Moving from front line to factory floor (and back)
By Elliot Birkett, Operations Manager – Cleaning
Being a veteran has shaped who I am — both as a Marine and as a Clorox teammate. A platoon sergeant in the U.S. Marine Corps Reserves, I’m currently assigned to Kilo Company, 3rd Battalion, 23rd Marine Regiment. I recently returned from deployment with Echo Company, 2nd Battalion, 23rd Marines in the Indo-Pacific region.
In the Marine Corps, my role is to lead and support a platoon of 40 Marines and three Navy corpsmen. I’m responsible for everything from tactical planning and logistics to morale and development. Whether we’re conducting combat operations, humanitarian aid missions, or embassy evacuations, my job is to ensure the platoon achieves the commander’s intent — no matter the mission.
Our recent deployment included a rigorous pre-deployment workup in 29 Palms, California, followed by a six-month unit deployment program in Okinawa, Japan. We trained in Korea and served on alert for crisis response missions and returned in October to resume my civilian role at Clorox.
I’ve been with Clorox for four years, starting at our Atlanta cleaning plant in various leadership roles across Laundry and Pine-Sol operations. Today, I’m proud to serve as an operations manager at our Atlanta wipes plant.
People often ask how my military experience translates to my work at Clorox. The answer is simple: It’s all about ownership, teamwork, and development.
In the Marines, I own the success and direction of my platoon. At Clorox, I bring that same mindset to my team. If there’s a challenge in our operation, it’s our responsibility to solve it — together. I partner with cross-functional teams to remove obstacles and drive performance, just like I ensure my Marines have the resources they need to succeed in the field.
Teamwork is everything. In combat, the mission doesn’t get accomplished without every Marine doing their part. At Clorox, it’s no different. I serve my team by creating support systems, empowering them to hit production goals, and ensuring they have what they need to thrive.
And, finally, development is at the heart of both roles. As a platoon sergeant, I mentor squad leaders to become capable combat leaders. At Clorox, I work with production supervisors to build their skills in lean manufacturing, problem-solving, and servant leadership. When we invest in people, we build stronger teams and stronger outcomes.
I’m grateful for the opportunity to serve — both my country and my team at Clorox.
