Led all financial and operational functions of a top performing school district with over $100 million in annual expenditures. Recruited to help solve structural challenges; have reduced budget deficit by over $4 million, created a zero-based budget for over $30 million in personnel costs, developed an interactive negotiations calculator which led to a multi-year labor agreement while ensuring reserves were maintained, and identified over $9 million in unclaimed facilities funding.

Small business owner. Established a 53-acre intensive-grazing / no-till ranch beginning in 2017, focused on topsoil generation, multi-species intensive rotational grazing, water retention, and heritage breed livestock.In 2020-21 I created Front Range Natural Ponds (https://frontrangeponds.com/) -delivering ecologically balanced pondscapes to a rapidly growing clientele.

Led a team of 300 classified employees through 4 directors; responsible for all fiscal activities and non-instructional operations for the district’s 23 sites and ten thousand students. Oversaw budget development, execution, and accounting of over $125 million in annual general fund expenditures while ensuring adequate reserves were re-established. Received two consecutive unqualified audit opinions – a first for the district. Citing “improved financial management” S&P upgraded the district’s credit rating which facilitated a bond refinancing to both save the taxpayers money and allow the district to pursue another measure. Restructured the maintenance and operations department reducing management overhead by 20% while improving services over the 1.1 million square feet of classrooms and over 250 acres of grounds. While increasing food service to over 2.3 million meals annually, enacted efficiencies that enabled nutrition services to operate without assistance from the general fund. Pursued grants that resulted in nine new school buses, improving efficiency over the 1.3 million miles logged annually on 86 daily routes. Oversaw all purchasing and contracting activities exceeding $50 million each year, all warehouse operations, the mail room, risk management, labor negotiations, benefits administration, payroll, accounts payable / receivable, emergency management, campus security and police, facilities use agreements, and all other functions outside of direct in-classroom instruction. Retired to focus on raising three pre-teen siblings we adopted from the foster system that year.

Led one of the top performing districts in the state despite per pupil funding 30% less than any of our adjacent districts. Implemented first five-year programmatic budget, identified over $800,000 in erroneous payments, and established the allocation process to prioritize over $10 million in shortfalls. Initiated the first Facilities Master Plan, created a specific and prioritized project list, and led public engagement efforts resulting in the first ever bond endorsement by CALTAN (a vocal anti-bond organization) and the passing of the largest bond in WVUSD history. Developed a life-cycle replacement program for maintenance assets and implemented environmentally friendly water catchment improvements. Negotiated a “fair share” agreement with labor associations allowing the district to avoid a strike while ensuring a potential drop in revenue wouldn’t cause a fiscal crisis. Resigned following youngest son’s graduation to move to our ranch in Grass Valley.

Led a team of 700 Marines and Civilians to provide training to 16,000 recruits each year. Responsible for receiving (the iconic "yellow footprints"), martial arts training, water survival, academics, testing, and the rehabilitation of injured recruits. Over my command tour, we have improved the "return to training" rate by 60%, greatly improved morale, and have reduced misconduct allegations by 85%.Col Lee, MCRD Chief of Staff:"Selfless, sincere, compassionate officer... Expertly sets and manages the conditions in his battalion ensuring the mission success is balanced with the successful development of each Marine... unquestionable integrity, superb leadership and management acumen."

Taught post-graduate level Command and Staff College (year one) to students from the Marines, the Navy, the Coast Guard, and civilian agencies (DHS, e.g.).From my students:"Mike Hodson is a very good instructor. He is extremely knowledgeable and ensures the seminar periods are meaningful and efficient. Personable, knowledgeable, and makes me look forward to Monday evening seminars.""I like his humor mixed with his experience and knowledge. Very good at getting the class to discuss the topic."

Responsible for the programming, budgeting, and execution of $2.9 billion in Operations and Maintenance and Military Construction funds for all USMC forces and installations on the east coast. Led fiscal components of several USMC-wide activities including the establishment of Installations Command, the transition of the Marine Corps Security Cooperation Group, the F-35 base support agreements, and the implementation of Manage to Payroll for civilian personnel. Lieutenant General Hejlik: - "Through detailed and thorough cash management oversight, LtCol Hodson developed and executed a financial plan to carry MARFORCOM through this tumultuous period while still allowing compliance with statutory constraints and fiduciary restrictions." - " in each month during LtCol Hodson's tenure, MARFORCOM has met or exceeded obligation performance goals and is often pointed out and cited by HQMC as a model for other major commands to follow.” - "Spearheaded a number of legacy projects.... these initiatives resulted in a significant decrease to manual workload, greater account accuracy, strengthened internal controls, and world class financial management support.”Mr. Glenn Bixler: "A leader. Projects self-assurance and unshakable confidence without appearing arrogant. Cuts through complex financial issues and identifies high leverage intervention points. Impressive ability to build USMC-wide consensus on funding protocols in support of operating forces… aggressively exercises his leadership, experience, and proficiency to defuse and resolve complex funding responsibility situations.”

Led the Desk Officer Branch for the $6 billion command. Reviewed, evaluated, and determined individual component commands' budgets and adjudicated funding issues between Geographic Commanders and Services. Selected to represent USSOCOM in the Business Practices Working Group for the Quadrennial Defense Review; the only LtCol selected to do so. Finally, hand-picked as the Executive Officer to the Deputy Commander. In that capacity, was responsible for tracking a myriad of classified programs and activities, preparing briefs, and other high-profile activities.Lieutenant General Kearney: “… an extraordinarily talented officer and is among the best I have served with in all services over 34 years.. The areas of expertise that LtCol Hodson managed ranged from SOCOM’s requirements, budget, and acquisition process and interaction with Services, OSD, Joint Staff, and Congress to operational planning, sustaining the deployed force, and generating the SOF force. Complex coordination and preparation of SOCOM briefings and papers always insightful and accomplished products. He routinely demonstrated the ability to grasp broad strategic concepts as well as an ability to communicate effectively from the tactical to strategic levels as well as the interpersonal skills to coordinate the execution with staffs and key leaders well above his rank.”Other senior officers: “demonstrates a unique ability to lead a diverse group of others and produces exceptional results… A relatively junior officer in the command he is nevertheless a much sought-after advisor on a large number of issues based on his fiscal and operational knowledge as well as demonstrated capacity for problem-solving.” “Consummate professional with exceptional organizational skills. His knowledge and resourcefulness was the key factor in single-handedly resolving an issue dealing with the loss of prior year funds; an issue that was set aside because it had been previously been considered too complex.”

Established the entire initial Combat Service Support capability for the Iraqi Special Forces including developing payroll processes, budget evaluation and submission, and integrated maintenance processes. Drafted two of PM Al-Maliki's PM Directives codifying the relationship between the Ministers of Defense and Counter Terrorism.CAPT (SEAL) Team Commander (name withheld) “ranks amongst the very best of all officers I’ve known through a 30-year operational career as a Navy SEAL and a Marine Corps Infantry Officer… exceptional, excelling in a challenging and non-doctrinal assignment… RADM (SEAL), Commander, Naval Special Warfare: “… is the #1 Major of 18 from all services… superb performance of duty as the J4/8 Chief (Logistics /Budget / Comptroller Directorate) is without equal and beyond my expectations.”

Responsible for $62 million in appropriated funds, leading a team of 25 civilians and 16 Marines. Led the implementation of the Defense Travel System (DTS, the first command in the USMC to do so), led the entire USMC in fewest travel card delinquencies (32 consecutive months without a single discrepancy), reduced unsettled orders by 26%, and cut processing time in the Finance office from 9 days to 36 hours. Wrote requests and justifications for additional funding (grants) resulting in $20 million to correct defciencies around the base. Recieved the highest financial audit score of any command in the Marine Corps in over four years.LtCol Troy Ward: “Personally established the benchmark program and has developed and executed the plan to see the command through the leanest year for financial resources with ceilings 38% of last year. “His moral and personal ethics are beyond reproach, his knowledge and skill the best I’ve seen and his leadership is impressive. After working with and observing him for the past 2 ½ years I have run out of accolades to describe him.”Col Harmon Stockwell: “My #1 Major of 9… work ethic and technical expertise are unequalled. Leads by setting the example in deed and integrity. Consistently works the system to improve efficiencies while drastically reducing costs. Has innate ability to make the right things happen at the right time.”

Held bottom line responsibility for $14 million in annual funds, leading a team of six budget officers and accountants (military and civilian) in addition to 30 matrixed personnel at 8 subordinate companies. Inheriting a completely broken department, I "expertly crafted a budget formulation process" which cut corporate overhead "by a half million dollars." Further, through detailed functional audits focusing on process improvement, my team and I were able to find and correct "over $500k in errors" over the three year period and "the command was able to reduce its reverted (lost) balances from over $250k per year to less than $5k.LtCol MacKenzie: "Unabashed to peer or senior pressure, ardent in his guidance towards the proper appropriation of funds. Willing to stand alone to make things 'right.'.. Motivated, dynamic Marine Officer. Poised and confident, this duty expert was indispensable"Col Leek, Commanding Officer: "Highly intelligent; oozes enthusiasm; gifted speaker. Consummate professional, thoroughly versed in the intricacies associated with the District’s fiscal plans and actions. Sound reference source with an exceptional ability to communicate clearly the financial options associated with various issues."

Initially assigned to track only the Joint Exercises budget, I was rapidly moved up to be the Assistant Budget Officer, the Budget Officer, and ultimately the Deputy Comptroller for all Marine combat forces on the west coast.

Flew 650 hours in the CH-46E and other aircraft including humanitarian and tactical missions. Held the collateral duty as the squadron's logistical officer where I not only planned and executed the combat loading of the USS Boxer but also the simultaneous BRAC-directed move of the unit from MCAS El Toro to MCAS Camp Pendleton without incident.