“Close as the minute Diatherix was made aware of his struggle with PTSD, this European-owned company abandoned him. They picked the wrong state in which to betray a veteran,” declared Artur Davis, attorney for Peter Carothers, an honorably discharged Marine Corps officer. This is a reflection of the anger that a great many veterans and workers with mental illness feel when entering corporate America, especially when responding to the strength of reporting a diagnosis with immediate and unexplained firing.
1. Disclosure of PTSD and the possibility of Wrongful Termination
The case of Peter Carothers, having led a 60-man platoon through over 30 combat operations and having been awarded the Navy and Marine Corps Commendation Medal with Valor, shines a piercing light on the intersection of disclosure of disability and workplace discrimination. Having been diagnosed in 2024 with PTSD, Carothers became President of Eurofins Diatherix Laboratories. But when, at last, he disclosed his need for time off to attend VA clinic appointments, the reaction was swift and chilling. Internal consulting responsibilities were reassigned, and Carothers felt a shift in decision-making within operations one that worked to erode his authority and, eventually, his sense of security.
The lawsuit contends that the firing of Carothers, just days after he disclosed his combat-related severe PTSD and ongoing therapy, was on “amorphous performance-based reasons.” Noteably, there was no prior history of performance issues, no plan for improvement, and no warning. The company, when queried by EEOC investigators, would not produce any document that his firing had been prearranged before his disclosure. This is not a singular practice. As with many EEOC settlements, such as EEOC v. Ranew’s Management Company, terminating an employee after a disclosure of mental illness potentially has severe legal and reputational consequences.
2. The Legal Backbone: ADA, FMLA, and EEOC Protections
The Americans with Disabilities Act (ADA) does not permit any ambiguity: it is illegal for an employer to discriminate against an individual because of a mental illness. That includes PTSD, which the Equal Employment Opportunity Commission (EEOC) specifically identifies as an qualifying disability. Employers must provide reasonable accommodations except that it would cause undue hardship, and they must not discharge, demote, or harass employees for making a request for or using such accommodations.
In addition, the Family and Medical Leave Act FMLA also guarantees up to 12 weeks of employment-protected leave for a serious health condition, which may include mental illness. According to the Department of Labor, FMLA leave is entitled because of treatment, therapy sessions, or incapacitation periods due to PTSD. The employer has a duty of confidentiality and cannot retaliate against the workers for the exercise of such rights.
3. Transition from Military to Corporate Leadership: The Veteran’s Dilemma
Veterans like Carothers bring immense leadership, discipline, and crisis management experience to the civilian workforce. This transition is usually fraught with challenges, nonetheless. Veterans have a cultural mismatch military service is not recognized, and pressures of serving, especially mental health challenges such as PTSD, go unnoticed or are stigmatized. Veteran unemployment is linked with increased risk of depression, drug and alcohol abuse, and worthlessness, according to the Journal of Vocational Rehabilitation.
Corporate cultures may not have the trust and camaraderie veterans are accustomed to, and the gap is enormous. As one veteran explained it, “Too much attention given to PTSD infuses a stigma that veterans aren’t suited for the workplace.” This bias can lend a hand both direct and indirect forms of discrimination, making it even tougher for veterans to find meaningful work and excel.
4. Employer Best Practices: Building a PTSD-Inclusive Workplace
The ADA and EEOC give the legal requirement, but true change is when employers go the extra mile to build a culture of understanding and inclusivity. Best practices include engaging in the interactive process a collaborative dialogue to find effective accommodations and practicing stringent confidentiality with medical information. Reasonable accommodations under PTSD can be nothing but flexible scheduling, isolated work space, regular breaks, or modified communication methods.
Other excellent supports include noise-reduction headphones, written records, and even the presence of service animals or support individuals at stressful events. The secret is to deal with each case individually, since symptoms of PTSD and triggering stimuli differ so much.
5. The Role of Resources and Support Networks for Veterans
Veterans need something more than the law’s simple compassion; they need subtle access to robust support systems. Veterans Place of Washington Boulevard and Department of Labor grantees are such communities, providing job help, mental health services, and peer support. These networks help veterans translate military skills into civilian success, providing useful skills on resume building, job seeking, and surviving corporate culture.
But even with these tools, the burden still falls on employers to appreciate the contributions of veterans and to provide avenues for their promotion. And as businesses become increasingly aware of these opportunities, the expectation is that anecdotes such as Carothers’ grow more infrequent.
6. Lessons from Recent Legal Actions: What Happens When Rights Are Violated
The court history is full of cases where employers failed in ADA responsibilities. In EEOC v. Mine Rite Technologies, LLC, a combat veteran with PTSD was harassed by his supervisor and compelled to quit. The resulting settlement required anti-discrimination training and pro-employee-with-disability policies. These penalties equal a clear warning: failure to accommodate or retaliating against employees with PTSD is not only unethical but costly.
7. Action Steps for HR and Advocates
For HR and legal professionals, the course of action is clear. Start by updating and revising ADA and FMLA policies to bring them up to date in terms of law and best practice. Train managers to recognize signs of PTSD and respond with empathy, not suspicion. Go early and often with the interactive process, and document, document, document. Most importantly, build a workplace culture that welcomes disclosure as a sign of trust, not suspicion.
To empower and educate, mental health advocates and veterans must be high on the priority list. Encourage veterans to know their rights in requesting accommodations and how to build support networks. Help them by giving success stories and resources that chip away at stigmas, which perpetuate resilience.
Indeed, disclosing PTSD when received with kindness and proper guidance serves as beneficial to all parties the workers, employers, and the community.
