Alumni Spotlight: Rear Admiral John Okon

Learn about SUNY Maritime College President Rear Admiral John Okon, Class of 1991, by reading his full story below.

Tell us a little bit about your time at Maritime. What did you study?

“I grew up in Syracuse, New York, and I am a proud member of the Maritime College class of 1991. My brother was an engineer, class of 1988, and my wife, who is from Catskill, NY also attended Maritime, graduating in 1992. My degree was in Meteorology and Oceanography.”

Any specific examples of lessons/teachings/experiences that directly or indirectly prepared you for your career ahead?

“Two key examples stand out for me: accountability and selfless leadership. The accountability piece has had a significant impact on my life and leadership. The regiment and environment at Maritime instill self-discipline and personal accountability. For instance, room inspections, haircut and uniform standards makes you realize that your actions not only affect you but others, and to hold yourself accountable. If you discipline yourself, no one will ever have to discipline you, that is a key learning moment of my years at the Dome. Do what’s expected of you: be on time, be in the correct uniform, and live within the rules and regulations. Find you passion and accept the lifestyle that comes with it. In the end, discipline is a key part of successful professional life where everyone reports to someone and has clear expectations to meet.

I remember Commander Tisdale, Deputy Commandant of Cadets, and how he held himself and us to a high standard in a pressurized and tough environment.  Recently I had a Cadet claim he forgot to shave, which he didn’t. I reminded him that he makes choices and they have consequences. Forgetting isn’t an excuse; it’s about owning your actions and being accountable to yourself and those around you.

Another aspect that was forged in me at Maritime was selfless leadership. On my freshman cruise, I was struggling with shipboard life and considering leaving. Bosun McCoy gave me a talking-to that triggered my intrinsic motivation, fighting for what I want. He urged me not to give up when things got tough, knowing exactly how to connect with me to inspire and motivate me. Despite my struggles and defiance, he consistently invested in me with leadership and guidance, which was a profound lesson in selfless leadership. These experiences taught me to strive for perfection and to give my best even when I felt like quitting.”

What was your first job after graduation, and what has your career path been since?

“At Maritime I was part of NROTC as a way to pay for school; coming to Maritime I had no intent to go in the Navy, let alone serve 33 years. After graduating I served as a Surface Warfare Officer on USS Ticonderoga, the first Aegis Cruiser and named after Fort Ticonderoga in New York. This was quite fitting given its tagline ‘First and Formidable.’

I met the ship in the Persian Gulf during Desert Storm on December 30, 1991. My first meeting with the Captain was a powerful testament to Maritime’s reputation. I handed over my service record, and within seconds, he identified me as an alumnus of ‘Fort Schuyler’ and assigned me as his first lieutenant on the spot. This rapid decision highlighted the immense trust and institutional reputation of Maritime, and the distinct advantage we have because of our education and training.

Similarly, my wife, who graduated in 1992, interviewed with Inchcape Shipping in Chesapeake shortly after she graduated. Instead of being given the job she applied for, her credentials from Maritime led them to create a higher-paying position specifically for her.  Again, we are different. Our incredible brand and reputation Maritime carries, which I am now the Chief Steward of, opens doors and creates opportunities that we can’t even imagine.

I drove ships for three years, serving my first year and a half as first lieutenant and the remaining time as navigator. At one point, I considered leaving the Navy as I didn’t feel like it was a good fit for me; not the ship’s part, that was great, it was more about the culture and climate. However, I found inspiration from a couple of Sailors who were Aerographers mates (oceanographers and meteorologists). Their story, their work, their culture led me to laterally pursue a transfer to meteorology and oceanography in January 1995. Despite initial resistance from my Captain, I persisted and eventually made the transition. I continued to advance in my career, holding command in Yokosuka, Japan, Monterey, California, and Stennis Space Center, MS, and held positions as Oceanographer of the Navy, Navigator of the Navy, and Hydrographer of the Navy. I retired July 1, 2024 as a Rear Admiral.

Across my 33 years, the practical experience from Maritime were consistent cornerstones of my success and put me ahead of my peers. For example, while navigating the Straits of Hormuz just a few weeks after checking about Ticonderoga, the experience and confidence I had from my abilities forged while at Maritime allowed me to take charge effectively, even when others might have doubted my capabilities because of my rank. It’s these hands-on experiences, personal leadership, followership, correcting small errors before they grow into big ones without anyone telling you to do it, doing what is expected of you before someone has to follow up is what sets Maritime graduates apart.”

Describe your current industry – or – your previous industry. How has it evolved, changed? What traits/skills/characteristics define the right person for that job/industry?

“As you know I spent 33 years in the Navy, with 29 with Naval Oceanography. Naval Oceanography and Maritime College are both people focused; that commonality is what brought my tagline “Students First, Maritime Always” with me as President. In the Navy, we operate ships, aircraft, and submarines. These are just ‘buses of technology’”, instruments of military power. It is the Sailors and Civilians, the intellectual base, which requires incredible skill, that powers these instruments to function effectively. Similarly, at Maritime College, we are in the business of developing critical-thinking, highly skilled, character-based students, leaders to be ready to lead in their respective fields.

Both aspects of the maritime industry require leadership, accountability, and a commitment to developing both the heart and mind. In the Navy, leadership is about serving others and putting the mission and people first. This translates directly to my current role, where our job is to serve the students, faculty, and staff to ensure their success. The right person for either industry must prioritize the team, possess strong problem-solving skills, demonstrate high standards and discipline, an unwavering commitment to ethical leadership. We are public servants and stewards of taxpayer dollars.

In your current role, what does success look like for you, in terms of your expectations of yourself in assuming the President of the college, and/or the expectations for the college?

“In my role as President, success involves creating a unified vision for Maritime College that upholds its traditions and values while adapting to modern challenges. My expectations are to ensure that our graduates are well-prepared for their careers through a balance of applied learning and academic rigor. I aim to tighten the capability margin among our graduates by instilling self-accountability and high standards across the board.

We need to bring Maritime College back to being first and foremost. Currently, we’re not first in enrollment, retention, graduation rate, or license pass rates. My goal is to make us number one in all these areas. I envision our graduates being critical thinkers, highly skilled, character-based leaders, and having 100% job placement before graduation. I want both public and private industry to come here and see our graduates as the top choice, even before they pass their license exams.

Our current retention rate is 75%, compared to a national average of 57%. While this is a positive, as we are above national average, I want us to aim higher, our students and parents deserve it. Imagine sending four students to Maritime and only three graduating. We wouldn’t be content with that for our own children, so why accept it for someone else’s? My goal is to exceed a 90% graduation rate, acknowledging that some attrition is inevitable due to academic or conduct issues.”

What makes a successful graduate?

“A successful Maritime graduate embodies the principles of academic curiosity, accountability, respect, and loyalty. If our graduates embody these principles, they can be placed in any part of the maritime industry and excel on day one. Fundamentally I believe this starts with being a good human being, which is the core of leadership. True leadership comes from having a good character and building the lives around you and under your charge.

A graduate who exhibits critical thinking, high skill levels, and strong character can succeed anywhere—on a ship, in a courtroom, hospital, power plant, boardroom, or in any other environment you place a Domer. To achieve this, one must have unwavering commitment to loyalty, valor, and hard work. I want these to be ingrained in the DNA of Fort Schuyler graduates. These attributes ensure our graduates are well-rounded and capable of handling various challenges in their career. It’s essential that they accept and embrace the lifestyle that comes with their chosen career path. If being at sea for six months a year is what they are passionate about, then they must fully commit to that lifestyle and the demands it entails.”

Can you describe the importance of the alumni network and how our alumni base can help propel Maritime forward for future cadets?

“The alumni network is our most powerful asset. We are all passionate about the school, what it did for each of us and what it stands for. Our alumni network is the most untapped resource the school has. From day one, I made it a priority to strengthen the relationship with the Alumni Association and the College Council. I see Maritime as a three-legged stool comprising the Foundation, the Alumni Association, and the College Council. Our alumni are a vital part of this structure, and we need to foster a deeper, more respectful relationship with them.

I am asking the alumni network to support our school and our students, future alumni, with time, talent and treasure. I need alumni to share their experiences, provide mentorship, resources, and open up opportunities within their professional networks. By strengthening their involvement, we can better support our students, ensuring they have access to the wealth of knowledge and opportunities our alumni can provide. Having alumni present and involved on campus shows the students they truly are joining a lifelong family and there is a network of Domers both on campus and in the industry they are plugged into and engaged with before they graduate.

For example, we have alumni chapters in places like Greece and Norway. By tapping into these networks, we can recruit students from these regions, providing them with opportunities they might not have had otherwise. Our goal is to leverage our global alumni base to ensure we are continually bringing in top talent from around the world.

Steve Carbery and I communicate regularly to discuss how we can leverage our alumni network more effectively. Whether it’s starting new alumni chapters or re-engaging with established groups in places like Norway and Puerto Rico, we need to focus on connecting our alumni with current and prospective students. The goal is to give back to the school and the students by creating strong supportive relationships that will help our graduates succeed in their careers and posture the school for the future.

I need Alumni as recruiters, showcasing their passion and the rewards of this career path. Our Admissions team cannot do it alone, this is a one-hand call for recruiting, and it starts with PROP, Privateer Recruiting Officer Program. From what I have seen and heard in the first 4 months, conversations with alumni have the most significant influence on prospective students’ decisions to attend Maritime.

As your President and a fellow Alumnus, can you tell I’m passionate about this?”

Closing remarks, words of wisdom to alumni, current, or future students?

“It’s important to remember that Maritime is a unique institution. The grind here is unlike any other, as it prepares you not just academically but also professionally and personally. Take pride in your work, hold yourselves accountable, and always strive for excellence. As alumni or current students, remember that your experiences and the network you build here will be invaluable throughout your career. Maritime is a lifelong journey and family. Things don’t happen to you, they happen for you; this is an extremely valuable lesson you learn at Maritime.

Maritime’s success relies on our collective effort. Together, we can make this institution the number one choice for educational and training excellence. Find your passion and accept the lifestyle that comes with it. Your passion will guide you, but you need to embrace all aspects of it. Don’t complain about the lifestyle; instead, value the experience.

For me, being President of this institution is a passion. I work seven days a week, but it doesn’t feel like work because I am passionate about it. That is what I want for every student and alumni—find your passion and go all in.

For alumni, show your passion and recruit future students. Explain to them that while this career path is demanding, it is incredibly rewarding. When you connect with them, share your story and demonstrate the immediate respect and connection we have as alumni. Let’s work together to raise Maritime College to new heights.”

Additional Points on Leadership and Patience

“In both the Navy and at Maritime, it’s imperative to adopt a mindset of service. Remember, we are here to serve and not to be served. Our pay comes from the students and taxpayers, so our focus should always be on serving their needs. This principle of selfless service is crucial in both defense and education.

Whether creating competent sailors or shaping the minds of students, the underlying goal is the same: to serve others and help them succeed.”

Current Projects and Future Goals for Alumni Involvement (PROP Program)

“As I mentioned earlier PROP is key to our future success. We’re aiming to increase the number of alumni actively involved in supporting the college. Currently, we have around 12 active alumni, and my goal is to expand this to about 36 by next year. This will place us in every major port and city along the East Coast and beyond, potentially reaching as far as New Orleans.

A key focus will be on organizing training sessions for alumni, ensuring they are well-versed in the current academics, admissions processes, financial aid complexities, student services, and athletics. The goal is to have alumni who are not only well-informed but also capable of effectively communicating the value of Maritime College to prospective students and their families.

Moreover, bringing alumni back on campus for events like the ring ceremony in the spring will help strengthen the bond between current students and alumni. These interactions are crucial, as they provide students with a tangible connection to the legacy and support of our alumni network.”

Final Thoughts

“Steve Carbery jokes that I’ve never found a microphone I didn’t like, and that’s true. If someone wants to hear about Maritime, I’m ready to talk. The passion I have for this institution and its importance in shaping young lives is something I am always eager to talk about.

If there’s anything I can do for the Alumni Association or any other initiatives, I’m here to help. The success of Maritime College is a shared endeavor, and together, we can achieve great things. Thank you for providing me this platform to share my vision and for your continuous support.”