Robert Mason

Organization provided guidance to the President's Auto Task Force on how to translate fixed costs into variable costs and maximize the benefits to taxpayers and automotive employees via the federal intervention. ASOC continues to drive palatable and structured exit strategies for United States government to divest itself of equity in General Motors and Chrysler while seeking to provide the UAW-VEBA a superior negotiable asset.

Served as Managing Director supporting a loss-mitigation fund for pre-foreclosed properties with emphasis on stabilizing home values and retaining ownership with a 15% preferred return plus equity to investors. Managed 3 direct and fewer than 100 indirect reports comprised of contractors and consultants. Tracked and managed approximately $50 million in properties. Reported directly to corporate shareholders.

Selected to oversee the adoption, amendment, and enforcement of directives, ordinances, and resolutions impacting financial condition of Highland Park. Managed fiscal affairs including developing a plan to restore financial health and stability to the city. Accountable for annual general fund revenues of $12 million, water fund revenues of $5 million, and $60 million in debt. Supervised 150 employees and 12 direct reports.

Provided strategic consulting and business planning for the office of the Chairman and CEO with oversight of 10-member staff and a multi-year strategic business plan/$60 billion financial model. Led major internal consulting projects to provide analysis and recommendations for joint ventures/alliances. Reported to Chairmen and CEO.

Selected to provide guidance and benchmark capabilities in strategic field management, portfolio selection, governance, and span of control as part of restructuring NASA per presidential mandate.

Planned and coordinated the execution of a 10-year business strategy and corporate governance initiatives. Supervised 20-member strategic team. Reported to Chrysler Group CEO and Daimler EVP of Strategy. Assessed mid-term tactics to deliver strategy in a changing global environment, acting as a change agent with senior leadership. Ensured employees at all levels were aligned to firm’s strategic direction/corporate vision via communication, training, and balanced scorecard reporting.

Responsible for product development R&D, quality and reliability, synthesis, and vehicle development supporting powertrain, chassis, and electrical systems and components. Pioneered new technologies for Jeep and truck driveline systems supporting world-class NVH performance. Introduced high-powered problem-solving tools and training to support balanced scorecard metrics in quality and customer satisfaction.

Provided management support covering all aspects of safety, quality, delivery, cost, and employee morale with oversight of eight direct staff and 5,100 employees for a three-shift operation with net profits exceeding $1.7 billion. Generated double-digit improvements in quality by developing and implementing protection plans, control protocols, and predictive tools for warranty issues.

Control Theory

Telecommunications