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Mike Rawlings

Michael Scott Rawlings (born August 25, 1954) is an American businessman and former politician who served as the 61st , , from 2011 to 2019. Rawlings, a , rose through corporate ranks in marketing and food service before entering public office, including roles as CEO of the advertising agency Tracy-Locke and president and CEO of , where he managed its global operations during a period of expansion. He later co-founded the CIC Partners in 2004, focusing on middle-market investments in and beyond. Elected in a 2011 special election amid fiscal challenges, Rawlings prioritized economic revitalization, infrastructure improvements, and public safety enhancements, achieving the longest mayoral tenure in in over 57 years through his 2015 re-election. His administration navigated crises such as the 2016 ambush killing of five Dallas police officers, implementing reforms while advocating for increased officer recruitment and retention. Post-tenure, Rawlings has engaged in civic leadership, including board roles and commentary on local governance issues like pension reforms and charter amendments. Limited major controversies marked his career, though he faced scrutiny over endorsements in and was cleared of complaints related to campaign support.

Early life and education

Upbringing and early career in Dallas

Michael Scott Rawlings was born on August 25, 1954, in . He attended , earning a in philosophy and communications in 1976. Following graduation, Rawlings relocated to in 1976, arriving with approximately $200 and intending to pursue a position as a radio reporter. He quickly transitioned into the sector, joining Tracy-Locke, then the largest in the , in an entry-level role. Over the next 15 years at Tracy-Locke, Rawlings advanced through the ranks, becoming in 1991 and serving in that capacity until 1996. During his tenure, the firm managed major clients including . This period marked the foundation of his business experience in , emphasizing marketing and communications in a growing regional economy.

Business career

Founding and leadership at CIC Partners

Mike Rawlings co-founded CIC Partners in as one of the firm's initial partners, establishing it as a Dallas-based firm targeting middle-market companies in sectors including consumer products, food and restaurants, , exploration, and healthcare. From the outset, Rawlings contributed to shaping the firm's operational framework and approach, drawing on his prior executive experience in corporate strategy and development. As Chairman and Managing Partner, Rawlings led CIC Partners through its early expansion, directing investments into more than 40 portfolio companies with annual revenues between $10 million and $1 billion. Under his stewardship, the firm launched targeted funds, such as a and restaurant-focused vehicle in 2008, and built a track record of value creation through operational improvements and strategic partnerships. Rawlings transitioned to Vice Chairman in 2011 upon assuming the role of , while maintaining involvement in the firm's strategic oversight until the end of his mayoral tenure in 2019; he resumed a more active leadership capacity thereafter. By 2022, under the firm's cumulative leadership including Rawlings' foundational contributions, CIC Partners had deployed approximately $575 million across 37 investments, with portfolio companies generating over $2.5 billion in collective revenue.

Key business achievements and investments

Prior to founding CIC Partners, Rawlings served as president of from 1997 to 2003, during which the company achieved record sales and growth as the world's largest pizza chain. He previously held the position of CEO at the Tracy-Locke advertising agency, managing major clients including and . In 2004, Rawlings co-founded CIC Partners, initially raising a $55 million fund focused on middle-market investments, and served as its chairman and managing partner before becoming vice chairman. Under his involvement, CIC Partners, including its predecessor activities, completed over 40 transactions across sectors such as food, restaurants, , energy, and industrials, with notable exits including the sale of SignStorey—a TV network—to for $71.5 million in 2007, where Rawlings served as a director. Rawlings played a direct leadership role in the firm's Legends Hospitality Management investment, serving as executive chairman and CEO of the sports and entertainment catering enterprise until CIC successfully divested its stake at the end of 2011. He also held director positions at other portfolio companies, including Quiznos (recapitalized and exited in 2006), Buffet Partners (sold to management in 2006), and OmniSYS (sold to Moelis Capital in 2013), contributing to operational improvements and value creation in the restaurant and service sectors. In 2008, he helped lead the formation of CIC Advantage Holdings, a dedicated fund targeting growth capital in multi-unit restaurants and retail, managed alongside industry executives.

Civic and philanthropic involvement

Role in poverty reduction and homelessness initiatives

Prior to his as , Mike Rawlings was appointed by Dallas Laura Miller in September 2005 to serve as the city's "homeless czar," succeeding Tom Dunning and leading efforts to combat chronic . In this unpaid civic role, Rawlings coordinated public-private partnerships to implement a 10-year plan, originally outlined in 2003, aimed at housing the chronically homeless—defined as long-term unsheltered individuals with disabilities—by 2014 through permanent and services. He focused on data-driven strategies, including prioritizing the highest-need cases via vulnerability assessments, and facilitated the expansion of facilities like Homeless Assistance Center, a one-stop resource for shelter, meals, and job training that opened in 2006 and served over 1,000 people daily by 2009. Rawlings' leadership emphasized fundraising and system coordination, raising millions in private and public funds to secure housing units and reduce street homelessness. By 2007, Dallas had housed over 1,000 chronically homeless individuals, though critics noted challenges in sustaining reductions amid economic pressures and the need for ongoing services to prevent recidivism. His approach drew from Housing First models, prioritizing rapid rehousing over temporary shelters, which aligned with federal initiatives like HUD's Continuum of Care programs. This work, conducted through philanthropy and civic committees rather than elected office, positioned Rawlings as a key architect of Dallas's early anti-homelessness framework, though full eradication goals remained unmet by the 2014 target due to factors including the 2008 recession. While Rawlings' pre-mayoral civic efforts centered on homelessness, his philanthropic involvement touched broader poverty issues indirectly through business networks and United Way affiliations, though specific poverty reduction programs were not prominently documented before 2011. Post-election, these foundations informed initiatives like the 2016 Dallas Commission on Homelessness, which he established to refine strategies amid rising unsheltered populations, but such governmental actions fall outside his initial civic philanthropy. Overall, Rawlings' non-political role highlighted causal links between housing stability and reduced public costs, with studies from the era estimating annual savings of $15,000 per housed individual in emergency services.

Membership in Dallas Citizens Council

Mike Rawlings joined the Dallas Citizens Council during his tenure at the Tracy-Locke , prior to his executive roles at and the founding of Partners. The organization, comprising CEOs and senior executives from major corporations, functions as a non-partisan forum for addressing regional issues such as , , and state-level policy, rather than direct economic development or city hall interventions. As of 2011, Rawlings maintained active membership but was not on the board, which prioritizes representatives from the largest companies. Rawlings has described the council as a practical mechanism for leveraging corporate resources on civic priorities, emphasizing its shift away from to focus on "transportation issues, issues, state issues." His involvement aligned with broader business community support for initiatives like , where council members backed his efforts as the city's czar appointed in 2009. During his 2011 mayoral campaign, endorsements from council affiliates underscored its role in mobilizing elite networks, though Rawlings downplayed notions of , positioning it as a collaborative rather than controlling entity. The council's membership has drawn perceptions of representing entrenched private interests in governance, with critics like former police chief David Kunkle suggesting it could sway elections; Rawlings countered that it avoids direct political endorsements and prioritizes issue advocacy. Texas House Resolution 214 from 2011 commended Rawlings' contributions through the organization alongside his other civic roles, highlighting its alignment with his pre-mayoral leadership in business-driven .

Political entry and mayoral elections

2011 Dallas mayoral election

The 2011 mayoral election occurred in the context of non-partisan voting under law, featuring a first round on followed by a required runoff on if no secured a . , a businessman elected in 2007, opted not to seek a third term, citing his presidential ambitions and a desire to avoid term-limit debates. in the first round was low at 11.09 percent of registered voters, with 119,077 ballots cast out of 1,074,042 eligible. Mike Rawlings, a executive and former director of the city's homelessness initiatives under Leppert, entered the race leveraging his credentials and civic experience. He advanced to the runoff alongside David Kunkle, the former chief who emphasized public safety and criticized elites for insufficient community engagement. Other candidates, including developer Marcus Burger and attorney Glenn Sodd, participated in the first round but did not qualify for the runoff. Rawlings positioned his campaign around economic revitalization, fiscal discipline, and a "positive vision" for growth, drawing support from leaders and the Dallas Citizens Council. In the runoff, turnout dropped further to 9.7 percent, with 72,005 ballots cast. Rawlings secured victory with 56 percent of the votes against Kunkle's 44 percent, marking one of the lowest participation rates in recent mayoral contests and underscoring voter amid economic recovery concerns post-2008 . His win continued a pattern of business-oriented candidates ascending to the office, following predecessors like Leppert and . Rawlings was sworn in on June 28, 2011, pledging focus on job creation and urban development.

2015 Dallas mayoral election

The 2015 Dallas mayoral election occurred on May 9, 2015, featuring incumbent Mike Rawlings seeking a second term in the contest. Rawlings, a in business background, faced primary opposition from Marcos Ronquillo, a 61-year-old from with a history of civil rights advocacy and prior judicial experience. Ronquillo positioned himself as a challenger emphasizing opposition to the proposed River toll road, arguing it represented poor priorities amid city fiscal strains. Rawlings' campaign highlighted achievements in public safety, positioning Dallas as one of the safest large cities since the , alongside commitments to neighborhood revitalization, , and . Key discussions at candidate forums included infrastructure like the Trinity toll road, , and pothole repairs, with Rawlings defending ongoing economic initiatives and school improvements. Fundraising disparities were stark; Rawlings raised over five times more than Ronquillo in early , spending $590,000 in alone compared to Ronquillo's $80,000. The Dallas Morning News endorsed Rawlings, citing his leadership in job creation and taxpayer protections over Ronquillo's civil rights focus. Rawlings secured re-election outright with approximately 73 percent of the vote to Ronquillo's 27 percent, avoiding a potential runoff under 's majority-vote system. He prevailed in every City Council district except District 1, demonstrating broad cross-district support. reached a low of 6.76 percent, with 77,499 ballots cast from 1,145,988 registered voters. Canvassing confirmed the results on May 20, 2015.

Mayoral tenure

First term: Economic revitalization and initial challenges

Mike Rawlings assumed office as on June 18, 2011, following his victory in the nonpartisan election against former Police Chief David Kunkle. Early in his first term, Rawlings launched the GrowSouth initiative in 2011 to spur in southern , an area comprising 55% of the city's land but plagued by underutilization, poverty, and a population decline of 50,000 residents over the prior three decades. The plan emphasized public-private partnerships to attract investment, redevelop blighted properties, and expand the tax base through targeted projects south of the Trinity River. Key early actions under GrowSouth included the demolition of 250 vacant and dilapidated homes by 2013, ongoing redevelopment of the Farmers Market, and efforts to draw commercial interest. These initiatives contributed to a 60% growth in southern 's taxable property values from 2011 to 2018, with notable progress in the first term laying the foundation for job creation and infrastructure improvements. Citywide, property values rose from approximately $83 billion in 2011 toward a 50% increase by the end of his tenure, reflecting broader economic momentum amid post-recession recovery. Initial challenges included entrenched poverty, with southern Dallas lagging in economic opportunity and facing skepticism from investors wary of the area's high vacancy rates and crime perceptions. Rawlings encountered hurdles in securing private capital for high-impact projects, such as mall redevelopments, and critics noted uneven progress, with some areas like deep southern corridors seeing limited gains despite the initiative's focus on and accountability. Budget constraints and a low election of around 6% underscored the political and fiscal tightrope, as the city grappled with recovering from the while prioritizing growth over immediate social spending. Despite these obstacles, Rawlings advocated for business-led solutions, securing commitments for investments like a in southern to anchor retail revival.

Second term: Public safety crises and policy responses

Rawlings' second term, beginning after his reelection on June 13, , with 57% of the vote, coincided with escalating public safety challenges, including a surge in . Violent crime incidents rose sharply, with murders increasing 32% and aggravated assaults spiking nearly 48% in early compared to the prior year. Overall, the city's climbed 9.83% from to , reaching 762.41 incidents per 100,000 residents, driven by factors such as and drug-related offenses. Rawlings acknowledged personal accountability, stating in April , "This is on my watch," amid a 30% year-over-year increase in . The most acute crisis occurred on July 7, 2016, when Micah Johnson ambushed police officers during a protest against recent police shootings of black men in other cities, killing five officers—, Patrick Zamarripa, Michael Krol, Michael Smith, and Lorne Ahrens—and wounding nine others. Johnson, who told negotiators he was motivated by rhetoric and sought to target white officers specifically, was killed in a standoff after a bomb robot detonation. Chief , under Rawlings' administration, described the attack as targeted payback against law enforcement. In response to the , Rawlings emphasized communal resilience and police support, declaring that the incident "revealed heroes" among officers who protected protesters despite the attack. He coordinated with to maintain peaceful protest rights while upholding officer safety, avoiding new restrictions on demonstrations despite calls for tighter rules. Building on pre-existing reforms, including , cameras, and community-oriented policing implemented since Brown's 2013 appointment, Rawlings promoted ongoing to "de-escalate versus escalate." Addressing the broader crime uptick, Rawlings and unveiled a multifaceted in 2016, focusing on targeted against high-violence areas, increased officer deployment, and partnerships to curb drug and drivers. These efforts aimed to reverse national trends affecting , though levels remained elevated through 2019, with 6,442 victims reported that year. The system's instability, which Rawlings sought to , compounded recruitment challenges, contributing to officer shortages that strained response capabilities. Despite these pressures, Rawlings credited post-ambush unity for preventing deeper societal fractures, positioning as a model of recovery amid national policing tensions.

Pension reform and fiscal management

During his mayoral tenure, Mike Rawlings confronted a severe in the and (DPFPS), which faced an unfunded actuarial liability exceeding $3 billion by 2016 due to prior mismanagement, including risky alternative investments approved by the pension board. The situation escalated in late 2016 with a rapid withdrawal of over $600 million from deferred retirement option plan () accounts by retirees, reducing fund assets from $2.8 billion at the year's start and threatening the city's fiscal stability amid fears of . Rawlings responded aggressively to safeguard taxpayer interests, filing a lawsuit on December 5, 2016, to halt further withdrawals, though a denied the temporary request. He also requested a by the into past DPFPS administrators for potential breaches of fiduciary duty, citing "grave" mismanagement that eroded trust among . On December 29, 2016, Rawlings proposed a comprehensive reform framework, including transitioning new hires to cost-saving cash balance plans—projected to reduce city pension costs by up to 36% over an employee's lifetime—and securing state legislative intervention to restructure governance and limit future risks. These efforts culminated in Texas Senate Bill 2190, passed in May 2017, which overhauled the DPFPS by granting the city majority control of the pension board (six of 11 seats), mandating diversified investments, and imposing contribution increases while averting immediate supplemental city appropriations without structural fixes. Rawlings advocated for the reforms to prioritize long-term fiscal solvency over short-term bailouts, warning in an April 2017 letter to taxpayers that unchecked liabilities could necessitate hikes or service cuts. Despite achieving these measures, his approach drew from and unions for insufficient protections for retirees and perceived delays in addressing the crisis's roots.

Controversies and criticisms

Handling of police and fire pension crisis

During Rawlings' mayoral tenure, the Dallas and Fire Pension System (DPFPS) confronted a funding crisis characterized by an unfunded liability exceeding $3 billion as of 2016, exacerbated by high-risk investments and deferred retirement option plan () withdrawals that strained liquidity. Rawlings warned that continued outflows could lead to municipal , describing the situation as the city "walking into the fan blades." In response, on November 29, 2016, Rawlings demanded the immediate suspension of lump-sum payments from the $2.7 billion fund to preserve cash reserves. When the pension board declined, he filed a private on December 5, 2016, seeking a temporary to block retiree withdrawals of , arguing they endangered the city's fiscal health; a denied the TRO the same day. Rawlings escalated by requesting a on December 30, 2016, into prior DPFPS administration, enlisting the to probe potential mismanagement, including DROP-related decisions amid the fund's distress. He advocated for shared sacrifices between the city, employees, and retirees to stabilize benefits while safeguarding taxpayers, opposing legislative proposals he deemed insufficiently protective of long-term solvency. Following legislative reforms that closed the legacy defined-benefit plan, established a new hybrid cash-balance system, and mandated city contributions toward the shortfall, Rawlings appointed six of eleven trustees to the reconstituted DPFPS board to oversee implementation. These measures, which Rawlings supported, contributed to early stabilization, though the underlying crisis stemmed from pre-tenure investment decisions. His approach drew sharp criticism from police and firefighters, who accused him of prioritizing city finances over retiree security and potentially worsening staffing shortages.

Governance style and accusations of favoritism toward private interests

Rawlings adopted a governance style heavily influenced by his corporate background, emphasizing public-private partnerships, economic incentives for developers, and reliance on leaders to address urban challenges. He frequently touted the efficiency of involvement, as seen in initiatives like the 2012 GrowSouth plan, which sought to attract $1.2 billion in private investment to underserved southern Dallas neighborhoods through tax abatements and streamlined permitting for real estate projects. This approach aligned with his longstanding ties to the Dallas Citizens Council, an influential group of corporate executives that endorsed his mayoral campaigns and shaped policy priorities toward growth-oriented development. Critics accused Rawlings of exhibiting favoritism toward private interests, particularly in and regulatory decisions that appeared to benefit connected developers and firms. In May , shortly after taking office, he faced scrutiny for supporting a no-bid contract process that allocated public funds to associates from his network, prompting an warning of the risks in blending personal relationships with taxpayer dollars. Similarly, during the 2013 controversy, city officials under his administration were criticized for granting regulatory exemptions to the ride-sharing company amid efforts, creating an "appearance of favoritism" in a wary of entrenched influence. Further allegations surfaced regarding opaque dealings with private entities, including a push for private management of assets amid claims of in operations, where Rawlings' recommendations were seen as prioritizing insider interests over transparent bidding. His expressed preference for empowering private philanthropists and executives—such as in Trinity River planning and advisory roles—over expanding elected oversight drew charges of circumventing democratic , with observers arguing it fostered a "private power" model that marginalized public input in favor of elite business agendas. These criticisms, often voiced in local and by opponents, highlighted tensions between Rawlings' pro-growth and concerns over equitable governance, though he maintained such partnerships were essential for fiscal prudence in a facing budget constraints.

Post-mayoral activities

Continued political engagement

Following his tenure as , which concluded on May 31, 2019, Rawlings shifted focus to national political efforts promoting bipartisanship and alternatives to the . In June 2023, he collaborated with former Mayor to endorse the organization's campaign for a centrist third-party presidential in the 2024 election, emphasizing the need for unity amid deepening partisan divides. By March 2024, Rawlings had assumed the role of National Convention Chair for , a position in which he advocated for recruiting a bipartisan presidential ticket capable of appealing to voters disillusioned with major-party options. The group, which secured in multiple states, aimed to nominate candidates who could address national challenges without ideological extremism, though it faced criticism from Democrats and Republicans alike for potentially splitting votes. Rawlings publicly discussed these recruitment challenges, highlighting polls indicating widespread voter preference for non-partisan alternatives to a Trump-Biden rematch. No Labels ultimately voted in early April 2024 not to field a ticket after failing to secure high-profile recruits, a decision Rawlings characterized not as a failure but as evidence of persistent public frustration with the duopoly. In an April 13, 2024, , he argued that the underlying dynamics—voter exhaustion with extremism and calls for pragmatic governance—remained unchanged, positioning ' efforts as a catalyst for future reforms rather than a one-election venture. This involvement marked Rawlings' primary post-mayoral foray into electoral politics, distinct from his earlier Democratic endorsements such as in 2019.

Advisory and nonprofit roles

Following his mayoral tenure, Rawlings was elected to the board of directors of the Hoblitzelle Foundation in August 2020. The foundation, established in 1944, focuses on grantmaking for health, human services, education, and community initiatives primarily in Dallas and 13 surrounding counties. In September 2021, Rawlings and his wife, Micki Rawlings, were appointed honorary co-chairs of the Dallas Education Foundation's Heart of Teaching campaign, a fundraising effort to support educator recruitment, retention, and professional development amid teacher shortages in Dallas Independent School District. The campaign sought to raise funds for incentives like stipends and training programs. Rawlings has continued engaging with nonprofit governance issues, authoring an August 2025 opinion piece in urging boards to assess their impact by asking two key questions: whether the organization would be worse off without the board's involvement, and whether members are fully committed or merely participating passively. He emphasized the role of nonprofits in Dallas's civic ecosystem, alongside public-private partnerships and faith-based groups, in driving community outcomes.

Personal life

Family and legacy reflections

Mike Rawlings is married to Micki Rawlings, with whom he has two children: daughter , an residing in Garland with her husband, and son Gunnar, a consultant who attended Jesuit Preparatory School. The family has long been members of First Presbyterian Church in and resided in the Preston Hollow neighborhood. Rawlings' decision to enter the 2011 mayoral race was influenced by a with Gunnar, then a student, who posed the question, "What would the virtuous man do?" during a ride, prompting Rawlings to prioritize civic duty over personal comfort. His family life intersected with mayoral crises, such as the 2016 ambush that killed five officers on , coinciding with his mother-in-law's death and disrupting a , while Micki Rawlings observed the constraints of the weak-mayor system, noting that the public often overestimates the office's authority. In reflections on his legacy, Rawlings emphasized uniting a divided city through consensus-building in ' council-manager structure, crediting achievements like reforms settling $235 million in lawsuits, GrowSouth economic initiatives, and crisis management during events such as the 2014 Ebola response and 2013 JFK anniversary. , observing his father's tenure, highlighted lessons in earning respect via trust and hard work rather than positional power, prioritizing community needs over popularity—as exemplified in Rawlings' focus on opportunities for all residents—and maintaining amid political battles, values instilled through daily dedication to , the city that provided the family's foundation.

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