Chief Naval Special Warfare Operator (SEAL) Brad Woodard, assigned to the U.S. Navy Parachute Team, the "Leap Frogs," waves to fans at Fenway Park in Boston, Massachusetts, July 6, 2012. (U.S. Navy photo by Mass Communication Specialist 2nd Class Luke Eastman/Released)
Google Recruiter. Navy Veteran. Entrepreneur.
Ready for the next mission
Beyond the bullet points
“Luke is an incredibly talented sourcer that uses his experience in the military and other industries to build a systematic and data driven sourcing process that leads to exceeding hiring delivery cycle over cycle.
What sets Luke apart however is his mental fortitude and grit, he knows what he needs to do to accomplish his goals and will work tirelessly to make them happen!”
What I Learned Working With The Special Operations Community
In that world, "good enough" is a failure condition. Every brief, every gear check, every communication has to be right because downstream, someone is counting on you. In that world, mistakes can cost lives.
That standard followed me into recruiting at Google, where I treated every candidate interaction, every data point in a pipeline, and every hiring manager update with the same level of precision. Details aren't optional, they're the job. A missed follow-up, a miscommunicated offer detail, a sloppy handoff, those things erode trust fast. I learned to treat every touchpoint like it mattered, because to the person on the other end of it, it did.
The second thing that stuck with me was mission ownership. In the military, you don't wait to be told what to do next. You understand the objective, you understand your role in it, and you execute. I learned if you make a mistake, own it. After-action reviews in that environment are brutally honest, not to assign blame, but to get better. Nobody's feelings are more important than the outcome.
That was the standard in the military and I carried it over to my life as a civilian. When I was at Google, my manager told me I was easy to manage because if I made a mistake, I came to him before he found out. I managed up by surfacing problems early with a plan to fix them. When I make a mistake, I analyze what went wrong, how to fix it, and what I'm going to do in the future to make sure it doesn't happen again.
When I built my recruiting framework at Google, I wasn't handed that playbook. I saw a gap in training materials, so I built my own. There was no system like this, so I created it. That framework went on to be adopted by 20+ recruiters on the team. That same instinct drove me to build Mount It ATX from scratch, owning every function from sales to operations to hiring, because when you're the founder, there's no one else to hand the problem to.
What I learned is simple: discipline compounds. One right decision, made consistently, at scale, changes outcomes. That's what I bring to every team I join.
