Michael Thompson

Senior Consultant

Deloitte

May 2022 - Present
San Diego, California

Senior Consultant; Accounting & Internal Controls 

(2022 to Present)

Assigned to advisory practices in order to provide subject matter experience in preventative and corrective maintenance strategies including including reliability centered maintenance, equipment criticality analysis, capital asset management, kaizen & continued process improvement methodologies, predictive / preventative maintenance strategies, budgeting and adherence to policies, orders and laws.

• Engaged by the California Department of Water Resources (CA DWR) to perform a gap assessment for 23 process areas in existing financial processes to meet Generally Accepted Accounting Principles and Governmental Accounting Standards Board standards and compliance.
  • Identification of 9 resilience gaps and provided subject matter experience in Capital Asset retirement and inventory management. Identified areas to enhance transparency and efficacy of financial reporting and compliance.
• Engaged by the United States Coast Guard to review and enhance their Real Property Management Manual ensuring compliance to applicable to appropriate Codes of Federal Regulations and appropriate statutes and laws.
• Created and managed unique human resource programs to increase job opportunities for veterans that possess highly sought after skills and clearances to fill numerous hard-to-fill roles within the firm.
• Active member of the diversity, equity and inclusion group that including leading 2 transition summits for veterans and military spouses within the Southern California area.

Chief Warrant Officer 3

United States Marine Corps

April 2000 -April 2022

Worldwide Service

Senior Manager Maintenance Department (2021 to 2022)

Promoted to strengthen the preventative and corrective management of all equipment/tools, including automatic information systems (AIS), managing programs across 8 functional areas. Lead team of 3 direct reports while supporting entire department of 800. Review status of equipment and present to senior leadership. Devise new and improved processes to avoid future failures during inspection. 

•    Created program to manage all load-testing requirements for 60+ cranes and forklifts in accordance with local and OSHA standards that enabled uninterrupted operational support.

Department Senior Manager (2020 to 2021)

Challenged to build this team from scratch as a spinoff to encompass logistics, equipment, and engineering, including civil engineering. Granted $10M startup budget and led team of 200 employees to include all performance appraisals. Awarded (1) Navy Marine Corps Commendation Medal.

•    Trained 98 employees in the engineering equipment department within 4 months.

•    Spearheaded 324 missions with 11K engineer equipment hours to move 15.6M pounds of cargo.

•    Selected as senior manager for all maintenance items in support of COVID-19 relief efforts in GUAM while functioning as safety manager, which resulted in 0 mishaps during 90-day deployment and zero employees infected with COVID.

Department Senior Manager (2018 to 2020)

Transitioned to turn around underperforming team charged with engineering and logistics. Managed maintenance program that incorporated both preventative and routine maintenance activities, aimed to minimize machine downtime. Led mechanical staff in repairs or rebuild of equipment as needed to avoid breakdowns, ensuring quality work completed safely and documented accurately. Revitalized team culture and morale by clarifying the vision and communicating value. Managed $10M budget. Awarded (1)Navy Marine Corps Commendation Medal.

•    Directed maintenance process for 400+ pieces of equipment, resulting in 90% material readiness rating over 2 years.

•    Managed 117 preventive and corrective maintenance service requests totaling 3,063 maintenance hours and requisition of 439 repair parts.

•    Delivered long-overdue training to 70 employees by sourcing needed equipment, completing any necessary repairs, and returning it to the other team in working order.

•    Retained 15 employees by rejuvenating company culture and providing exceptional leadership, support, and training.

•    Led 55-member cross-functional team during first-ever combined forces training with the Northern Japanese Army. Oversaw construction of 147K sq. ft. aircraft runway and managed 40K aircraft refueling station.

•    Executed recovery of 4 crash-landed aircraft during 3-year span by managing all logistical movement requirements to and from the crash site, ensuring safe removal and saving the Marine Corps $3.2M dollars.

•    Completed 2 in-depth maintenance inspections which resulted in zero significant findings.

Engineering Department Supervisor (2013 to 2018)

Advanced to direct and oversee daily administrative requirements for 128 personnel, which encompassed counseling, annual training, personnel resolution issues, and coordination of all required offsite work requirements. Assumed accountability for property management of $200M in equipment (ranging between 70-100 items), ensuring proper maintenance and care. Monitored quarterly budgets of $750K, reconciling discrepancies and preparing accurate financial reports. Received 1 Navy Marine Corps Commendation Medal during this period.

•    Led 3 projects with 200+ personnel and 35 pieces of earth-moving equipment that encompassed 20K-gallon refueling capability, construction of 5 miles of unimproved roads, a 5K sq ft unimproved airfield that met FAA regulations, and set-up of a temporary maintenance facility.

•    Conducted a maintenance program review of the El Salvadorian Navy special forces for 70+ assets.

•    Provided sound recommendations to revamp and revitalize a failing program in a 12-page detailed report.

•    Maintained 70+ items at 92% readiness over a 12-month span as senior maintenance manager for all bridging assets.

•    Conducted exhaustive research of all boats identifying manufacturer defects for the fueling and cooling systems saving the Marine Corps $35K for each boat affected.

•    Reduced employee complaints 33% by implementing 4 programs that effectively promoted quality and diversity as part of the culture of the organization.

•    Developed robust training program for 128 personnel on employee benefits and payroll information.

Engineering Department Manager (2008 to 2013)

Initiated a revision of outdated employee handbook and developed 12 HR policies and procedures. Researched, developed, and reviewed training standards IAW OSHA on maintenance procedures for new pieces of equipment.

•    Improved work output 20% by developing and facilitating mentorship program for 74 personnel that encouraged employee growth and learning within the department