Jason Scott Dozier

Manager, Plans and Operations
Hire Heroes USA

Master of Public Administration (MPA)

Mr. Dozier is the chief administrative officer for Veteran Programs, assisting with special event planning, resource allocations, and coordination; performs program analysis in order to recommend improvements to programs, processes, and products.

  • MPA, The University of Georgia 2013
  • AB, Denison University 2005 History & Education
Pre-Occupation (Hobbies)

Jason enjoys doing Crossfit.

Most Memorable SPIA Class Moment?

Routinely being 5-10 minutes late to class after intermission because I’m stuck standing in the Jittery Joe’s line at the MLC.

My Top Three Career Tips
  1. Gain skills. Learning how to make yourself useful to other people will pay dividends.
  2. Be social. Personal networks are instrumental for finding employment and business opportunities, and your very first professional networks are developed while in school.
  3. Know your personal brand. The ability to tell a stranger who you are and what you offer is a vital part of networking—practice your “elevator pitch.”
Volunteer Activities / Service on Boards

Academic Tutor at S.A.Y. Yes! program sponsored by New Life Covenant Church Volunteer with Midtown Neighbors Association

Favorite Athens Haunt & Getaway

Little Kings—great DJs, great dancing, great people. Atlanta, primarily because there were more amenities that I was interested in (especially during baseball season)


It’s not entirely a quote, but there’s a story surrounding President Lincoln that is possibly apocryphal, like most stories surrounding President Lincoln tend to be, but I’ve found it impactful as I’ve grown to better understand the complexities of governance. Once when asked by a reporter about the wartime successes of General Grant, Lincoln recounted the tale of a chess-playing “automaton” called the Mechanical Turk, a contraption that went on to defeat multiple players across Europe. However, one astute player, both angry about his defeat and curious about the complexities of the machinery, peeked inside the console and exclaimed “Hey! There’s a person in there!” And so, Lincoln recalled, that was the secret to Grant’s success. And so much of my time in SPIA was spent learning that despite the models and algorithms and complexities and intricacies of modern government, it is really the cadre of public professionals—people, if you can believe it—that determine the efficacy of public systems. The assumption is that government is unwieldy and immutable because of the size of its machinery, especially in a technology-driven age where data informs decision-making, but nothing is truly automated, and managers have a much greater capacity to affect significant change in these large institutions than we tend to credit.