Director for PwC's Advisory, Industrial Products & Services practice

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Championed industry’s first performance-based subsea BOP service agreement. Established strategy, framework, methodologies and metrics across GE’s entire O&G business unit and horizontal functions.• Culminating in a $400M contract with Diamond Drilling and a new $3.5B market opportunity for GE.New Model For Offshore O&G-> https://www.youtube.com/watch?v=cNmgroMcoAk Led development and deployment of Seadrill’s GoM offshore maintenance strategy.• Captured $28M cost improvement for 4 rig fleet in 6 months and a 52% reduction in maintenance time, 95% variation reduction in overruns and eliminated unplanned BOP events.Developed strategy to improve BOP reliability with BP’s leadership. Created global subsea improvement process and between well maintenance standard for Ensco; then executed it on ultra-deepwater rigs.• During pilot on two rigs BP realized a $61M cost save and a $220M revenue enhancement while in same period Ensco saved $51M and 75 days of NPT (nonproductive time).Improved acquisition and shale play performance for Talisman Energy’s Drilling and Completions groups in Alberta’s Duvernay formations with Jomax and Akita drillers.• Reduced AFE variance from 30% to less than 4% and LTIs (Lost Time Incidents) by 100%.Engaged ConocoPhillips’ senior leadership in creating high performing crafts/jobs, while transforming ASRC’s diverse oil & gas contractor workforce into an incident free, integrated culture.• Championed 100% reduction in Total Recordable Incidence Rate (TRIR), from 1.67 to 0.00 for first time in Kuparuk’s oilfields production service history and achieved 45% decrease in first aids.

Residential property management and development firm serving the South Florida market. 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. • Launched breakthrough loss-mitigation fund for pre-foreclosure properties growing local $3 million operation into $50 million international investment vehicle based on corporate social responsibility, providing private solution to public problem and allowing residents to keep their homes. • 30% improvement in throughput with reduction in IP risks to the firm garnered by implementing risk management/governance polices and migrating offices to a paperless system to more effectively manage fund capacity.SNN Live Interviews Robert Mason

• 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. • Created palatable and structured exit strategy for United States government to divest itself of equity in General Motors and Chrysler. Sought to provide UAW-VEBA a superior negotiable asset for equity held in companies.Robert Mason ASOC Chairman on FOXBusiness Newshttp://www.youtube.com/watch?v=1g8D266CCgs Neal Cavuto Interviews Chairman Robert Masonhttp://www.youtube.com/watch?v=0sBE46eKYzE

• Launched trade forum with the City of Farmington Hills and the sovereign nation of Singapore to stimulate bi-lateral trade and investment. • Negotiated and approved new waste management contract reducing total cost to city residents by 4.5%, added new materials to the recycling program and provided for revenue sharing payments to the city.• Successfully lobbied Senate and Congressional leaders for $800,000 in Energy Efficiency Community Block Grants (EECBG) for projects designed to promote Leadership in Energy and Environmental Design (LEED) certification.

Organization serving as principal advisor to the executive branch on tax and fiscal policy issues.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. • Led the administration and investment of the city's $27 million pension fund in fewer than 60 days that previously had not been fully funded, administered, or invested in more than 5 years. Budgeted for the fully accrued actuarial liability, which had not been done in 10+ years.• Balanced the city's budget for the first time in 30+ years without selling city assets or the usage of emergency loans.Treasury Appoints Mason Emergency Managerhttp://www.youtube.com/watch?v=U-Zw6nazHoEhttp://www.webprofile.info/rmason/Treasury%20Names%20Mason%20Emergency%20Financial%20Manager%2004_17_09.pdfhttp://www.webprofile.info/rmason/New%20Leader%20Plans%20Exit%2005_11_09.pdf

Full-line global vehicle manufacturer with annual sales exceeding $60 billion.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. • Established competitive intelligence organization and new customer/product segmentation schemas driving joint venture and merger with industry’s fifth- and eighth-largest competitors.• 84% reduction in analysis turnaround times produced by leading cross-functional teams in modifying a demand analytics tool to derive radical changes in pricing, product positioning, promotions, and design/manufacturing locations in response to fuel price volatility. • Increased ROI by directing transition from a product-centric corporate structure to a business unit structure that positioned Jeep as a separate brand and created a flatter, more efficient organization.

U.S. government agency supporting the nation’s public space program. 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. • Reinvigorated NASA’s $18 billion budget as part of a presidential mandate with benchmark capabilities in governance, portfolio selection, and strategic field management, resulting in a restructuring blueprint for NASA and a white paper for mission-critical organizations.

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.• Developed and rolled out an €18.5 billion PP&E investment roadmap and long-term strategic plan spanning 17+ countries for the seventh largest conglomerate in the world.• 10% decrease in time spent on strategic issues achieved by creating benchmark governance systems and risk management policies for the supervisory board and leadership team’s strategic decision-making body. • Maximized key resources/budgets and increased understanding of strategy vs. tactics by launching strategy training programs that included war-gaming, simulations, workshops, organizational learning, and leadership development.

Pioneered new technology development for Jeep & Truck driveline systems as the platform lead to support world class NVH characteristics. Introduced high powered problem solving tools and training to support balanced scorecard metrics in quality and customer satisfaction. Reported to Director of Powertrain Engineering; staff of 5. Major accomplishments included:• Implemented Red X and Green Y strategies in system design which resulted in $23.5M of annual savings• Championed material cost management to reduce prototype part costs by 20% and CN changes by 37%• Drove 6-sigma in the supply base and dealer network to decrease EPUS by 75% and C/1000 by 40%• Defined the 2010 system strategy for cross business unit collaborations of Chrysler and Mercedes-Benz

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. Managed and trained five direct reports. • Decreased expense per unit sold 75% and warranty 40% on 300,000+ units by driving Black Belt processes into supply base and dealer network creating a culture of continuous improvement.• Defined a 2010 system strategy for cross-business unit collaborations of Chrysler and Mercedes-Benz.

• Presented Impact of the Year award by the City of Detroit for obtaining $54 million in financing for development and construction of new parks, malls, service stations, and other projects, which drove year-to-year double-digit, and in some cases, triple-digit increases in property value for residents of Morningside.

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 predictive tools for warranty issues. • Saved $500 million by maximizing and reutilizing capital and major facility pull aheads.• Obtained 13% manpower reduction, achieved delivery targets without overtime for first time in 15 years.