Rowdy Oxford is a mission-driven leader with over 20 years of experience in national security, crisis response, and commercial strategy. As a U.S. Army veteran, he currently serves as a Regional Emergency Preparedness Liaison Officer (EPLO) to FEMA, advising on disaster coordination and Defense Support of Civil Authorities. Known for his ability to lead under pressure, Oxford has held senior roles across defense, industrial, and emergency management sectors, overseeing strategic operations throughout the Americas.
His expertise includes crisis logistics, public-private coordination, and building high-performing teams in complex, high-stakes environments. Whether responding to natural disasters or advising on infrastructure resilience, Oxford consistently bridges the gap between planning and action. His work has supported federal agencies, law enforcement, and private sector partners alike, always with a focus on impact and integrity.
Outside his core work, Oxford is passionate about mentorship, particularly for veterans and emerging leaders. He strongly advocates for service-based leadership and resilience, both personally and professionally. When not engaged in mission-critical work, you’ll find him enjoying the outdoors, investing time in family, or mentoring the next generation of changemakers. His leadership philosophy centres on purpose, adaptability, and building stronger communities, especially when it matters most.
What made you want to do the work you do? Please share the full story.
Growing up in a small Texas town, I saw how one person stepping up in a crisis could make all the difference. After joining the Army, that idea became a life mission. I found purpose in helping others through chaos, whether on the battlefield or in disaster zones. When I transitioned from active duty, I realized my experience could still serve communities in a different uniform. That calling to lead, to bring calm to disorder, never left. My work with FEMA and the private sector allows me to bridge the gap between planning and execution when lives are at stake.
Tell us 3 surprisingly easy and 3 surprisingly difficult things about your business.
Easy: First, people genuinely want to help during a crisis. Second, military discipline translates well to civilian emergency management. Third, good planning makes 90% of operations smoother.
Difficult: One, aligning local, state, and federal agencies under pressure is like solving a puzzle in a hurricane. Two, politics can interfere with the mission’s focus. Three, getting the private sector to understand preparedness as an investment, not a cost, remains a challenge.
The work looks simple on paper, but stress, emotion, and uncertainty make everything more complex in real time. The key is staying centred and mission-oriented.
What are the 3 things you like best about your work and why?
First, I love the real-world impact. When communities bounce back stronger after a crisis, that’s deeply rewarding. Second, the teamwork, pulling together people from every background under one mission, always reminds me of my Army days. Third, I appreciate the constant learning curve. Every disaster teaches you something new, and that growth keeps me sharp. There’s nothing routine about this work. Whether in a command centre, a boardroom, or the field, I blend strategy with action. That mix is what keeps me engaged and committed, year after year.
What are your greatest 3 skills and how have they helped you succeed?
Strategic thinking, crisis leadership, and communication. Strategic thinking helps me cut through noise and prioritize quickly, which is essential when every minute counts. Crisis leadership ensures I remain calm and decisive when others panic, which builds trust in chaotic situations. And clear communication ties it all together, whether I’m briefing senior officials or coordinating logistics with boots on the ground. These skills have carried me through deployments, business turnarounds, and multi-agency disaster responses. They’re not just learned but earned through experience, mistakes, and hard-won victories. That’s how I’ve built teams that perform under pressure and deliver when it matters most.
Tell us about a time you were dead wrong about something.
Early in my civilian career, I underestimated how different the private sector operates from the military. I assumed that clarity of mission and chain of command would translate naturally, but I was wrong. In one case, I launched a business development initiative without looping in key stakeholders with different priorities. The result? Confusion, delays, and missed opportunities. I owned it, regrouped, and rebuilt the approach with a more collaborative mindset. That experience taught me humility, adaptability, and the importance of listening before leading. It changed how I approach every new partnership or project since.
How do you get yourself out of a funk? Please share the details.
I reset by getting outside. Whether hiking, kayaking, or just walking my dog, nature clears my head like nothing else. I also go back to basics, review my goals, revisit what’s going right, and reframe challenges as opportunities. I’ll call a mentor or someone I trust and talk things through. Sometimes, I write it down, getting thoughts on paper helps clarify what’s real versus what’s just stress. Most importantly, I remind myself of why I started this journey. Service isn’t always easy, but perspective and purpose pull me through even the roughest funks.
What do you value most and why?
I value integrity above all else. In my world, trust is the currency that everything else depends on. When the stakes are high, lives are on the line, or millions of dollars at risk, people need to know your word means something. I’ve seen plans fail and chaos unfold because someone cut corners or spun the truth. I’ve also seen success come from teams that held each other accountable and operated with honesty. Integrity isn’t just personal, it’s the foundation of leadership. People who can’t trust you won’t follow you, no matter how smart or experienced you are.
What are 3 of your goals (could be mix of personal and professional)?
First, I want to build a national preparedness coalition that bridges public and private sector efforts, creating a more resilient U.S. infrastructure. Second, I’m working on a book that shares leadership lessons from the field, blending military and emergency response stories. Third, I want to hike all the national parks with my family. It’s a way to reconnect, unplug, and pass on a love of country and nature to the next generation. All three goals speak to service, legacy, and meaningful connection, cornerstones of how I try to live and lead.
What is your favorite movie and why?
The Last of the Mohicans is my favorite. It’s a film about courage, loyalty, and standing firm in the face of impossible odds. The soundtrack is powerful, the landscapes are stunning, and the message hits home: leadership is about sacrifice, not ego. I connect with the main character’s resolve to protect what matters, even when the path is unclear or dangerous. There’s a rare raw honesty in the storytelling. Every time I watch it, I walk away feeling grounded and inspired. It reminds me that principle and perseverance still matter in this world.
What advice would you give to your younger self and why?
I’d tell my younger self: Don’t confuse motion with progress. Early on, I thought the harder I worked, the more success would follow. But real impact comes from focus, not just hustle. I’d also remind myself that failure is not a verdict, it’s feedback. And to ask for help sooner. Being self-reliant is great, but you don’t need to carry every burden alone. The people who get ahead aren’t always the smartest; they’re the ones who stay humble, curious, and adaptable. Lastly, I’d say: take care of your body and your relationships. They’re your foundation.
Are you willing to be a mentor? If yes, what is the best way to reach you?
Absolutely. Without the mentors who guided me through tough calls, career pivots, and leadership challenges, I wouldn’t be where I am. I believe strongly in paying that forward, especially to veterans, first responders, and young leaders stepping into the arena. The best way to reach me is through LinkedIn. I make time every month to connect with those who are serious about growth and service. Whether you need strategic guidance or someone to listen, I support those committed to making a difference. The next generation of leaders needs support, and I’m ready to provide it.
Just for fun, what is your favourite ice cream flavour?
Easy, mint chocolate chip. It’s got that cool, refreshing kick with just enough chocolate to keep it interesting. Plus, it reminds me of summers at home with my family, those long Texas evenings, where you catch fireflies and stay up talking under the stars. It’s more than a flavour, nostalgia, comfort, and a little tradition. No matter where I am in the world or what’s happening, a scoop of mint chocolate chip takes me back to those simple, grounding moments. And sometimes, that’s all you need.