I worked in a defence company that had a strong revolving-door relationship with the military: several of our staff were recruited from the military, often because they had good domain knowledge and if nothing else could help translate customer requirements into a language our engineers could understand. Their technical knowledge varied but I never noticed any great correlation between their military trade (let alone their original degree) and their success in the company. However, something that I observed many times was that the effective ones rapidly rose up through the management and sales hierarchies, often I suspected because their extensive leadership and people skills gained in the military, as well as decisiveness, let them run rings around management who came from a purely scientific or technical background. This seemed to be truer of the officers than other ranks, especially those who had left because their military promotions and careers were limited by availability of roles rather than (lack of) competence.

[Edit] - people skills. One ex-military guy who was recruited into my team was asked by corporate HR how he would deal with 'difficult conversations'. His answer had to do with telling people / families that their best friends / relatives (soldiers under his command) had been killed in action, or persuading one of his squaddies not to marry the local prostitute. When I decided to step back from team leadership he was my first choice as my replacement, and later became one of the best bosses I've ever had.