Amanda Higgins is a 2018 graduate of The Duke MBA – Global Executive program at the Fuqua School of Business. In addition to being General Manager of Black Rifle Coffee Company’s east coast roasting facility, Amanda is a Lieutenant Colonel in the Air National Guard and a mother of two.

What made you decide to join the Air Force?

I was always a little bit different as a kid—I had a competitive spirit and wanted to be challenged. When someone would tell me ‘you can’t do that,’ I would be that little kid that said, ‘Oh really? Well, watch me!’ I had dreams about doing something big and got bored with things that were routine or safe.

My father was an Infantry Officer in Vietnam. I’m sure he saw some of those [leadership] traits in me, so he suggested the military—specifically the Air Force as a “soft” suggestion. A military career resonated with me and I looked at options for Reserve Officer Training Corps (ROTC) at Clemson. While it was a perfect fit with my competitive spirit, it was even more impactful to be a part of something bigger than myself. While I was in ROTC, the only job that appealed to me was flying. And, of course, I wanted to fly the toughest, coolest jet at the time—the F-15E Strike Eagle.

After college, Amanda joined the Air Force as a Weapons Systems Operator (WSO) for F15-E fighter jets. While on active duty, she completed three deployments to Afghanistan and one to Qatar, flying over Iraq.

What were your missions during deployments?

Missions varied from NTISR (Non-traditional Intelligence, Surveillance, Reconnaissance). We performed several missions including monitoring and surveilling, escorting convoys as a set of eyes from the air, and Ground Alert missions, in which you are on “30-minute alert” in case of an emergency. At any given time, you may need to engage in combat or support ground troops within minutes of arriving over the target area. As an Admission Liaison Officer, I was the Air Force subject-matter expert for the Army. In this position, I would help them manage Close Air Support assets (if needed) and provide assistance and guidance in planning and execution of Army missions related to Air Force assets. There were many memorable experiences and many lasting relationships and leadership lessons learned over the ten years I spent on active duty.

I recall one of my very first missions. We were called on to provide air support for Army troops under fire by a group of insurgents. Due to the nature of the situation, we wanted the insurgents to hear us, so we flew right over the building and the insurgents. The deafening noise of the jets scared the insurgents, and they immediately walked out of the building and surrendered. This was really the perfect scenario because we minimized potential casualties, accomplished the mission, and most importantly, safely retrieved our troops. This mission particularly stuck out in my mind because I remember thinking how atypical it was to dissuade insurgents so quickly and easily. Other missions, and the reality of the wars in Iraq and Afghanistan were that the insurgents, in general, were much more hostile and resilient during combat. In fact, firefights could easily go on for hours, if not days.

What was the biggest challenge that you faced during your time on active duty?

My time in the Air Force was really great, but of course there were challenges. Early on, I was airsick which was obviously not optimal for any professional aviator. Some people never overcome airsickness, but fortunately I was able to overcome it by flying frequently, and through sheer perseverance.

The inherent nature of the military and flying is dangerous. I have several friends—brothers and sisters—that have died serving our great nation. Events like those changed me; I wouldn’t say for the better or worse, just different. You realize that life is short—so you better make it count.

What are you most proud of during your time in service?

I’m proud to have served this great nation especially during the Global War on Terror—both Operations Iraqi and Enduring Freedom. The men and women I have served with are some of the best people I have ever met, and I am proud to have served alongside them to keep our country safe.

How has the Air Force shaped you as a leader?

Between job changes, physical moves and progressing in my career, I’ve had the opportunity to perform many different job functions and work with many different people. The military helped shape me as a leader and as a follower; you get to experience firsthand, and over a short period of time, what works and what does not work.

I’ve learned to be flexible and resilient; things are constantly changing, [both] in combat [and] in the commercial world, and being rigid is going to make you obsolete.

I’ve learned that you have to take care of yourself, and just as important, take care of your people. The mission is important, but the people are just as important, and employees can differentiate the leaders who care.

While it has taken some time, I have also learned to not sweat the small stuff. I look at things in the commercial world a lot differently. It’s easy to get wrapped up around little things and get spun up—but it’s not combat…no one is dying…it’s coffee. It’s going to be ok!

Amanda said she had always had her sights set on an MBA, but it would have been almost impossible while on active duty with unpredictable deployments.

In 2010, I left active duty and joined the Air National Guard. A few years later, I met someone who was enrolled at Fuqua. I wanted to know all about it and then could not see myself going anywhere else other than Duke.

Also, being in the military, you have a lot of travel experience through deployments—but you’re not really immersed with the locals. Your focus is on the mission. [The Duke MBA – Global Executive program] gave me the opportunity to learn about other cultures.

By the time she started the Global Executive MBA program, Amanda was working full time for Black Rifle Coffee Company in addition to working full time as a single mother of two. She notes that having to balance work, parenting, and graduate school taught her the importance of time management and maintaining perspective.

When I started the program, the baby was one and the older one was two and a half. My mom would help out with kids for residencies. And [during the distance-based learning periods] we had a routine where I’d come home from work, get them to bed at seven and then study. As they got older, it got more difficult to get them to bed, so I’d have to find little breaks throughout the day to complete school work.

What leadership qualities carried over from the Air Force helped you succeed at Fuqua?

I would say first and foremost, perseverance and tenacity. Fuqua isn’t easy and it certainly wasn’t easy as a single mom of two, working in a start-up, and as a National Guard officer. I had a lot of responsibilities to juggle, so time management and learning to say no were helpful.

What surprised you the most about the Global Executive program?

I don’t think I fully appreciated exactly how much time and dedication the program would require. Of course, we all talked about it leading up to the first residency, but it wasn’t until we were in the thick of it that the scale of the workload really sank in.

What are your favorite memories of Fuqua?

I had a lot of great times while in the program. The residencies were great and even though there was always a ton of work to do, taking time out to go out and enjoy the surroundings with my classmates was fun and memorable!

Favorite Residency?

I really enjoyed all of the residencies, to be honest. They were all so unique and different—and all to places I had never been. If I had to pick one, I would say Berlin simply because I had been wanting to go for years.

How has Fuqua shaped you as a leader?

This program has been great for me [in] so many [ways]. Of course, you learn a lot…but the learning never stops, there’s so much more to know and learn about each of the subjects. As a leader though, it has helped me to realize I need to ask more questions.

How are you able to apply what you learned at Fuqua in your current job?

I started at Black Rifle Coffee Company a few months before starting Fuqua. Although extremely tough to juggle, it was, in a way, perfect timing. I could “test” out certain things I was learning at Duke at the office; I was getting more out of start-up experience by doing them at the same time.

Black Rifle Coffee Company (BRCC), headquartered in Austin, Texas, is a veteran-owned and veteran-operated coffee company founded in 2014. As Amanda notes, their mission is to “serve coffee and culture to the people who love America.”

How did you get started with BRCC and what is your current role?

I heard about BRCC in early 2017 and ended up moving to Salt Lake City to support the fast-paced growth. I was lucky enough to start the [Tennessee roasting facility] project—everything from identifying a location and building, to creating a budget, managing the install of major equipment, and building an awesome team! After years in Operations, I felt like I [had] found a home in a much smaller company that supports veterans and first responders. I was afforded the opportunity to start up the roasting facility in Salt Lake City and about six months later, there were discussions about having a roasting facility on the East Coast. I wanted to be back on the East Coast and stay with BRCC, and I jumped at the chance to open up the new facility. It was a mix of being in the right place at the right time, but also letting my supervisor know what I wanted to do next. I learned that I had to be an advocate for myself and let people know—“I can do this, and I want to do this! Let me show you what I can do for BRCC.”

What’s next for you and for BRCC?

That’s a great question… For right now, I’m enjoying a little respite after the hectic pace of the last seventeen months. I have to admit, it feels wonderful to have some free time back! We’re making plans to build out the roasting facility and with the growth that BRCC is seeing, the facility will be plenty busy in 2019!