Project RELO

Educating Corporate America on the Value of Hiring Veterans

Grayling, MI   |  www.projectrelo.org

Mission

Project RELO is dedicated to educating the leaders of corporate America on the value of hiring veterans. Through immersive leadership training, taught by transitioning service members, corporate executives get a keen sense of the character of a veteran and realize that hiring a veteran is more than a social good. It is good for business!

Ruling year info

2016

Director or Operations

Mark Wariner

Main address

6410 Chase Bridge Road

Grayling, MI 49738 USA

Show more contact info

EIN

30-0934319

NTEE code info

Employment Procurement Assistance and Job Training (J20)

Unknown (Z99)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

66% of all Post 9/11 veterans that have transitioned out of the service, leave their first place of employment within the first year of being with the company. This statistic is representative of the stigmatization that all veterans face as they leave the service and attempt to gain lucrative employment post military service. Project RELO was founded to educate corporate America on the value of hiring veterans and doing so because it is more than a social good, it is good for business. By engaging the top 1% of business executives, Project RELO can effectively educate these business leaders on the true leadership capabilities of the 1% of Americans brave enough to serve our great nation.
Of the 33,495 not for profit organizations that are dedicated to veteran services, Project RELO is the only one that educates corporate leaders from the top down, rather than transactional organizations that focus on the bottom up approach.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Leadership Immersion Training

The Best Leadership Training. Period.

Project RELO provides immersive, visceral and highly effective leadership training to corporate executives and top talent. The training missions are conducted on American military bases where participants and transitioning veteran instructors conduct multi-day pseudo military operations.

Project RELO missions are executed over a three-day period where participants conduct real, physical convoy operations, navigating to various objectives in massive military training areas. Weapons training (real weapons / simulated rounds) and high-tech simulators provide an experiential glimpse into our military members’ backgrounds. Exploration of combat towns and mock negotiations with costumed mullahs diversifies our understanding of our veterans’ skillsets.

As the collective team navigates the various obstacles that invariably arise during any military operation, leadership, teamwork, and selflessness provide the glue that allows the collective team to meet its objectives. It is also here that participants experience the best leadership training available anywhere. For instead of a classroom or whiteboard, leadership is taught by example.

Best Leadership Training, and More

Project RELO missions provide superlative leadership training. Yet, even more importantly, participants develop a deep understanding about the character, quality, and full extent of our veterans’ skills. And with this understanding comes appreciation, and a desire to hire more of our former military members into their respective organizations.

Project RELO then continues its veteran advocacy beyond the missions by helping firms establish, or improve existing, military hiring programs.

Population(s) Served
Veterans
Military personnel

Where we work

Accreditations

Better Business Bureau Accredited Charity with A+ Rating 2019

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Maximum number of participants allowed to attend conferences

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Number of Companies influenced the value of hiring veterans

Total number of conferences held

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Number of leadership missions conducted

Number of new advocates recruited

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Number of active alumni that assist with the Project RELO mission. Each are top level leaders in their respective company.

Number of new champions or stakeholders recruited

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Number of Fortune 10 corporate Executives that are influential in Project RELO missions

Number of meetings or briefings held with policymakers or candidates

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Elected officials from the city level, to one meeting with President Barack Obama.

Number of individuals attending briefings and presentations

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Number of participants that attended conferences that Project RELO was a keynote presenter at

Number of testimonies offered

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Each corporate executive that attends a Project RELO mission has given testimony for their experience

Number of audience members saying issue is important to them

This metric is no longer tracked.
Totals By Year
Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

98% of Executives that explicitly state that Project RELO provided the best leadership training they had ever experienced.

Number of grants received

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of Facebook followers

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Total number of volunteer hours contributed to the organization

This metric is no longer tracked.
Totals By Year
Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

Volunteer hours from veterans, volunteers, and executive members.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Project RELO solves this problem by providing the superlative training that companies need to be able to hire quality veteran talent. Through the leadership training the companies top executives receive, the corporate buy in and approval is a given. 97% of corporate executives who participate in Project RELO missions, say that the leadership missions have changed their perspective on veteran hiring, and influenced them to hire more veterans.
When the executives return home from the Project RELO leadership missions, they bring the training they received back to their companies and induce change at the executive level. Through these key stakeholders, change is directed to the human resources departments to begin hiring more veterans. But Project RELO does not stop at the leadership missions. Project RELO extends its outreach to each company to come in and train their talent and human resource teams on how to find the right veteran talent for the positions they want to fill.

Project RELO has just concluded its final leadership mission for calendar year 2017 and is already filling seats for the 2018 campaign. Through fundraising and marketing Project RELO will aim to increase the leadership mission attendance. This will be done by hosting an additional four executives on each of the five leadership missions planned for 2018. The leadership missions in 2018 are currently planned as follows:
• May 16-19
• June 20-23
• August 22-25
• September 19-22
• October 17-20
Prior to 2018, Project RELO only had the capabilities to host 8-10 corporate executives, 3-4 transitioning service members (one from each service), and four crew members. In 2018, Project RELO will be able to increase that number to 12-15 corporate executives, while maintaining the numbers of veterans and crew.

Through steady growth over the last two years, Project RELO has increased the level of its board of directors, and brought on its first full time, paid employee. Through this growth, the outreach and the touches that Project RELO is able to accomplish is done so on a daily basis. Through constant communication and collaboration with the companies that we have worked with, mission attendance has increased over 20% in the last 12 months. This trend will help us increase our operational footprint and bring on more employees to be able to expand our footprint further.

100% of all veterans that attend a Project RELO mission have received a new career within 120 following mission completion.

281 Businesses added to the RELO Network

23 Keynote Presentations (over 50K people)

3 out of 10 Fortune 10 companies engaged

141 Top corporate Leaders influenced

85 Elected and DOD Officials Engaged

98% Executives that explicitly state that RELO provided the best leadership training they had ever experienced

100% of business leaders claiming that they better understood veterans and were motivated to "right hire" after Project RELO

Financials

Project RELO
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Operations

The people, governance practices, and partners that make the organization tick.

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lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Project RELO

Board of directors
as of 8/4/2021
SOURCE: Self-reported by organization
Board co-chair

Christian Anschuetz

UL

Term: 2016 -


Board co-chair

Bob Reynolds

Solution Partners

Term: 2016 -

Jim Vaselopulous

Rafti Advisors

Rick Gromlich

AAR

Danish Ismail

Synergiax

Shelli Nelson

Madison Industries

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 08/04/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

No data

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 04/02/2020

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.