Team & Leadership
Senior practitioners stay close to the work.
TREM is structured so clients work directly with experienced emergency management professionals responsible for understanding the problem, managing the engagement, and delivering the work. Project teams expand when specialized expertise is needed, but accountability stays clear.
Leadership
Michael Morlan, CEM
Founder & Principal
Michael Morlan brings more than 15 years of emergency management experience spanning public-sector program leadership, disaster and incident operations, emergency planning, hazard mitigation, training and exercises, accreditation, strategic program development, and public-sector consulting.
Working through both day-to-day program management and live operational environments shapes how he evaluates a deliverable. The question is not whether a plan, procedure, exercise, or strategy reads well. It is whether the people responsible for it can use it under pressure, with the authority, staffing, and resources they actually have.
That perspective sets the standard for TREM engagements: clear ownership, workable procedures, direct communication, and deliverables designed for implementation rather than shelf compliance.
Experience informs the work
- Program leadership
- Emergency management program development, strategy, accreditation, and organizational improvement.
- Operations
- Incident coordination, emergency operations, interagency coordination, and decision support.
- Planning & mitigation
- Emergency planning, continuity, hazard mitigation, risk assessment, and implementation.
- Exercises & improvement
- HSEEP exercise design and evaluation, after-action processes, and corrective-action follow-through.
Client Experience
The person leading the project remains part of the project.
- Direct access
- Clients can reach the professionals responsible for decisions and deliverables.
- Continuity
- Project knowledge does not disappear between kickoff, review cycles, and final delivery.
- Practical judgment
- Recommendations are evaluated against staffing, authority, resources, and the realities of implementation.
- Clear accountability
- The client knows who owns the work, what is due next, and where decisions sit.
Project Teams
Built around the scope, not a permanent bench.
TREM keeps a focused core and adds qualified subject-matter experts, technical specialists, facilitators, or other professionals when the engagement requires additional expertise or capacity. Those resources are matched to the scope and applicable contractual requirements. TREM project leadership remains responsible for coordination, quality control, communication, and delivery.
- 01
Core project leadership
Senior TREM leadership owns the client relationship, scope, schedule, and quality.
- 02
Specialists when needed
Subject-matter or technical resources are added only where the scope benefits from them.
- 03
One accountable team
The client still has clear project leadership and a consistent delivery process.
Experience in Practice
See the work behind the approach.
TREM’s public past-performance examples show how this model has been applied across planning, mitigation, exercises, hazardous materials, risk assessment, continuity, and program development.
Work directly with the people responsible for the work.
If you are evaluating a planning, mitigation, exercise, risk, continuity, or program-development project, start with a conversation about the problem, the organization, and the outcome you need.