Mark T. Jones Email and Phone Number

I manage strategic growth projects for the rolling mill along with a variety of other projects at the site. -Managed a key strategic growth project: installation of an additional roughing group in the rolling mill (+$30M). While managing this project I was accountable for an engineering team of (5) and various contracting groups (+200) to plan, install, and implement this system into the rolling process. The team was able to work over 65k hours and not sustain any lost time accidents with increased production rates showing the value of the work every month.-Led a cross-functional team to implement equipment changes necessary for a new product size to be rolledCurrently working on Strategic Project Planning for the future of the site

I managed and implemented a $7 million Rolling Mill project for improvement of equipment reliability at the Tandem Mill Group. Started development for the strategic improvement project at the Roughing Mill group.

I supported the melt shop, rolling, and scrap yard in various projects improving site reliability and profitability.Highlighted Projects:-Melt Shop Furnace Mercury Emissions Reduction-Additional processing bar stretcher upgradeIn addition to St. Paul, I also managed Duluth, MN site projects (induction equipment upgrade and truck scale installation) and supported our Michigan site on a Rolling Mill upgrade strategic growth project. I also managed the St Paul and Duluth sites capital portfolio.I was selected to participate and I completed the company’s Engineering Advance Training program which is a deeper dive into the steel making process.

I supported the installation of a (+$50M) casting machine by coordinating the logistics and organization of the equipment that was being installed which consisted of 183 trucks, 1000+ packages (worth around $14M). During the installation of this project, I supported the mechanical installation on the caster main level and auxiliary equipment by administering the budget, schedule and quality of the installation

I worked in production learning how to improve the process and then I was assigned to lead & manage the maintenance / reliability team, during that time I led (18) employees and was accountable for a yearly budget of roughly $750k. I also managed projects for the site as the SAP-Transition Coordinator and the QMOS Business coordinator with the capital investments of up to $500k, operational improvements, and operational systems transitions. I was responsible for the quality, budget and schedule for each type of project, as well as managing the implementation of the projects.

Succesfully completed the Gerdau Management Associate Program. During my time in the program I optimized set-up sheets for the Rolling Mill by reducing the time it took to create the sheets, designed crane gates to prevent unauthorized crane entry and reduced speed cobbles in the Rolling Mill by 40%. I also helped implement MAXIMO in the Maintenance Department and organized the 2010 Mechanical/Electrical Shutdown.