MIKE FLENTJE

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MIKE FLENTJE

Michael Flentje is a highly accomplished business and military leader with over four decades of delivering high value impact to organizations while serving in leadership roles as a business practice leader, management consultant, and nuclear submarine officer.

Mike served as a management consulting practice leader in “Big Four” firms including KPMG, Deloitte, and PricewaterhouseCoopers. His teams designed and delivered large-scale engagements to implement business strategies and resolve myriad problems. Solutions included organizational, people, process, and technology elements focused on improving efficiency and effectiveness. He served as a leader on the team that was the first professional services organization to earn the Malcolm Baldridge National Quality Award.

Mike also served as a career nuclear submarine force officer in the U.S. Navy. He held positions specializing in personnel training, maintenance, and operations of highly complex and integrated shipboard systems including a tour as Commanding Officer of the Navy’s most advanced fast-attack nuclear submarine. Mike designed, developed, and delivered the original leadership and management development program for the Navy submarine force. He also served as the Program Manager of a Nuclear Arms Elimination Program in the former Soviet Union for the Department of Defense.

Mike’s areas of subject matter expertise include: leadership and management development, large scale program management, organizational transformation and change management, strategic planning, talent management, workforce development, supply chain management, total quality management, technology-enabled training, nuclear propulsion and energy, and business process improvement.

Mike is a graduate of the United States Naval Academy and the Navy’s postgraduate nuclear engineering program.

Recent Posts

Focus on CLIENTS, Not Just Projects

How come some contractors always seem to pick off the choice work with choice owners? What techniques do they use to get and stay ahead of the business development competition? How do they always seem to know the client’s hot buttons and preferred trade partners? How...

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Three Tips for Keeping Your Mission Front and Center

It may be fairly simple for very small contractors to communicate their mission among a handful of employees. But what happens when contractors grow and add more – sometimes dozens and even hundreds more – people to their teams over time? Then what? Please tune in...

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Selecting and Winning the Right Work

If you’re like most contractors, even the largest ones, most of your business development effort comes just before your presentation is due or the project nears award. The hurry up and rush nature of BD can easily cause a contractor to develop myopia and miss big...

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