Get to Know the 37th Commandant
Maj. Gen. William H. Seely III joined Virginia Tech on April 1, 2025 as the 37th commandant of the Virginia Tech Corps of Cadets. The first Marine to serve in that role, Seely was born in Saigon during the Vietnam War and came to the U.S. as a small child, spending his youth in California. He is married with two children, one of which is a current Hokie student.
Q: Who was the best mentor you ever had, and what was the greatest piece of advice that person gave you?
Over the course of a 36-year career, I’ve learned from many great leaders across the spectrum. In every case, I walked away with lessons that shaped how I lead, how I serve, and how I show up to get in the game when no one’s looking. One piece of advice became a thread running through all of it: "Show up and be ready." One of my early commanders once told me, “You don’t build trust in moments of crisis—you earn it in the small, quiet moments when no one’s watching.” That advice stuck with me. I’ve threaded some other points here in this interview – commitment, winning, and being accountable. Leadership isn’t just about what you do when the spotlight’s on—it’s about who you are when it’s not.
Q: What was the moment in your Marine Corps career that made you think, “Yep, this is exactly where I’m supposed to be”?
It happened in Iraq. I watched a Marine Recon team leader take charge in the middle of absolute chaos—not because someone told him to, but because he knew it had to be done. His Marines depended on his leadership. That moment hit me: this job isn’t about rank or writing perfect plans. It’s about serving those kinds of leaders—making sure they’ve got what they need when it matters most. That’s when it clicked for me: this is where I belong.
Q: What’s one lesson from your time in the Marine Corps that every cadet here should learn before graduation?
Two lessons really apply here – the first is that your success isn’t about you—it’s about the people you serve. The best leaders I’ve known didn’t focus on being in charge—they focused on taking care of those in their charge. The second is winning. One of my Marine Corps mentors used to always tell his unit -- “How can you have the will to win, if you don’t have the will to train?” Coach Vince Lombardi once said, "Winning is not a sometime thing; it’s an all the time thing. You don’t win once in a while; you don’t do things right once in a while; you do them right all of the time. Winning is a habit.” This means you and your team do not rise to the occasion—you and your team fall to your level of training. So why not train and educate yourself to be the best? When the moment of truth comes—either on the athletic field, in the classroom during a final, or marching in a parade, it’s not adrenaline or willpower that carries you across the finish line—it’s the preparation, the discipline, and muscle memory – sometimes referred to as brilliance in the basics. That means preparing, training, being accountable, and educating yourself relentlessly. Embrace discomfort and take every repetition and opportunity to improve seriously. The habits you build now will define how you will lead your teams when it counts.
Q: What’s one leadership lesson you learned the hard way?
It’s ok to go with your gut instincts. Sometimes the textbook answer is not always right, and you’re left with a mess. Learn from the mistakes made along the way and get back to the task. Experience matters. I learned the hard way that real leadership means having the humility to admit what you don’t know and the courage to ask for help. That shift changed everything.
Q: What’s your go-to movie or book for motivation?
Movie and book: "Black Hawk Down" - It captures the chaos of combat, the courage and fortitude of ordinary men in extraordinary situations, and the brutal clarity of mission-focused leadership. It’s a raw reminder of duty, sacrifice, and the bonds forged under fire.
Series: "Band of Brothers" - It’s more than just a war story—the book and series are a masterclass in leadership, resilience, and trust. Watching Easy Company endure the harshest conditions, from the beaches of Normandy to the forests of Bastogne, reminds me that true leadership isn’t about rank—it’s about responsibility and more importantly – accountability. It’s about showing up for your people, especially when everything is falling apart. The brotherhood they built through shared hardship, the quiet acts of courage, and the moral clarity of their mission continue to inspire me long after the credits roll.
Book: "Democracy in America" by Alexis de Tocqueville. It’s a brilliant outsider’s perspective on the American experiment—why it works, where it struggles, and how deeply culture shapes democracy. I’m drawn to Tocqueville’s insights on civic virtue, the balance between liberty and equality, and the tension between individualism and community. It reminds me that sustaining a republic requires active, principled citizens—not just institutions. Democracy is never guaranteed—it’s earned, sustained, and lived daily by us. Another go-to book for motivation is "The Peloponnesian War" by Thucydides. But it’s not motivational in the traditional sense—no inspirational quotes or feel-good narratives. It reminds me that leadership is about difficult choices, strategic clarity, and accepting the truth of human nature. Thucydides doesn’t sugarcoat war, politics, or ambition. Instead, he writes how hubris, indecision, and moral decay can ruin even the strongest of nations. That’s powerful motivation to lead with discipline, humility, and foresight. When facing tough decisions, we need to think about Pericles’ Funeral Oration or the doomed Sicilian Expedition—and remember that failure often starts with self-deception. Thucydides keeps me honest.
Q: If you could go back and relive one deployment or billet—not to change anything, but just to experience it again—which would it be and why?
All of them. Not because they were easy—because they weren’t —but because of the Marines I served with. The bond we formed, the way we relied on each other, and the clarity of purpose in those moments—that’s something I’ll never forget. I’d go back just to shake each of their hands again.
Here on Upper Quad
Q: If you could define your mission as commandant in one sentence, what would it be?
To develop morally grounded, mentally agile, and physically resilient leaders of character—men and women prepared to lead and trusted to serve with distinction and honor.
Q: What aspect of the school’s current culture impressed you the most when you first arrived?
The deep sense of pride, respect, and shared purpose among the cadets. There’s something profoundly inspiring about young people voluntarily choosing a more difficult path—not for accolades or obligation, but because they believe in something greater than themselves. That kind of conviction can’t be taught—it’s earned, lived, and felt throughout the cadet leadership. What struck me most was how deeply the ethos of Ut Prosim (That I May Serve) runs through the university and the Corps. Service here isn’t just a motto at the Pylons; it’s a lived and shared commitment. Servant leadership is everywhere. You can feel it in the way cadets, students, staff, and faculty carry themselves, push each other to grow, and take pride in being part of something bigger. It told me immediately that this is a community committed not just to achievement, but to purpose—where leadership is grounded in service and character. This is home!
Q. How do you plan to balance tradition with innovation in shaping the next generation of leaders?
Tradition gives the Corps identity, purpose, legacy, and pride—it's our foundation. Innovation ensures we remain relevant, adaptive, and forward-looking. As commandant, I’ll honor the Corps’ legacy and values while modernizing training, education, and leadership development to meet today’s operational demands and societal challenges. We will uphold our time-honored principles while embracing new methods and ideas that prepare cadets for a rapidly changing world. In short: the Corps will lead with the wisdom of the past and the vision of the future!
Vision - Mentorship - Impact
Q: If you could instill just one core value in every cadet, what would it be?
Integrity. Integrity stands at the heart of all true leadership. Without it, other values like courage, discipline, and honor lose their meaning. Integrity means being truthful, consistent, and accountable—even when no one is watching. It’s the compass that guides decisions and builds trust. This is the foundation of effective leadership and lasting relationships. I want every cadet to carry integrity as their non-negotiable core. Integrity enables people to face adversity with confidence, lead authentically, and serve with honor throughout their lives. It’s the value that transforms potential into purpose.
Q: If a cadet walked into your office needing advice about overcoming failure, what would you tell them?
Failure isn’t the end—it’s a beginning. It’s ok to fall flat on your face – because at least you’re moving forward! Failure is not the opposite of success; it’s part of how we get there. The key is how you respond. Own the setback, be accountable, learn the lesson, and get back into the fight. Every great leader I’ve known has stumbled—what set them apart was their resilience, their humility, and their refusal to let failure define them. Fall forward, not back. Remember, it’s okay to feel disappointment, but do not dwell on it. It’s easy to do that. Use it as fuel for growth. As leaders – we need to ask ourselves what can we do better next time? Seek feedback from fellow cadets, mentors, and peers. Progress comes from determined persistence, not perfection. Stay focused on your long-term goals, and let each setback teach you something new. You’re not alone—everyone faces challenges. What matters most is how you rise after every fall.
Q: The world is changing fast—what skills do you think will be most essential for future military leaders?
I have listed a couple of skills that I think are worth mentioning. Our cadets need to be skilled in adaptive thinking, emotional intelligence, and ethical decision-making. However, as technology, lethality, and innovation reshape the battlefield, leaders must expand their skill sets to thrive in ambiguity and complexity.
-Adaptive Thinking and Cognitive Flexibility: The ability to quickly adjust strategies and tactics in response to new information, unexpected threats, or rapidly changing conditions is crucial. Leaders must question assumptions and remain open to unconventional solutions – first movers gain the advantage!
-Emotional Intelligence and Empathy: Understanding and managing one's own emotions, as well as those of your team, fosters trust and enables effective communication. Empathy enables leaders to anticipate the impact of their decisions on others and to build cohesive, resilient teams.
-Ethical Decision-Making: Upholding moral and legal standards, even under pressure, is vital for maintaining legitimacy and trust. Ethical judgment must guide the use of new technologies and the conduct of operations, especially with the expanded use of AI, machine teaming, and precision strike warfare.
-Technological Fluency: Cadets need a strong grasp of emerging technologies—such as AI, cyber systems, and data analytics—to make informed decisions and effectively integrate new capabilities into operations. The scale of change is exponential. We need to be ready.
-Critical Thinking and Problem-Solving: The ability to analyze complex situations, interpret vast amounts of data, and make sound decisions under pressure is mission essential.
-Cross-Domain Integration: Modern warfare requires synchronization across multiple domains—land, air, sea, cyber, and space. Leaders must understand and coordinate capabilities across these areas to achieve mission success. This is modern warfare.
-Resilience and Stress Management: The capacity to remain composed and decisive during crises is critical. Training should simulate high-pressure scenarios to build mental toughness and prevent burnout. Remember -- “How can you have the will to win, if you don’t have the will to train?” The saying “fight like you train and train like you fight,” pertains here.
-Interpersonal and Cultural Aptitude: Building trust within diverse teams and understanding regional dynamics are key to successful operations in multinational or multicultural environments. Our joint force has global reach. We have a responsibility to be mission ready to operate worldwide, under any condition, with any ally or partner, to meet mission objectives.
Rapid Fire Questions
Q: In a hypothetical Marine Corps survival scenario, what’s the one non-essential item you’d insist on bringing?
Coffee. Not instant—real coffee. If I’m going to survive anything, I’m doing it with a cup in hand. Marines can go days without sleep, but not without caffeine. I have a stainless-steel coffee cup that I received as a mess night gift when I was a lieutenant. That coffee cup has deployed with me on every deployment, operation, training event, and command over the course of my 36-year career.
Q: If you could give your younger self one piece of advice before starting your military career, what would it be?
Don’t take yourself too seriously. Life is too short. Be mission-focused, yes—but laugh more, ask more questions, and never underestimate the value of humility and good reliable teammates. Oh, and read more.
Q: What’s the strangest thing you’ve ever had to improvise as a tool in the field?
We once fixed a broken antenna bracket on a Humvee with a combination of duct tape, a fork, and a zip tie. It held through two patrols. Marines don’t need tools—they adapt and overcome.
Q: If you were stuck on a deserted island, which three historical figures would you want with you—and why?
Theodore Roosevelt — because he embodied relentless drive and moral courage. He wouldn’t just survive and get me off the island—he’d lead me to find purpose, build resilience, and push forward no matter the odds.
Sun Tzu — for the clarity and discipline he’d bring to chaos. His wisdom teaches us that victory isn’t always about force—it’s about awareness, adaptability, and mastering both ourselves and the environment.
Winston Churchill — for his unshakable spirit in the darkest moments. When hope feels distant, his voice would steady us, sharpen our resolve, and remind us that perseverance itself is a form of triumph. It’s about seeing success – never failure. Together, these three remind us that leadership is not just about power or position—it’s about endurance, strategy, and the courage to keep moving forward when the way is hardest. Because in the end, it’s not the island that defines us—it’s how we face it.
Q: What’s a guilty pleasure (food, music, hobby) that would totally surprise people? Food—yes! Music -- 80s power ballads. Journey, REO Speedwagon, Rush, Yes, Foreigner, Van Halen, the list keeps going — especially when driving the Charger solo. Windows up, volume high.
Q: What’s something that no one would expect from a Marine major general?
Reels, memes—Marvel. There’s a working theory that "Captain America: The Winter Soldier" is actually a leadership case study. I mean, honor, mission focus, betrayal, moral courage... it’s practically professional military education with a shield. And what about Tony Stark’s leadership arc? It is a masterclass in transformation. He starts as a self-absorbed futurist who believes technology can fix everything—until he learns that leadership isn’t about control or charisma. It’s about accountability, legacy, and putting others before yourself. The Endgame Tony Stark is unrecognizable from Iron Man Tony Stark—and that’s the point. Tony's leadership journey is about loss, growth, and ultimately, sacrifice in the service of others.
Q: If you had to sum up your leadership style, what would it be?
My leadership style is simply to lead from the front, listen more, think before you talk, look before you leap—and when I commit, I go all in. It reflects the spirit of Isaiah 6:8: ‘Then I heard the voice of the Lord saying, “Whom shall I send? And who will go for us?” And I said, “Here am I. Send me!”’ Leadership means being the one who steps forward when it matters most—deliberate in thought, decisive in action, and always ready to carry the burden others cannot.
Q: After years in the Marine Corps, what’s been the biggest adjustment to civilian life—anything you secretly love but wouldn’t admit to your fellow Marines?
Honestly? The absence of a required 0400 wake-up. I still wake up early but knowing that I don’t have to gives me an odd sense of freedom. And I’ll admit—I’ve come to appreciate not wearing boots every day (well, almost). I have a growing collection of Hokie gear and khakis, and I’m not mad about it.
Maj. Gen. William H. Seely III Biography
Throughout his 36-year military career, Maj. Gen. Seely served in numerous critical leadership and command assignments ranging from platoon commander to task force commander to war college commandant. Among his command assignments, he served as the communications platoon commander for 3rd Reconnaissance Battalion from 1990-1992, company commander for India Company, Marine Cryptologic Support Battalion from 2000-2002, and battalion commander for 3rd Reconnaissance Battalion, 3rd Marine Division from 2006-2008. Additionally, he commanded Marine Corps Intelligence Schools under Training Command from 2011-2013, led Task Force-Iraq as part of the Combined Joint Task Force-Operation Inherent Resolve from 2019-2020, and served as the commandant of the Joint Forces Staff College from 2020-2021 in Norfolk, Virginia. During his last assignment with the Marine Corps, he served as the commandant of the Eisenhower School at the National Defense University. He served as an intelligence officer for 3rd Reconnaissance Battalion from 1992-1993, Joint Task Force United Shield Mogadishu from 1994-1995, 11th Marine Expeditionary Unit (Special Operations Capable) from 1996-2000, U.S. Central Command in Tampa, Florida from 2004-06, Marine Forces Central Command Bahrain from 2002-2003, and as the director of the Intelligence Integration Division at Marine Corps Combat Development Command from 2010-2011. He also served as the intelligence director for the Combined Joint Forces Land Component Command - Iraq from 2015-2016. As a general officer from 2016 - 2017, he served as the Marine Corps' Director of Intelligence and as the Marine Corps' communications strategy director from 2017-2019. Later from 2021-2023, he served as the Marine Corps' Director of the Information Intelligence Division.
Maj. Gen. Seely’s operational deployments include UNITED SHIELD in Mogadishu, Somalia, (1994-1995), SOUTHERN WATCH / INTRINSIC ACTION / DESERT THUNDER in Kuwait and Saudi Arabia (1996-1998), SAFE DEPARTURE in Eritrea (non-combatant evacuation) (1998), and Operation STABILISE in East Timor (humanitarian assistance) (1999). He served during the Global War on Terrorism as part of Operations ENDURING FREEDOM in Bahrain/Kuwait (2002-2003), IRAQI FREEDOM in Al Anbar, Iraq (2005, 2006-2007, 2008) and INHERENT RESOLVE in Iraq (2015-2016, 2019-2020). He also has multiple shipboard deployments aboard the USS Belleau Wood, USS Essex, USS Tarawa, and USS Peleliu.
Maj. Gen. Seely's personal military awards include the Navy Distinguished Service Medal, Defense Superior Service Medal with Oak Leaf Cluster, Legion of Merit with Gold Star, Bronze Star with two Gold Stars and “Combat V,” Defense Meritorious Service Medal with two Oak Leaf Clusters, Meritorious Service Medal with Gold Star, Joint Service Commendation Medal, Navy and Marine Corps Commendation Medal with two Gold Stars, Navy and Marine Corps Achievement Medal, and the Combat Action Ribbon. He is authorized to wear the Navy scuba, Navy-Marine Corps parachutist, and the Joint Chiefs of Staff Identification insignias.
Maj. Gen. Seely graduated with a bachelor's degree from American University and holds master's degrees from Oklahoma State University, the National Intelligence University, and the Naval War College (With Distinction). He also holds certificates from the Marine Corps University, Army War College, Air University, Singularity University, Johns Hopkins, UNC-Chapel Hill, MIT, and Harvard.