Careers in Cyber

For senior leaders in national security, intelligence, cyber, and digital transformation, transitioning from GS-15 and Senior Executive Service (SES) roles to the private sector presents a unique set of opportunities and challenges. You have led large-scale programs, advised top decision-makers, and shaped national security policy, but how do you translate that high-level leadership experience into private-sector success?

Beyond the professional shift, this transition carries deep personal and psychological adjustments. Many senior government leaders have spent years—if not decades—immersed in a mission-driven world, where their work had a direct national security impact. Moving on can feel like a loss of purpose, community, and the ability to make a difference—but it doesn’t have to be that way.

This article provides advice to help senior professionals navigate their transition into:

• Executive roles
• Consulting & advisory opportunities
• Board positions
• Leadership in government contracting, corporate security, and technology sectors

Whether you are seeking an operational role, an advisory position, or strategic consulting engagements, this guide will help you position yourself effectively, leverage your network, and identify the right opportunities.

Step 1: Understanding the Private-Sector Landscape for Senior Leaders

Unlike government, where leadership is tied to rank and experience, private-sector leadership is driven by business impact, profitability, and operational efficiency. Both sectors value strong leadership and impact, but the expectations differ:

• Results-Oriented Hiring – Companies seek executives who can drive revenue, reduce risk, and optimize operations. Strategic decision-making and financial impact are critical.
• Competitive Executive Market – Employers prioritize industry knowledge, adaptability, and leadership style over tenure and rank. Expect a focus on “cultural fit” with a company—a new experience for many government leaders.
• Diverse Leadership Pathways – Senior leaders can move into operating roles, board memberships, strategic consulting, national security-focused corporate positions, or even C-Suite roles on occasion. Some will pivot to purely commercial or charitable work. There is no correct path.
• Networking & Reputation Matter – Unlike government promotions, executive hiring can be relationship-driven, relying on connections, referrals, and recruiter engagement.
• Cultural Adjustments – The private sector focuses largely on profitability, growth, and shareholder value, which can be a shift for those accustomed to public service missions.
• Financial Compensation – Senior government leaders are used to standardized pay scales, but executive compensation can include base salary, performance-based bonuses, stock options, and equity stakes. Be prepared to negotiate and consider all aspects of compensation, not just salary.

Key Takeaway: To succeed, senior professionals must reframe their leadership experience to align with the goals and language of private-sector CEOs, investors, and hiring executives.

Step 2: Translating Government Leadership into Private-Sector Terms

Senior government leaders have overseen critical national security programs, large teams, and high-stakes decision-making, but private-sector employers want to see tangible business results.

• Government vs. Private-Sector Leadership Framing
  • Government: Directed a multi-agency cybersecurity initiative to enhance U.S. cyber resilience.
  • Private-Sector: Led a multi-million-dollar cybersecurity modernization strategy, integrating AI-driven threat intelligence to reduce cyber risk by 40%.
  • Government: Advised senior officials on national security strategy.
  • Private-Sector: Served as a strategic advisor to C-suite executives, driving corporate risk mitigation and regulatory compliance strategies.
  • Government: Managed a workforce of 1,500 employees overseeing classified operations.
  • Private-Sector: Directed a 1,500-person global security operation, ensuring enterprise risk management and business continuity across 20+ locations.

Key Takeaway: Shift from policy and public service language to business impact, ROI, and operational efficiency.

🚨 Reminder: Be cautious when it comes to providing data to convey impact, as specific metrics may remain classified. Seek guidance as needed.

Step 3: Demonstrating Adaptability & Lifelong Learning

One concern private-sector employers may have is whether long-time government executives can adapt to the fast-paced, revenue-driven, and innovative nature of industry. Senior leaders should proactively demonstrate:

• A Learning Mindset – Highlight how you have continuously evolved in government, mastering new technologies, policy shifts, and mission-critical challenges.
• Flexibility & Agility – Show how you’ve led through uncertainty, adapted to rapid changes, and successfully driven transformation in high-pressure environments.
• Strategic Innovation – Emphasize moments where you championed emerging technologies, modernized programs, or drove enterprise-wide efficiencies.

Tip: Consider executive-level courses in corporate strategy, emerging technologies, or financial management to reinforce your commitment to lifelong learning.

Step 4: Building a Strong Personal Brand

At the senior executive level, your reputation is your currency. Building a strong personal brand can elevate your visibility and credibility in the private sector:

• Thought Leadership – Write articles, contribute to policy discussions, and speak at industry events to position yourself as an expert.
• Engage Smartly on LinkedIn – Regularly post insights, comment on industry trends, and connect with executives in your target sector.
• Board Readiness & Executive Presence – Develop board-level competencies and leadership communication skills to be considered for future advisory or governance roles.
• Leverage Past Public Engagements – If you have a public profile from government service, use it to open doors for executive interviews and strategic opportunities.
• Focus and Prioritize – Your personal brand incorporates your value proposition and your qualities as a person or leader, and it should reflect your goals. Where do you want to be in a year? How can your personal brand help you achieve that goal?
• Not Quite Sure? Take stock of your subject matter expertise, write out a list of adjectives that describe you, ask trusted colleagues to share their views. You will see your personal brand emerge.

Tip: If you feel it might be necessary, consider professional coaching to refine your executive presence, public engagement strategy, and transition narrative.

Step 5: Managing the Psychological Transition

For many GS-15 and SES/SIS leaders, leaving government means leaving a lifelong mission behind. Some challenges include:

• Loss of Purpose – Many senior officials identify deeply with their work in intelligence and security. Finding a new mission-driven role can ease the transition.
• Change in Authority & Influence – Private-sector leadership operates differently, requiring a shift from policy impact to business returns.
• Need for a New Network – One’s government professional network does not always translate to industry. Expanding your connections is critical.

Tip: Stay engaged in national security by joining advisory boards, mentoring rising professionals, contributing to industry panels, and sharing written thought pieces.

🚨 An Important Counterintelligence Reminder

For those leaving roles in the intelligence community, you remain of interest to adversarial nations. Be mindful of:

• How you discuss your previous role in public forums, including LinkedIn and networking events.
• What details you share about your security clearance.
• Unusual connection requests or outreach from unknown individuals.
• Your responsibility to protect sensitive information, even after leaving government service.

If something feels suspicious, trust your instincts—your duty to safeguard national security extends beyond your government tenure.

Final Thoughts: Embrace Your Transition with Confidence

Transitioning from GS-15/SES leadership to the private sector requires:

• Strategic positioning
• Active networking
• A shift in mindset

Your deep expertise, leadership under pressure, and mission-driven decision-making are highly valued. By translating your experience effectively, engaging with executive recruiters, and building your network, you will secure high-impact roles in a new and exciting context.

Bonus: You’ll meet great people and learn new things along the way!

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This article was originally published by Jennifer Ewbank on LinkedIn.