeptical and selective about non-profit organizations and who to trust to gift donations, I confidently support and advocate for SSS under the leadership of their founders and the team of experts and professionals on staff.
A: Losing someone you care about to suicide is personal. As a leader, even if you or your Soldiers have transitioned to other units or out of the service all together, there is a connection and a sense of responsibility for their wellbeing that remains. Two of my former NCOs have died by suicide and several others who I knew but perhaps didn’t directly serve with have gone the same way.
It hurts to know that they felt suicide was the best or only option. Stop Soldier Suicide gives me hope and provides struggling Veterans and Servicemembers a lifeline.
Over the past 14 years I have supported SSS through personal donations, individual ruck march fundraisers, corporate ruck marches at T. Rowe Price, and by serving as a member of their Executive Leadership Council. Advocating for the SSS mission and sharing best practices for individual and corporate fundraising is my privilege and a small way I can continue to serve our military community.
A: International Women’s Day is important to me because it provides an opportunity to highlight the contributions, recognize the challenges, and promote the equality of women and our advocates.
A: Your professional career story is written by you. Rarely is it a clear, linear path without twists and turns along the way. But the winding road presents as chapters in your book, so I encourage you to embrace each page with the knowledge and confidence that where there is an end there is a new beginning.
Don’t fear change. Get comfortable being uncomfortable!
Don’t try to do it alone. Lean into your relationships and support network to share your successes and failures and they will help see it you through.
You are not an imposture! You have earned each of your opportunities through hard work and building credibility…not by chance, luck or serendipity.
Remember, you are the author of your book.
Her story highlights the importance of mentorship, community, and embracing challenges as opportunities to grow. As we celebrate International Women’s Day, we honor the strength and dedication of women veterans like Amy, who continue to inspire and lead in every stage of their careers.
At Stop Soldier Suicide, we recognize the unique challenges that veterans face when transitioning to civilian life. If you or a loved one needs support, we’re here to help. Join us in our mission to end veteran suicide by spreading awareness, supporting our programs, or making a donation today. Together, we can ensure that every veteran has the resources and community they need to thrive.