I worked with Mike at Northrop Grumman from March 2019 until May 2020 and it was a pleasure to learn from his leadership traits as well as his industry-wide manufacturing / production operations expertise. Mike’s mentorship was invaluable starting a new role to expand the capabilities of the organization and to define the scope of the inaugural position.

With fond memories and a significant measure of gratitude, I am enthusiastic about recommending Mike Ogle’s leadership for whichever organization is lucky enough to have him. I met Mike while working at ATK (now Northrop Grumman) in Clearwater, FL. Being a twenty-something veteran just striking out on my adventure into a civilian workforce, I was struggling to understand my place in… well, everything. When Mike joined the organization soon after, it was apparent even to this pessimistic and prickly young man that he was truly genuine. When he talked to people it was obvious that he became invested in what they did and how they felt about it. He seemed to enjoy jumping into the process, learning all he could even as he encouraged growth and improvement. And even when he was extremely busy with senior management functions or rushing to meetings, he was never dismissive of anyone who needed a moment. These things alone would have cemented him as a quality team leader in my mind, but he had to go above and beyond in offering personal mentorship as well. My impression of Mike’s mentorship is not just that he says some kind words and gives a few key insights – though he has plenty of anecdotes and lessons learned that are fun to share. More importantly, Mike offers a blueprint for taking ownership. For my part, he encouraged me to take responsibility for everything that I did – how I connected with my coworkers, how I connected with the process. These concepts of personal buy-in, of process investment and ownership as the keys to success, now seem self-evident. They would not have been so without Mike’s patient and good-natured tutelage. A decade later, when I told him how much I thought he had helped me improve and succeed in my career, his response was

I worked with Mike at Northrop Grumman from March 2019 until May 2020 and it was a pleasure to learn from his leadership traits as well as his industry-wide manufacturing / production operations expertise. Mike’s mentorship was invaluable starting a new role to expand the capabilities of the organization and to define the scope of the inaugural position.

With fond memories and a significant measure of gratitude, I am enthusiastic about recommending Mike Ogle’s leadership for whichever organization is lucky enough to have him. I met Mike while working at ATK (now Northrop Grumman) in Clearwater, FL. Being a twenty-something veteran just striking out on my adventure into a civilian workforce, I was struggling to understand my place in… well, everything. When Mike joined the organization soon after, it was apparent even to this pessimistic and prickly young man that he was truly genuine. When he talked to people it was obvious that he became invested in what they did and how they felt about it. He seemed to enjoy jumping into the process, learning all he could even as he encouraged growth and improvement. And even when he was extremely busy with senior management functions or rushing to meetings, he was never dismissive of anyone who needed a moment. These things alone would have cemented him as a quality team leader in my mind, but he had to go above and beyond in offering personal mentorship as well. My impression of Mike’s mentorship is not just that he says some kind words and gives a few key insights – though he has plenty of anecdotes and lessons learned that are fun to share. More importantly, Mike offers a blueprint for taking ownership. For my part, he encouraged me to take responsibility for everything that I did – how I connected with my coworkers, how I connected with the process. These concepts of personal buy-in, of process investment and ownership as the keys to success, now seem self-evident. They would not have been so without Mike’s patient and good-natured tutelage. A decade later, when I told him how much I thought he had helped me improve and succeed in my career, his response was

I worked with Mike at Northrop Grumman from March 2019 until May 2020 and it was a pleasure to learn from his leadership traits as well as his industry-wide manufacturing / production operations expertise. Mike’s mentorship was invaluable starting a new role to expand the capabilities of the organization and to define the scope of the inaugural position.

With fond memories and a significant measure of gratitude, I am enthusiastic about recommending Mike Ogle’s leadership for whichever organization is lucky enough to have him. I met Mike while working at ATK (now Northrop Grumman) in Clearwater, FL. Being a twenty-something veteran just striking out on my adventure into a civilian workforce, I was struggling to understand my place in… well, everything. When Mike joined the organization soon after, it was apparent even to this pessimistic and prickly young man that he was truly genuine. When he talked to people it was obvious that he became invested in what they did and how they felt about it. He seemed to enjoy jumping into the process, learning all he could even as he encouraged growth and improvement. And even when he was extremely busy with senior management functions or rushing to meetings, he was never dismissive of anyone who needed a moment. These things alone would have cemented him as a quality team leader in my mind, but he had to go above and beyond in offering personal mentorship as well. My impression of Mike’s mentorship is not just that he says some kind words and gives a few key insights – though he has plenty of anecdotes and lessons learned that are fun to share. More importantly, Mike offers a blueprint for taking ownership. For my part, he encouraged me to take responsibility for everything that I did – how I connected with my coworkers, how I connected with the process. These concepts of personal buy-in, of process investment and ownership as the keys to success, now seem self-evident. They would not have been so without Mike’s patient and good-natured tutelage. A decade later, when I told him how much I thought he had helped me improve and succeed in my career, his response was