Executive,Management,planning/motivation/team building,Nominal Group P
Resume:
RESUME
DON MASHAK
RT * BOX *** Albertville MN 55301
Goal
Find well-paying, flexible employment in an Executive or Managerial position less stressful than my previous profession that meets the current needs of your organization.
Job History
• Owner, FNR, Inc. 1988 to 2018
• Election Judge 2010 to present
• Census Worker 2010-2011
• Credit Manager – Metro Auto Finance 1987 – 1991
• Co-Founder, President and Chairman of the Board – BD Educational Foundation 1986 to circa 1994
• Chairman of the Board – Triten Corporation, 1986 – circa 1994
• City Side Financial – 1986 – 1987
• President Triten Corporation – 1984 – circa 1994
• Store Manager – Burger King Restaurants 1984 – 1986
• Driver – Courier Dispatch 1980 – 1984
• Technician – U of MN Entomology, Fishers & Wildlife 1977-1980
• Farm/Dairy Farm – Birth to 1981
Education
• University of Minnesota - Bachelor of Agricultural and Applied Economics – 1983
• Brown Institute - Computer Programming 1986
• Self-Taught Social Media – 2007 to present (105,000+ Followers on Twitter)
• Conceal Carry Training – 2006, 2011, 2017, 2022
Qualifications
See attached Cover Letter
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October 20, 2023
Globe Life
Minneapolis, MN 55431
Don Mashak 612-***-****
POB 231
Albertville MN 55301
RE: Cover Letter for Resume for Globe Life
Hello:
This Cover letter is Generic in Nature. Mine is not the typical career path. However, I believe you will find my talents and skills, above and beyond most other candidates.
I have been a proven leader and business manager in 3 different but diverse organizations. As President and Owner of FNR, Inc. and also as President and Chairman of the Board of Triten Corporation and as Cofounder, President and Chairmen of the Board of BD Educational Foundation. FNR, Inc. performed repossessions for banks in Minnesota and across the country for 30years. The following speaks to other concerns about my management style you may have: 32 years of Repossession, 9 law suits, 4 dismissed as frivolous. The rest nuisance settled for grand total $12K. Preferred non-confrontational style led to me personally talking people out of their keys 90% of the time without a tow truck. I had 15-20 subcontractors at one point and tried to instill my methods and attitudes upon them. In managing this business, I utilized the skills I learned from a retired hospital administrator who specialized in “turning around” dysfunctional hospitals. I will speak more about these skills later in this cover letter.
I include the following business experiences, to high skills turning around troubled organizations and promoting cooperation towards common goals. Triten Corporation is the Property Holding Corporation for a fraternity. The fraternity leases from Triten Corporation and the fraternity Members pay room and board to the fraternity. The fraternity in turn, pays rent to Triten Corporation..
Triten Board Members approached me to “fix the mess” believing my persona and skills would be necessary. Their receivables were out of control, There were repairs and renovations that needed to be done. However, their sinking fund had been wasted and had few funds. The roof, stained glass windows, bathrooms and kitchen needed to be remodeled. And there were fire code issues.
The “renters” had turned the property into a flop house. They regularly had “Kegger” parties, and there were issues with drug use. The property was not kept clean. As a result, the building was only half to 2/3’s full. Further, most of the resident’s were not really college students. They further, had abandoned any commitment to academic excellence. As I told the Triten Board at the start, I wanted to begin by sitting in on the executive meetings of the fraternity and observe, to understand what was happening. And also, so that if I chose to accept the challenge, I would NOT be perceived by the general fraternity membership as an outsider dictating policy and operating change. When I started on this challenge, it was just me. The remaining Triten Board Members had given up on redressing the mess. Over the course of the next 5 years, I would attract Board Members willing to actively participate and/or report “accountability” issues to me, so I could redress them.
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After a couple of months, I asked the Executive Committee and the general membership of the tenant fraternity if they wanted to be the number one fraternity on campus. When they said yes, I asked if they realized major changes needed to happen. They agreed to the Goals, Objectives and Activities I identified to achieve the desired change. Then I began to press for these changes.
Because of “Mothers Against Drunk Driving” (MAD) legislation, I demanded the end to “Keggers”. Further, the change in Minnesota Legal Drinking age made half or more of the residents not legal to drink. I also demanded drug use on the premises end. As I was in the Repossession Business, my work allowed me to stop by the facility randomly on Friday and Saturday Nights. Each time I would demand underage girls be forced to leave the building. I also instructed the general membership to keep the facility cleaner to recruit more residents. And further, for them to create a membership recruitment program that targeted real, quality college students. Still further, they needed to implement policies to improve their substandard GPA average. I also emphasized importance of getting receivables under control and proper budgeting. Still further, the need and responsibility of the tenant to make normal wear and tear repairs. But as one would expect, change met with resistance. On more than one occasion, I was invited to go to the parking lot to settle the “Keg” issue man to man.
I was fortunate to have a retired Hospital Administrator Mentor me through these initial challenges. In his career, this man had specialized in “turning around” dysfunctional hospitals. The methods and strategies he had used in his career, I applied to the present “mess”. Armed with this information, we had a series of meetings in which the participants mutually agreed to and identified Goals, Objectives and activities to achieve the Goals the group had itself identified. Thus, I implemented a process that every member had an ownership stake in. A set of goals, Measurable Objectives and Activities in a 5-year plan. (We know reality is you never get 100% compliance, but when you give a group of people a framework of expectations, they will self-police, and if necessary, understand when someone must go). Within the 5 years we had the facility full, No Keggers, no illegal drugs and no underage drinking on premises enforced, Average GPA to 2.9 – 3.1, a facility cleaned and maintained by tenants, receivables within norms, finances properly budgeted and full funded the sinking fund. We quickly redressed fire code issues. We replaced the stained-glass windows, and roof and remodeled the bathrooms, with plans to next do the kitchen. As importantly, it was no longer just me. We had 7-10 active Board Members committed to the 5-year plan. I believe the skills and abilities indicated herein, far exceed those of the average applicant. If you were to hire me, I would want to make sure we are a good fit by touring the facilities and meeting some key employees.
If we mutually agreed we are a good fit, I would want to begin at $100,000 and begin with 6 weeks annual paid vacation. Those were my thoughts. Thank you for your time.
I look forward to hearing from you.
In Liberty,
By:
Don Mashak,
612-***-**** *********@*****.***
1 page resume attached
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