RICK MALINOWSKI

480 E. Kettle Ave., Littleton, Colorado 80122 PHONE: (303)795-7108 CELL: (303)
809-6109 EMAIL: rmee20ca@westpost.net
OPERATIONS LEADERSHIP / FLEET MANAGEMENT / FACILITIES MANAGEMENT
A leader in multiple organizational disciplines including, facilities and fleet
management with $50 million budget oversight. Operations management of informati
on technology units with $45 million budget responsibility. Demonstrated ability
to provide visionary thinking and successful financial management. Highly skil
led in change management implementation. An inspiring communicator of objective
s and goals with the unique skill to produce clear understanding across all leve
ls of an organization, including customer facing dialogue. A comprehensive pack
age of written, verbal and presentation skills coupled with successful negotiati
on, facilitation and mediation experience. Areas of expertise, experience and kn
owledge, include:
Strategic Planning / Tactical Organization Management / Policy and Procedure Dev
elopment
Customer Relationship Management Internal Communications / Financial Management
/ Project Management / Facilitation and Mediation
STRATEGIC PLANNING FINANCIAL MANAGEMENT FLEET MANAGEMENT ORGANIZATION MANAGEMENT
Needs Assessments P&L Responsibility Fleet Leasing Process Improvement
SWOT Analyses Budget Development Service Contracting Large Team Leadership
Tactical Development Operations Cost Control Metrics & analysis Program Manageme
nt
Implementation Strategy Sales Training
CAREER SUMMARY
Executive Forum
SENIOR CONSULTANT 2009-2010
* Business development for the Executive Forum suite of leadership development a
nd training products and services. As needed training on selected Vital Smarts
training products and Ilove Feedback training.
2008-20
Dish Network
DIRECTOR ASSET MANAGEMENT 2008-2009
* Asset Management responsibility for Dish Network's 5,000 vehicle fleet, Real E
state Leasing for 180 properties and Inventory Management. Responsible for oper
ational activities, new vehicle life cycle, vendor management, strategic plannin
g. Leader of a 25 person team and $500M in assets.
State of Colorado 2008-20
DEPUTY DIVISION DIRECTOR - CENTRAL SERVICES - RITTER ADMINISTRATION 2007-20
08
* Operations responsibility for State Fleet Management with 6,000 vehicles, Faci
lities Management for the Capitol Complex and the State Travel Management Progra
m. Direct all facets of operations, including P&L, logistics, personnel managem
ent, 17 buildings. Leader of a 75 person team with 4 direct reports.
DIVISION DIRECTOR - INFORMATION TECHNOLOGIES 2002-2007
* Overall responsibility for $45 million telecommunications and data infrastruct
ure for central Colorado data operations with 7 direct reports and 150 person st
aff. Areas of responsibility include budget, data center, local and long distan
ce communications, cyber-security, statewide digital two way radio communication
s. Implemented high speed communications in every county seat in Colorado, crea
ted 90% integrated radio communications for first responders.
DIVISION DIRECTOR- CENTRAL SERVICES - OWENS ADMINISTRATION 1997-2002
* Directed operations for Fleet Management, Facilities Management, State Travel,
Central Collections, and Reprographics/Print. Annual Budget $50 million. Resp
onsible for all facets of operations. 150 person staff with 6 direct reports.

COLLEGE EDUCATION
MBA MARKET STRATEGY REGIS UNIVERSITY 1996
BS BUSINESS ADMINISTRATION REGIS UNIVERSITY 1986
PROFESSIONAL EDUCATION AND CERTIFICATION
SANDLER SALES TRAINING 2010
CIO BOOT CAMP META RESEARCH 2004
CERTIFIED MEDIATOR 2004
CERTIFIED INSTRUCTOR - CRUCIAL CONVERSATIONS 2003
STRATEGIC DECISION MAKING - HARVARD UNIVERSITY 2001
CERTIFIED PROFESSIONAL CONSULTANT - THE CONSULTANT'S INSTITUTE 1995

SELECTED PROFESSIONAL ACHIEVEMENTS

Reduced fleet cost by $5 million. Colorado's fleet had been financed through a n
ational financing company that assessed a fee of one percentage point of the tot
al amount financed. A review made it clear that the fleet group had become soph
isticated enough to do this work itself. Analyzed the savings opportunity, real
ized that by changing financing methods large savings could be realized. Succes
sfully presented the opportunity for improved financing to the state's executive
team gaining concurrence to go forward. Directed the team in reverse auction b
idding for fleet refinancing $47 million in fleet costs at 150 basis points belo
w previous approach. With new process in place $3 million dollar savings in the
first two years and over $5 million during the ten year term of the agreement.
No additional staff was needed and all obligations were met on time.
Improved customer satisfaction by 20%. Upon assuming division leadership, recog
nized that as an internal service provider, our group had not marketed itself we
ll for 10 years. Analyzed each of the ten service offerings to understand stren
gths, weaknesses, opportunities and threats, directing each section team to iden
tify key customers. Designed approaches for each service, presenting plans to e
mployees demonstrating how services could be provided. Identified opportunities
for improved services the team could provide.
Improved employee morale over a three year period from 25% to 75% satisfaction l
evel
Five years of leadership uncertainty caused employee morale to deteriorate. Emp
loyees had no sense of the long term vision of the organization; few resources h
ad been allotted to training, employees had little effective leadership. Using
a nationally recognized survey tool, actual goal achieved was 56 hours of traini
ng per employee per year. Employee morale improved over a three year period fro
m 25% to 75% satisfaction level. The result was so significant in such a short
time that the division was nominated for a national award.
Directed development of new pricing for information technologies that passed Fe
deral audit requirements For three years, the information technologies group ha
s been under increasing scrutiny to do a better job of accounting for its charge
s to federally funded agencies. In 2005, directed a new activity based costing
approach that accounted for all dollars in a rational and easily explained way t
hat will be flexible for future price and cost changes.
 Assumed leadership of Facilities Management for Capitol Complex In a move to c
onsolidate leadership was selected to lead the facilities group of 1.5million sq
uare feet of mixed use space. Instituted numerous reforms aimed at improved cus
tomer service, more efficient cost control, instituted operating cost standards,
strategic and operations plans.