Service Manager

VINCENT OLSEN, C.P.F.P. https://www.linkedin.com/in/vinceolsen

*** ** ****** ** *******, Texas 815-***-**** ********@*****.*** Fleet Manager / Economists / Director / C.P.F.P.

Budgets / Cost Control / GASB / Process Control / Contract Design / Metrics / Benchmarking / Fleet Management / FLSA Compliance / SOPs / Project Management / Safety / Municipal Programs / Engineering / Environmental / Intergovernmental Services / Asset Utilization / Labor Significant achievements, serving stakeholders and staff to maximize output and advance efficiencies. Established a culture of continuous improvement, empowering employees in problem solving and decision making. Uses Quality Management practices to achieve cost, productivity and throughput goals. Managed Internal Service Funds, Enterprise Funds and General Funds for various agencies to achieve economies of scale with respect to sustainability Acknowledged as a strategic thinker capable of modeling scenarios to maximize decision making process. Proven track record in matters of safety and safety compliance. Can deliver immediate results by:

Maximizing productivity, quality and customer satisfaction while keeping costs in line

Aligning operations, systems and controls with changing business environments

Creating and fostering a culture of continuous process improvement

Employing engineering principles to cut redundancies and drive positive asset utilization CAREER HISTORY & SELECTED ACCOMPLISHMENTS

1. FLEET MANAGER III, Asset Management / Fleet Services City of Dallas, Aug. 2016 –Present. Responsibility for 5400 fleet assets and 180 Fleet Technicians. Use strong academic and business acumen as well as a lifetime of experience to achieve sustainability for Fleet Services. Complete asset Lifecycle analysis as well as markets for disposition utilizing Economic Theory of Vehicle Replacement. Drive matters of utility and capitalization factors to the forefront of discussions. Perform extensive analysis of systems, process and apply detail to find and implement efficiencies. Create efficiencies in scope and size. Analyze department performance to right size fleet. Used extensive technical experience to reduce outside rental budgets, reduce salvage inventory, reduce time to put new units in service and work to improve communications with stakeholders.

Engineer 47M in new fleet asset purchases for 2018 for largest fleet purchase. Utilize extensive statistical modeling and regression analysis to add support investment. Develop and implement Key Performance Indicators City Wide for 5 Service Centers,180 Fleet Department staff, 300M in Fleet Assets as well as present written reports, power point presentations as well a fleet committee.

Operations Management Responsibility of Operations for five Service Centers, 5400 Fleet Assets and 2 M in inventory. Specializing in Sanitation, Utilities and Heavy Equipment. Align Top Ten Metrics for Fleet agencies and introduce managers and supervisors to the need for sustainable practices. Train and Develop all levels of staff on matters of technical service, PM programs, Software implementation. Develop career path for equitable upwards movement of current emplyees. 2. Fleet Superintendent / Coordinator of Internal Services, Village of Algonquin, 2005-2014. Managed Fleet and Facility assets for all municipal operations. Drafted contracts and negotiated with vendors, developing specs for small, medium and large class vehicle purchases, repairs and disposal. Managed $150K in inventory assets.

Revitalized city agency operations. Village studied outsourcing Fleet Department. Hired to improve asset availability and provide guidance on technical matters. Drafted SOPs for Fleet operations, including parts departments. Developed environmental impact statements. Created meaningful metrics and innovated cost savings initiatives. Rated nationally in top100 of Government Fleet Operations. Established private enterprise practices with public agency accountability. Issues of inventory and parts control needed to be tackled. Allowed competition between local parts suppliers and current parts staff. Set stocking levels and implement bar-code system for inventory and labor control. Cut losses to less than 2%. Reduced investment in inventory by 40%. Introduced insourcing service programs. Administration faced reductions in municipal revenues. Executed feasibility studies on workloads and technician output to determine impact of insourcing fleet services. Drafted intergovernmental agreements with neighboring agencies. Generated more than

$180K annual growth of the general fund with no cuts in services. Maintained support for many critical functions.

Implemented transformative management processes. City decided to focus on Internal Service Fund accounting methods. Identified need to satisfy performance and financial reporting metrics. Implemented monthly and annual reporting programs, sound budget practices, asset life-cycle and replacement strategies. Managed $2.3M fund operations for 11 departments, 23 facilities and 300 fleet assets. Utilized performance metrics to validate staff increase. Village was in discussions on departmental staff expansion. Employed regression analysis to verify effects on unit’s performance. Analysis disclosed a negative correlation between paid employee hours and work output. Additional evaluation revealed daily planning and organization as positive factors. Metrics reinforced city decision to not hire additional staff. Led program to reduce carbon footprint. Village looked to make use of environmental initiatives. Began inventory of energy usage by the Village of Algonquin. Recorded Therms, Kilowatts and use of fossil fuel. Included reduction steps in plans for vehicle replacements and energy consumption at municipal facilities. Received a silver-level award from Clean Air Counts and a Green Fleet designation from Illinois. VINCENT OLSEN, C.P.F.P. PAGE 2

Initiated reduction of fossil fuel usage. Spikes in prices for fuel and petroleum-based products increased costs within Public Works and Protective Services. Began process of producing fuel from vegetable oil. Created vehicle replacement plan, focusing on efficient models, fleet reduction and sharing practices. Met cut-back mandates within 5% of budget with no reduction in services, enabling street projects to continue. Created model to merge comparable operations (economy of scope). Loss of a critical piece of equipment required resolution. Created utilization model based on damaged equipment and similar unit in another department. Model suggested combining use of working equipment for both departments. Converging the tasks would improve the financial picture for the city. Project was scrapped due to concerns from the employee union.

Owner / Technician, Superior Auto Clinic, South Elgin, IL, 1998-2005. Performed all facets of shop operations, eventually expanding repairs staff. Managed customer relations, scheduled service and repairs, dealt with financial matters and long-range planning. Established a viable business plan, leading to the acquisition of additional commercial real estate and additional business opportunities. Earlier: Distinguished US Army Veteran, having served as Squad Leader during Operation Desert Storm. EDUCATION AND CERTIFICATIONS

Awarded a Bachelor of Science degree in Economics from Northern Illinois University, DeKalb, IL Earned an A.S. in Science from Waubonsee Community College, Sugar Grove, IL Received Certification in Public Service from the Illinois Public Service Institute Completed Master ASE Auto and Truck Technician certification. Awarded a Diploma in Mechanics from U.S. Army Armor School, Fort Knox, KY Re-Certified Public Fleet Professional through APWA- C.P.F.P. DISTINGUISHED AWARDS

Awarded the Army Commendation Medal

Awarded the Army Achievement Medal

Awarded the National Defense Service Medal

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