Michael Caliendo began his career with the Federal Highways Administration on July 9, 2007 as a Program Management Analyst/Civil Rights Specialists.  Prior to joining FHWA, he received his Masters in Business Administration from Regis University, Denver Colorado, and an undergraduate degree from California State University, Sacramento, in Operations Management.

Preceding the Federal Highways Administration, Michael worked in the private sector.  For a brief period and while attending his MBA program, he worked at Union Pacific Railroad where he held several positions (Switchman, Brakeman, Conductor, and Engineer).

Before his last position as an Engineer for the railroad, he worked as a service manager at some of the largest auto dealerships in the nation. His responsibilities included maintaining an efficient service operation and supervision of service staff (including hiring, performance reviews, process and quality management, and workforce scheduling). As well, he managed ongoing shop projects, growth plans, civil rights programs, and workflow and process improvement initiatives. His additional responsibilities included hazardous waste storage efforts and handling procedures and tool and inventory management.  Regularly, he facilitated meetings with senior management and the preparation and implementation of business development, business forecast, sales, service, and marketing plans.

Earlier, Michael was a general manager, sales manager, and finance manager to several other dealerships.  As a general manager, his role traditionally covered all business functions within the company, including business development and sales, finance (P&L and balance sheet), civil rights programs, quality assurance, continuous improvement and accreditation, health, safety and environmental (HSE) issues, product development and production, facilities and maintenance, IT development and maintenance, purchasing, logistics, customer satisfaction initiatives, and supply chain management. Additionally, he defined the strategic direction and developed detailed business plans aimed at achieving optimum business performance.  During this period, he provided leadership, direction, and motivated the management team and workforce to achieve results and targets set by senior management to deliver a high-level of operational performance.  He was the senior contact point for all customer complaints, and he was the support/lead on all factory-sponsored visits, which provided audits and oversight to ensure that customers received excellent service and post-sales support.  His other responsibilities included developing new business, growing the revenue and contribution of the business, and managing the smooth introduction of new products and business initiatives.  As general manager, he ensured all new, used, finance, and service sales made good operational sense and aligned with sound commercial practices.  Moreover, he drove continuous improvement projects and challenged his staff to reduce costs and to measure and report key metrics internally and externally in a timely manner.  Frequently, Michael led and coordinated the strategic planning function of these companies. Michael also proudly served in the United States Marine Corps as a Water Survival Instruction and Communications Man and afterward, as a Correctional Officer, San Quentin.