Since 9/11, hundreds of veteran service organizations emerged across the United States—creating a rich but fragmented ecosystem of support. To promote long-term success of their missions, two not-for-profits took an uncommon step: merging.
McKinsey guided the organizations through the process, applying the firm’s private sector M&A practices—from diligence to deal structuring—in a space where that level of rigor is often difficult to access.
“This merger wasn’t just about efficiency; it was about building a platform that could deliver greater impact than either organization could achieve alone,” shares Len Kortekaas, who was board chair at The Mission Continues and is now a board member of the newly integrated Travis Manion Foundation (TMF).
The McKinsey team included former service members who advised in a way that only someone with real-world experience could. “We understood how these programs show up in people’s lives, so we could keep integration decisions grounded in real impact,” says David Laszcz, who served in the US Marine Corps before becoming a McKinsey associate.
Today, TMF is expanding leadership and service opportunities for veterans and their communities with greater scale, consistency, and impact. Their work reflects a broader effort across the country to strengthen pathways to leadership, service, and economic opportunity for veterans and their communities.
This Memorial Day, explore these insights on leadership, service, and impact.
Two missions, one merger: Scaling impact in the veteran not-for-profit sector
From the military to the workforce: How to leverage veterans’ skills
McKinsey and the Manufacturing Institute team up to meet the industry’s challenges
Author Talks: Fighting the good fight
Veterans at McKinsey: Meet Matt Watters
America at 250: What will it take to sustain its competitive economic edge?