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Veterans know how to lead. The lessons we learned in the military form the foundation for bigger successes in business, entrepreneurship and community.
Host John S Berry, CEO of Berry Law, served as an active-duty Infantry Officer in the U.S. Army, finishing his military career with two deployments and retiring as a Battalion Commander in the National Guard. Today, his veteran led team at Berry Law, helps their clients fight some of the most important battles of their lives. Leading successful teams in the courtroom, the boardroom, and beyond, veteran leadership drives the firm’s rapid growth and business excellence.
Whether building teams, synchronizing operations, or refining tactics, we share our experiences, good and bad, to help you survive, thrive and dominate.
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What if we built a brand?
And I thought back to the days
of Crest and Tide and M&Ms?
And I also thought, what if, instead of
what 97% of brands do and chase cheap
labor overseas, what if we made the
intentional choice to produce
right here in the U.S.?
Welcome to the Veteran Led podcast where
we talk with leaders who use their
military experiences to develop great
organizations and continue
to serve their communities.
Today's guest is Dean Wegner.
Dean is the founder of Authentically
American, an apparel group of T-shirts and
other items made here
in the United States.
Dean is a West Point graduate and was the
2024 Veteran Small Business Owner of the
Year for the state of Tennessee
out of 8,000 Veteran companies.
Welcome to the show, Dean.
John, I'm honored to be here and I'm
looking forward to a fantastic discussion
with my fellow Veteran and Army Ranger.
So Dean, you graduate from West Point, you
serve about seven years in the military,
and then you get out to
work for some big companies.
Why?
So it really goes back to family.
John.
So, had an amazing dad growing up and he
worked 30 years for a Fortune 500 company.
So that's the quick background.
And when I left the Army in 2000, I tell
everybody now, I'm a Veteran and an
entrepreneur, but when I left in 2000,
couldn't even spell "entrepreneur".
Had no idea this world existed.
And it goes back to my dad.
He worked 30 years for a Fortune 500
company and that's what all his
friends and our neighbors did.
So that's the only world I knew.
So that's the path I went.
And you know, joined
Procter & Gamble and Mars.
When you joined the team, I mean, you
joined I think, a very, in a very crucial
position, strategy,
marketing, development.
So you got to learn some of those
skills at a very high level.
Did that help or hinder your ability
to create Authentically American?
I'll tell you, John, there was some good
and bad, but I think overall all good.
And some people may not recognize as much
the name P&G and Mars,
but I guarantee they recognize
names like Crest and Tide and M&M.
Tide and M&MS and Pedigree.
I mean, both P&G and Mars are world class
marketing and branding
companies and I learned a ton.
But what really drives me is
want to know I make a difference.
And you mentioned echelons above corps.
I mean it's the same way with P&G.
But to put it in a revenue perspective, it
was an 80 billion, $80
billion company with a B.
And what really drives me is knowing that
I'm making a difference and really
struggled in such a large company,
feeling like a cog in the wheel.
And so you decide to make an apparel
company and take on the challenge of
having everything made
here in the United States.
So tell us about how challenging that is.
Well, let me share one intermediate step,
because I mentioned not being
able to spell entrepreneurs.
When I decided I wanted to be an
entrepreneur at Mars, I didn't think I had
it in me to start a business from scratch.
So I entered the entrepreneurial ranks
through acquisition
and bought my first business in 2012.
And it was a business that no one has ever
heard of, but it was a
government contractor.
And what we did was produce
dress uniforms for the military.
So, John, you remember the fancy ASU
trousers with the gold braid
that you wore in the Army?
Oh, yeah.
So that was one of our contracts.
So we produced thousands of uniforms every
week for Army, Navy,
Air Force, and Marines.
And having worn that exact same uniform
before, I love being connected
back to the military.
And one of the things I learned was the
tragic history of the apparel industry,
which, to give you an idea of how rare
American made is, when I graduated from
West Point in 1993, over 50% of
the apparel was made in the U.S..
Today, it's three.
3% is all that's made here.
And something else I'm passionate
about is creating American jobs.
And back then, I was rather naive and
didn't really understand how it worked
because the initial thought was,
I want to win more contracts.
Then I thought, we'll create more jobs.
But as I understand, started to better
understand the area of government
contracting I was in, it was
really a bidding process.
For example, John, if you and I are
bidding on a contract and you had it
before, and I won, in essence, your job is
transferred to me, and
there's no real job creation.
And that was that light bulb
moment for me that said, what if?
What if, instead of being a government
contractor, what if we built a brand?
And I thought back to the days
of Crest and Tide and M&Ms.
And I also thought, what if, instead of
what 97% of brands do and chase cheap
labor overseas, what if we made the
intentional choice to produce
right here in the U.S.?
And that's where it started in 2017.
From a blank sheet of paper with a vision
to build this iconic American brand.
And I'm exhausted.
I mean, it's been the most challenging,
most difficult thing I have ever done.
But, you know, truly love what I'm doing,
passionate about it, and truly believe
in our mission of creating American jobs.
Absolutely.
And you have created those jobs through
the growth of your organization.
And as Veterans,
we go back to our happiest days.
And for me, it was leading a team and
seeing the mission through,
accomplishing the mission as a team.
Do you get that same feeling
today with your team?
I think it's even more rewarding because
when you join the military, I mean, it's
existing as part of a team,
something that's already there.
But what I love as an entrepreneur,
especially this phase of being an
entrepreneur in 2017, I mean, you
know, John, this was our business plan.
I mean, it started from nothing, so it's
literally been building from scratch.
And it started with just my wife and I.
And we continue to slowly grow and build.
Now that we really understand who our
niche is, I mean, things are
really starting to take off.
And you and I both come in from that Army
background and leadership
being so critical.
That is something I love right now, is
having a mission that we all believe in
around creating American jobs and building
a team to help deliver on that vision.
Yeah, and delivering on the vision is
quite a different thing
than having the vision.
And I personally know about
what it's taken for you.
I remember a few years ago you reached out
to me and said, hey, I noticed
you're a Veteran owned company.
This is what we're doing.
We're making American made
products here, some for Veterans.
And at that point, we already had a
supplier who I had a really
good relationship with.
And I was like, no, you know, I'd love to,
but this, we've got
something lined up already.
And then here we are several years later,
and I run into Dean, and it's like, I need
someone who can build the brand shirts.
And sure enough, there's
Dean and his team.
But I know that you went through a period
where you had to go out and
do and get in the dirt, right?
Actually go out and sell, do the hard
things that as a senior
executive, most people never do.
Spot on, John, because in 2017,
I am the one that built the initial
business plan, brought on investors, built
the supply chain and everything, but I was
also the one that scrubbed the toilets,
whatever it took to make it happen.
You asked before about, were there good
things, bad things coming out of working
with such big companies like P&G and Mars?
I talked about what I learned from
a marketing and branding standpoint.
But what I took for granted was,
you know, the need to focus.
I mean, literally, back in the P&G and
Mars days, we had Super Bowl ad budgets,
my marketing budgets, about this big.
And remember that old baseball
movie, John, Field of Dreams?
Yeah, absolutely.
You know, build it, and they will come.
Yeah, that's a lie.
It does not exist.
I mean, you have our shirts.
I mean, the feedback that Betsy and your
team have shared, I mean, so
incredibly soft and comfortable.
And just the fact that we built
it doesn't mean anyone's coming.
And that's one of the things I took for
granted, that when you're a new brand with
a relatively small marketing
budget, you need a niche.
You really need to understand
who your target customer is.
And that's something that
we didn't have early on.
I mean, we were trying to be all things to
all people, and we were
chasing a lot of things.
But now that we understand, I mean, you're
a perfect example of our target customer.
It's that Veteran owned business who
served their country, who loves this great
nation of ours, does not want made in
China, wants something
that's American made.
And as we look at the
geopolitics right now,
it's not a bad thing to have your
stuff made in the United States.
Of course, you and I
were in the oif oef era.
But coming up, who knows
what's coming up now?
But we know that we're very
dependent on foreign trade.
And the amount of T-shirts, garments that
are made in the United States is what.
What percentage?
So it's 3%.
That is all that's made here.
That total number is 3%.
But you know what's interesting, John, and
I'm so thankful for this opportunity
here, but you bring up a great point.
I mean, one of the few good things that
came out of COVID is, was our
reliance on overseas manufacturing.
I mean, from the chips that are in our
phone, from the pills that we're ingesting
in our body to the shirt
we're putting on our back.
I mean, so much is made in China.
So much is made overseas.
And I think in some areas, we're starting
to wake up that we need to fix that.
We can't be reliant on our archenemy
in China to produce everything.
And I think what's exciting, just a couple
weeks ago, Memorial Day weekend was back
on national TV, was back on Fox & Friends,
and they were showcasing our brand and a
couple others who were very much Veteran
owned and committed to American made.
And the traffic to our website,
I mean, it was incredible.
The spike in traffic.
It was incredible, the interest.
I mean, we have been slammed
the last couple of weeks.
Just go ahead and, you know, following up
from all the interest
from that appearance.
The end of the day, we have to be
self sufficient to some degree.
And if we rely on somebody
else, then that is a weakness.
And we learned that in the military, we
learned about our center of gravity, or
the enemy center of gravity, where is it?
Where we're weak and look.
I had the fortune or misfortune of
going from infantry to logistics.
And so I learned all about supply
chains and the challenges of.
Of getting the stuff to the people
who need it, when they need it.
How have you learned about supply chain
logistics in building your
brand and building your apparel?
It was really, John, OJT,
so on-the-job training.
And that was the real benefit of the five
years previous of owning that government
contractor that produced dress uniforms,
because what I was able to do was learn
the apparel industry and understand
how it works here in the U.S..
And when only 3% is American made,
there's not many options available.
But really, what happened in 2017?
Switched from being a
manufacturer to a brand.
Switched from being
in the production focus now to being more
like a Nike or Lands' End, where
we're focusing on the branding.
And what those five years really allowed
me to do is find the best darn T-shirt
maker in the country,
provide them our specifications
and have them produce for us.
Find the best darn sock maker in the
country, which is in North Carolina,
provide them our specs, and
have them produce for us.
So it was really those five years, John,
in that last company, that I really
learned and understood the apparel
industry and really took that knowledge
and built the supply chain
that we have right now.
And instead of being made in China,
Bangladesh, Vietnam, all around the world,
it's very intentionally, eleven states
here in the U.S., the T-shirt
that you ordered from us, right?
In Texas, I mentioned the socks in North
Carolina, we have polos
we make in California.
And very intentionally, that
choice is all here in the U.S..
And you have the team that is designing it
here in the U.S. as well, which is
important, because a lot of times,
companies will offshore
that or near shore that.
But when I talked to your team, or had my
team talk to your team, they were
very complimentary about the process.
Hey, this is the Veteran led logo.
This is what we think we want.
Show us how it's going to look.
And then they did a couple iterations.
Your team helped us get exactly what we
wanted, and then it shipped
and we opened the box.
It was there because as you probably know,
there are some companies, especially
outside the U.S., where you order
something, and it's not the
way it looked on the Internet.
Well, John, you're highlighting two things
that we very much believe in and
that's all about the experience.
The first one that's most important
is that product experience.
When you open up that T-shirt that I'm
wearing, when you put it on your back, we
want everyone to say, wow,
that is so soft.
It's so comfortable.
You know what?
I absolutely love it.
It's my new favorite.
And from a second standpoint, I'm glad to
hear what your team shared because we also
want to deliver an amazing
customer experience.
Remember that old staples commercial
with the easy button, right?
Yep.
That's what we want to try and deliver.
We know the businesses and charities that
we work with, they're extremely busy.
And the best calls I get, John,
is from somebody like you.
Somebody who's leading organization
has worked with my team.
And they say, Dean, you know what?
You guys are an incredible partner.
First and foremost,
your product is amazing.
It's America made.
It's soft and comfortable.
But your team was incredible.
They made it so easy to work with.
Well, and Dean, you, you not only take
care of your team, but you
take care of your peers.
And in fact, at our last meeting in
Dallas at CEO Circle, you won an award.
Tell us about that award.
I don't even remember
what it was called, John.
But it was funny because it was really
about recognizing somebody that embodies
the values of CEO Circle and being
involved, being active, being
engaged and giving back.
And the gentleman sitting right next to
me, Alexe had asked, hey Dean, I'm looking
for this kind of connection,
can you help me out?
And I was on my phone.
Shame on me for not paying attention.
But I was getting him that contact.
I just texted him and then I looked up
and there was my picture on the floor.
And we got quite a chuckle after that
because that example is one
that's been told countless times.
I love CEO Circle, I love being part of it
with you and 70, 80 other Veteran CEO's.
Because it's all about that relationship.
It's about that brotherhood, that
common service that we had in country.
And now we are all Veteran
entrepreneurs together.
And that's what I love is, John, if
you have a need, I've got your back.
I'm there for you.
If Alex has a need, it's the same way.
And that's the way it should be
that we all look out for each other.
Yeah.
And I've noticed that even though there
are some CEO's in the same industry, it is
all about collaboration
and not competition.
So often when we get from the military
world to the civilian world, we see that
it seems like nobody wants us to
survive, nobody wants us to succeed.
But then when we start getting around our
Veteran peers, there's a lot of synergy
and camaraderie and positive attitudes
where we want to share, we want
to help our fellow Veterans.
We want to see those businesses
succeed because they're one of us.
To me, John, it's the
whole rising tide theory.
If you're getting a riser tide, it's not
about how many pieces
of the pie can I have?
Let's keep making that pie bigger.
And that's really at the
heart of what we're doing.
I have had customers who very rarely.
But if they're already ordering something
American made, I'm equally happy
they don't have to order from us.
Because you look on our website,
you go to Authentically American us.
The heart of our mission is our
passion for creating American jobs.
So if more companies come on board and
start doing us, doing what we're doing and
following our lead, that's just going to
make the fulfillment of our
mission even more possible.
At what point did the U.S. economy
shift to buying everything overseas?
So it has been a precipitous decline.
I mentioned 50% in 93, down to 3% now.
But if you ask me for one catalyst, it was
really NAFTA that agreement put in place
and said, you know what, we need
to start opening our borders.
And I think what happened then is people
realized that, okay, the cost of labor in
the U.S. is here, cost of
labor in Mexico is here.
But as people started to see what they
could do from a margin standpoint,
lowering their costs, they
started looking elsewhere.
And that's where they went to China and
saw, you know what, how much lower the
cost is in China, even
more so than Mexico.
And I think a lot of that was just
corporate greed saying, you know what,
we're just going to keep chasing cheap
labor all around the world,
trying to improve our bottom line.
Yeah.
And with labor, sometimes
you get what you pay for.
You know, I certainly, I'm sure you've
experienced some of the stuff that's
been shipped overseas that was.
That was low quality, some
of it's been high quality.
But I noticed what you can't ship and what
you can't get through NAFTA, through trade
agreements is dedication
to mission accomplishment.
And I think that's where hiring Veterans
comes in, because if you've got Veterans
on your team, they understand there's a
mission that, hey, this is the mission,
I'm told the who, what,
when, where, and why.
No one's telling me the how.
But I'm going to figure it out and I'm
going to do my job and I'm
going to do it to standard.
And I can tell you that if there's a
shortage of anything in this
country, it's a shortage of Veterans.
John, I'll tell you, you're touching
on something that's so critical.
It's the power of story.
We learned that in the military.
You engage your troops with a story.
And back in 2017, we had zero customers.
Now we have hundreds and hundreds and
hundreds of businesses and
charities that we work with.
And all of them previously were ordering
something made in China, made overseas.
And here's the best compliment we get from
a leader like you, John, a fellow CEO, a
President, a GM, a marketing lead, when
they say, "Dean, I love it when we partner
with you because we had an event, we made
everyone wear it on Friday, but
they want to wear it on Saturday.
It's their new favorite." And we just
didn't go ahead and make the switch.
What we did is we told them why.
We told them why we wanted to partner with
a better-known company, why we wanted to
make that intentional choice for American
made, why we wanted to help create
American jobs, and why that
aligns with our values.
So that story that they tell is so
important because when you share that
story, you got an amazing soft
shirt that they're wearing.
That just leads to higher engagement.
That leads to greater morale, and
ultimately leads to lower turnover, which
you know leads to a successful business.
What was the struggle early on where
you thought, man, this may not work?
Well, it's funny, John, I'll share, first
of all, a story back to our common bond
with being Army and being a Ranger
because a lot of people aren't familiar.
And I didn't know it back then, back in
1994, but Ranger school was great
training for leaving a startup.
It was no sleep and incredible stress.
And that's the life I've been living.
But for those who are tuning in that
aren't familiar, I remember, John, back on
day one for our class, class 1294,
there were 340 of us, 340 on day one.
And as you know, there's a lot
of military doctrine and tactics.
But at its core, Ranger
school is a leadership course.
And what they do is deprive you of
everything you think you need to survive,
namely food and sleep, and then put
you in incredibly stressful situations.
And I know for you and I was 72 days.
And if you make it straight through, you
live on one meal a day and
two to 3 hours sleep a night.
And, you know, during that time, we went
from 340 down to 70
and we lost 80% of our class.
And I learned two things.
One, you know how far your body can be
stretched, how far you can be pushed, and
how strong your body has been designed.
But the more important lesson is
I had no business being in Ranger school,
being a flight suit wearing aviator.
But Roy Backe was my ranger buddy.
And you remember, John, your Ranger
buddy's assigned to have your back, to be
there when you ever
have a need to be there.
And that's the lesson I learned
that has stuck with me today.
If you're going through something tough,
you're going through something challenging
and difficult, don't do it alone.
I mean, Roy and I, 30 years
later, still keep in touch.
And that's the lesson that
carries with me today.
So on this entrepreneur journey, that's
something I share with everybody.
If you're going to start something
challenging like being an entrepreneur,
start a business from
scratch, don't do it alone.
I mean, find that mentor, find that
business partner, find that advisor that's
going to help you through this journey.
Absolutely.
Absolutely.
And then what happens when you hit that
rough patch where it looks like
the sky is falling and this is it?
I mean, that's when you pull up the bat
phone and you reach out to that Ranger
buddy in life and say,
you know what, help.
I mean, I need some perspective
and I just don't have one.
John, I've been fortunate to have some
incredible mentors and relationships.
So if I need some question, some
perspective on marketing,
I reach out to this friend.
If I've got another question on supply
chain manufacturing, I reach
out to a different friend.
If you have a question on, you know,
leadership, HR--it's somebody different.
And it's not to say, you know what,
you can only have one Ranger buddy.
But I think the idea
is that, you know what?
Build that collaboration, that teamwork,
not only within the organization yourself,
but have people that you can
reach out to as a leader.
And how did you build that network?
I mean, especially we're talking about
American made apparel, which
there's not a lot out there.
So there probably aren't
a whole lot of mentors.
So how did you find those mentors and how
did you provide them value so that
they would continue to work with you?
So, John, it's less about the American
made because to your point, there's
not a lot of options out there.
But, I mean, you're in the legal
business, I'm in the apparel business.
But if you and I sat down and compared
notes, I mean, there's a lot of common
synergies between how you run and lead
and have a successful organization.
And it's less about that for me,
because apparel is a consumer product.
M&Ms are a consumer product.
Tide is a consumer product.
So all that time in consumer packaged
goods, although it's not
apparel, although it's different.
I mean, there's so many common
similarities that, you know what?
You can go ahead and draw upon those
common experiences, and that's
where really it comes together.
So from your past life, you made sure that
you left on good terms and had those good
relationships with the people from the
Fortune 500 companies who
knew what you needed to do.
Absolutely, John.
And I'll tell you one specific story.
So, in 2017, when I was just figuring out
how to spell "entrepreneur",
one of the things I realized, if we want
to take the long term view, we got to
raise some capital,
and we needed to get some investors.
So I have my MBA in finance, but I don't
consider myself a finance expert
and never have a finance role.
So I needed some help.
So, very sheepishly, I reached out to
three of my friends who were CFO's, and I
know how busy they are, and I was sheepish
because I wasn't sure if
they'd be willing to help.
And they said, "Dean,
we would love to help you build that
business plan because you've
always been there for me.
You've gone out of your way.
Whenever there's a need, you're there for
me." And myself and these three CFO's
built this whole business plan, built this
pro forma three-year financial forecast.
And at the end of it, I was wondering,
"Shark Tank, like, how does it look?
How does it feel?" And you've seen Shark
Tank, and I was wondering, you know,
what is the valuation we come up with?
Is it a little too high?
Is it too low?
Or is it just about right?
And one of them, John, said,
"Dean, here's my thoughts.
One, I feel incredible
about the work we've done.
We've spent a few months putting this
together, and I feel really solid, and I
actually feel it's a little conservative.
But here's why I feel so good,
because here's your first check.
I'm going to be your first investor."
Has he made his ROI
back on that check yet?
We haven't cashed out yet, but it's
amazing, John, having that first one,
because after having the business plan and
everything prepared, I went to others and
said,
"Okay, hey, here's the idea, here's the
business, here's our brand, everything."
And then the first question I got was,
"Well, how did you come up with that
evaluation?" I said, "Well, I already have
the first check." And then it was like,
"Well, I'm in, I'm number two."
And Then it was like, well, I'm in.
I'm number two, and then the
next one is number three.
So having that first one is so critical.
And that didn't happen.
There's just three months ago.
That happened 15 years ago when I first
met these three gentlemen
and they helped me.
It's investing those relationships early
on and continue to maintain
that that made that difference.
Yeah.
A couple really important points there is
that if you can't get someone to write a
check for it, then the market,
there might not be a market demand.
So you've got that first check.
And then I noticed that momentum kicks in,
and it's like, you remember the runaway
gun, the runaway machine gun where they
tell you to ride the lightning, even
though you let go of the trigger
and the gun keeps firing.
And it seems like when that momentum comes
and that first domino falls and then you
just start seeing things fall into place,
it takes off so quickly that you don't
realize what's happening until you wake up
one night in a cold sweat, oh, my
gosh, this is all really happening.
And now you're even more scared
because you're succeeding.
It's that whole snowball effect.
I mean, just giving a different analogy
because, you know, we've been pushing
really hard and heavy as we're getting
some momentum and getting more national tv
appearances, we're, you know, honored to
be a guest on your podcast and more
people around it is that snowball effect.
It starts building, you get that momentum
and, you know, that's when
it really starts to take off.
And, you know, we've been at it seven
years, John, and we're on the verge
of being that overnight success story.
Seven years in the making.
Absolutely.
And probably more than seven years.
If we think about all your training
on the job training from the Fortune 500
companies and everything that you
learned that got you to this place.
And I think sometimes we get experiences
and we think, well, that
wasn't a good experience.
I didn't learn much.
And then a few years later, we learned,
wow, that was an incredible experience.
And I learned something that helped
either save or grow my business.
I mean, John, it goes back 30 years, which
I don't feel like an old grad.
I still feel young at heart
and still feel healthy.
But to know that I've been out of West
Point 30 years, I mean,
that's a long time.
But going all the way back to West Point,
days and graduation, some lessons learned
as a Second Lieutenant,
all that experience is built to get
to the point where we're at right now.
So I can't say I'd ever want to pursue a
different journey than I have right now.
I mean, each and every step has enabled me
to build, to get to the
point we're at right now.
Dean, that is a great segue
into our After Action Review.
You probably remember the
AAR--the three up, the three down.
This is the leadership AAR from your
entire career, from, we'll say, from
the day you started West Point till now.
Three sustains--three examples of great
leadership--and then three improves--three
examples of horrible leadership.
Probably the first one,
it's built around this saying that no one
cares how much you know until
they know how much you care.
And some of the best leaders I have had
and had the privilege of working
for really genuinely cared about me.
Wanted to meet my wife, Kelly, wanted to
get to know my four kids and genuinely
wanted to go ahead and get to know me as a
person first and foremost before
we even talked about business.
And that's something I've
tried to emulate as well.
So I think that would be one.
I think the second one, I've had leaders
as well that
weren't afraid to get their hands dirty.
They were the ones that turned the lights
on in the morning, turn the lights on at
the end of the day, and they
still took time for family.
But when there was hard heavy lifting that
needed to be done, they were there first.
They weren't there cutting out early when
the heavy lifting and hard work was
needed, they were there,
right there with me.
So I think that would be the second
one, and I think the third one.
And I think, like you, John,
I'm very hard charging.
I'm very driven.
I'm very much want to accomplish
and make things happen.
I think too often when you're like that,
people aren't as likely to give feedback.
And I truly believe feedback is a gift.
And you know what?
Some of the best leaders I had
would really sit down when we'd have
regular one on ones and say, dean, here's
all the things I love that you're doing,
but here's a couple things that
you can do to make it even better.
And feedback sometimes can be hard.
So those would be the three
that I would highlight.
Yeah.
It took me till I was in my forties to
really accept that feedback is a gift, and
sometimes it's tough to receive feedback.
But I've also been on the other end of it
in the military, where it's tough to give
that feedback, especially
to a senior officer.
So you're also looking for
three on the opposite side.
That's right.
I won't name names, but I remember this
one as a Second Lieutenant,
one of the Captains.
And our unit was headed by a Major.
I remember having the office right next to
him, and I heard him on the phone to his
wife say, hey, honey, the boss has left,
so I'm going to be coming home early.
And I think back, he was always the one.
If the boss was there,
he was sticking around.
And this ties to my definition that I love
of character, doing what's right
when no one else is watching.
I think that is the
hallmark of a great leader.
And so often when I see people falling
short, they're looking over their
shoulder and wonders who's watching them.
Instead of focusing on, I
want to do what's right.
I want to do what I know needs to be done.
I don't care who's watching because I'm
all about character and doing it right.
And I think, you know, I've
seen this too often before.
And a lot of them are corollaries from the
positives where, you know, somebody that,
you know, is leading and, you know, gives
a lot of great advice, gives
a lot of great strategy.
But when it comes to the heavy lifting,
you're looking around
like, where'd they go?
Where did they go?
You know, what happened?
So I think that is one.
I think the opposite.
I think the third one, you know, John, do
you remember meals, for example,
you know, at Ranger school?
I mean, how few meals we had
and one of those small things.
But I think it's a symbolic
one is I always ate last.
You always want your troops to eat last.
And I have continued that even into the
business world, that if we're
at an event, we're at something.
I mean, if there's a buffet, whatever it
is, I will make sure that I'm
always the one eating last.
And I've had some leaders
that, you know what?
When it's a great meal, when food is
served, guess who's at
the front of the line?
And I think it's the reverse.
And I think that's one of the things
back to every step is built upon the way.
I mean, some of those foundational lessons
around leadership and character and being
a servant leader started back in the Army.
Yeah, absolutely.
I learned a lesson that
was the opposite of that.
The ROTC teaching was, yeah, leaders
eat last, and so on and so forth.
I remember we were doing this
field problem in Fort Hood.
We were probably about two weeks in, and
we were getting ready to
plan our last operation.
I get in the back of the chow line, and
one of my squad leaders says, "Sir, what
are you doing?" "I'm waiting in line".
And the First Sergeant
is back there with him.
He says, "No, you're not, sir.
You get to the front line, you
get that chow, you eat now.
Because we know how you get if you're not
going to because everybody's tired,
everybody's hungry, and you have
to take an off order in an hour.
I can't have you standing in line here." I
said, "But First Sergeant, I'm in charge."
"Let me tell you something,
Lieutenant, you're not in charge.
If there's not enough
food here, it's my fault.
I'm the First Sergeant.
And are you doubting me?
Are you doubting that I know how to plan
to make sure there's enough
rations for this company?"
"No, First Sergeant." That's right.
He said, "You know what?
If anybody doesn't eat, it will be me."
And he says, "And believe me, I'm going to
eat." So I got punked
by the First Sergeant.
I went to front line and got my
food and then went to the OP Order.
But what he was trying to teach me was, I
think that sometimes as a leader, you
have to take care of yourself as well.
And if you're the last guy to eat and you
don't eat and you get to that OP Order,
the one thing I learned in Ranger School
is if you get deprived of food and
sleep, you start making bad decisions.
The brain isn't functioning
the way it should anymore.
I'm sure when you went through, you saw
the same thing I did, which guys who I
highly admired seemed to lose their
integrity when they became
so sleep-deprived and hungry.
I don't know if you saw the same
thing, but guys, I remember that.
And I was like, This guy's a great guy.
I can't believe he just did that.
Some Blue Falcon move that
you weren't expecting.
You know what I'm talking about?
I absolutely do, John.
And that lack of integrity was a Ranger
School story, because when you only get
one MRE, I mean, you want
every last morsel in that.
And one of the instances I remember is,
you know, we had somebody steal some MREs.
We're out on patrol, and a number of
people were back and they
didn't know who it was.
But, you know, for two nights in
a row, we didn't sleep in a wink.
They were trying to flush out who it was.
And, you know, like you said, when there's
lack of food, there's lack of sleep,
sometimes there's a lack of character.
And that was the first hand
example that I experienced.
Absolutely.
Absolutely.
Well, Dean, thank you so much for coming
on to the Veteran led podcast today.
Please let our listeners know where they
can learn more about your
product, authentically Americana.
We'll have everything in the show notes,
including your bio, but where
can we learn about your product?
So the best place, John, to go is
our website, AuthenticallyAmerican.
Us.
And that us was an intentional
choice given the equity of our brand.
So if you're an individual consumer and
want to buy your new favorite polo,
T-shirt, socks, individual,
just one, go to our website.
But if you are a business owner, if you're
leading a charity and you are buying
custom apparel and you don't like made in
China, you want something that's American
made, that is the same place to go as our
website, and you'll see an opportunity to
go and see how you can get
custom apparel for your business.
It's great.
And what I like about the logo,
the logo is not overstated.
It's understated, but it's there.
Tell us a little bit about
the choice for the logo.
: We have two logos, so I'll
highlight two of them, John.
One is our inside tag.
Actually, I'll hold it up.
I've got one of my
favorite Go Army shirts.
But if you can see the
Authentically American stamp logo.
You mentioned this during our discussion,
the days when they were Made in the USA,
things would be stamped
with Made in the USA.
And that was the design behind that logo
is everything that we produce, is stamped
Authentically American to
certify that it's American made.
So that's the internal tag.
The external one, it's white on the back
of this shirt, but you can
see that vintage US flag here.
Go Army is front center.
Veteran Led--Dominate is front center.
But that vintage flag on the back is that
subtle reinforcement, John, the
intentional choice you made
to choose American Made.
Thank you so much, Dean.
And if you have one last piece of advice
for those Veteran entrepreneurs that want
to get in the game, what's the one
question that they need to ask
themselves before starting?
So I mentioned the one that I always
give is find that Ranger buddy in life.
But the second one, I would say, is
find something that you truly love.
Find something that you're
truly passionate about.
Because, you know, John, it's not easy,
you know, being an entrepreneur,
it's not easy being a business owner.
But if you are pursuing something that you
love and you're passionate
about, it doesn't feel like life.
It's just something that you're pursuing.
It's your passion.
Thank you for joining us today on Veteran
Led, where we pursue our mission of
promoting Veteran leadership in business,
strengthening the Veteran community, and
getting Veterans all of the
benefits that they earn.
If you know a leader who should be on the
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And of course, hit subscribe and
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