1. Jarrel Thomas, PMP
611 NE 2nd
Street, Pompano Beach, FL 33060
Cell: (901) 233-7433
Email: Jarrel.Thomas@att.net
Qualifications Summary
• Goal oriented, action-focused, self-disciplined, proactive thinker with exceptional
analytical problem solving skills.
• Able to work independently on multiple projects with multiple project teams
simultaneously and organize competing priorities to ensure deadlines are met.
• Highly experienced in executing strategic business plans, managing organizational
change and process improvement within a matrix environment.
• Over 15 years of results-driven management experience in leading customer and
vendor teams in multiple time zones and cultures working on complex, cross-
functional, cross-disciplinary projects with multi-month timelines in large user
workshops.
• Excellent oral and written communicator with strong presentation and business
analysis skills necessary to promote the benefits of solutions and improvements to
achieve higher levels of functional performance and meeting organizational goals.
• Utilizing extensive industry and business knowledge, I am able to quickly analyze
potential issues and make prudent decisions that will positively impact the
organization.
• Able to manage and drive acquisitions and infrastructure changes to achieve highest
return on investment.
• Expert PMO knowledge of key components and associated tools and methodologies
required for portfolio/project management (e.g. scope, charter, statement of work,
requirements (time, cost, quality), budgeting, project plans, resource acquisition,
communication, change requests, risks and issues, integration, milestone signoffs,
lessons learned, turnover to support, ROI).
Core Competencies
Project Management (PMI, SDLC, Waterfall/Agile/Scrum, Six Sigma)
Customer Relationship Management (CRM) ● Business Intelligence (BI)
Enterprise Resource Planning (ERP) ● Total Quality Management (TQM) ● Juran ● Deming
Corporate Performance Management (CPM) ● Performance and Quality Standards
Strategic Planning ● Change Management ● Risk Management ● Applicant Tracking (ATS)
Operations Management ● Staff Development/Promotion ● Leadership Development
Conflict Management ● Knowledge Management ● HIPAA ● ICD-10 ● ICIMS
Strategic Partnerships ● Vendor Management ● Disaster Recovery ● SSO
Data Warehousing ● Sharepoint ● Visual Basic ● SQL ● HTML ● JAVA ● LINUX
Office ● Project ● Access ● Visio ● Exchange ● MS Server ● Macromedia ● Spiceworks
Remedy ● Invision ● Syngo ● Soarian ● Medhost ● Sage ● McKesson ● Perot ● Solaris
Kronos ● Lawson ● Midas ● Innovian ● Centricity ● Viewpoint ● SCC Soft ● HRIS
.Net ● Cisco ● IBM ZOs ● HP ● Dell ● Nortel ● NEC ● VM Ware
Jarrel Thomas Page 2

2. SENIOR PROJECT MANAGER, Office Depot Nov 2015 –
Present
Managing the Exact Target (Salesforce) Email, SMS, and Push initiatives, File
synchronization, Purchase history management, Contact History synchronization, POS
email triggers and Re-Engagement activities.
Managing Showcase and Curation development for major brands (HP, Boise, Tops,
Newell, 3M). In addition, overseeing Content Service provider improvements, Image
processing/Video hosting, and API development.
Developed and maintained email departmental budget. Maintained critical vendor
relationships and coordination. Managed Time entry standardization project.
PROJECT MANAGER, Sheridan Healthcorp Mar 2015 – Nov
2015
Managed the implementation of ICD-10 compliance. This required verification of ICD-10
readiness for all affected software, interfaces, and claims coding and processing.
Managed the development and implementation of several web-based and Lawson HR
forms interfaced with Lawson, Kronos, Vistar, Remedy, and ICIMS (ATS) applications.
Oversaw the implementation of the Icims Applicant Tracking System for the Clinical
Recruiting and HR departments. This system interfaced to numerous other systems and
was specifically designed to support both recruiting areas.
Conducted numerous Business Analyst projects: Billing system GL cross-reference,
system nomenclature standardization, Lawson Position/Department/Location
standardization.
PROJECT MANAGER, HCA – East Florida Division Oct 2014 – Mar
2015
Developed and implemented new Project management methodology for division. This
included project documentation standards, executive reporting, and web based project
request and approval application.
Managed high-profile Clinical Automation project which established the baseline for
EFL’s “Hospital of the Future”.
Developed comprehensive vendor list utilized to populate software and disaster recovery
system. This required completing Enterprise Application Impact Assessment (AIA) and
Business Impact Assessments (BIA) for all software in both systems.
Additional projects managed: Dolbey implementation, ScriptRx conversion, ICU Bridge
Orders, I-Stat/RALS conversion, and Clinical Automation.
SENIOR PROJECT MANAGER, Office Depot Dec 2013 – Sep
2014
Served as Project Manager for the Office Depot/Office Max acquisition/merger initiatives:
SKU Harmonization, COGS, Global Services, Private Branding, and E-Commerce.
Coordinated achievement of over $20M in COGS (Cost of Goods Sold) synergies.
Led the development of new ERP system for Asian Offices which reduced FTE utilization
by 40% and standardized RFI/RFQ, PO, and Compliance (Social/Quality) processes.

3. Oversaw the development of new private branding strategy for several product
categories.
Developed several corporate documents used to track integration projects, synergy
achievements, and contract terms and conditions.
Jarrel Thomas Page 3
Coordinated activities and timely completion of major gate points by Office Depot staff,
remote Office Max staff, and multiple contractual entities.
PROJECT MANAGER, Siemens Managed Services at Touro Infirmary 2006 – Nov
2013
Core projects: Acquisition/merger of Touro IT by Siemens, ICD-9 to ICD-10 conversion,
CPOE implementation, Innovian to Soarian EMR migration, Meaningful Use
implementation
Led the acquisition/merger of Touro IT staff by Siemens and assisted in multiple Disaster
Recover/Helpdesk acquisitions by Siemens at other hospitals.
Oversaw the infrastructure redesign of the IT server room and all supporting network
technology.
Met with key stakeholders on mission-critical, high-visibility applications and technology
projects in order to gather project requirements and align stakeholders with project
objectives.
Worked closely with project team to set strategic direction, develop workplans, track activity
completion, identify/escalate risks/issues and remove project roadblocks throughout the
project/product life cycle.
Built cost/benefit analysis models and adjusted dependencies and critical path by utilizing
established estimating models, industry best practices and problem solving skills.
As project owner, developed and managed project governance to ensure that overall
coordination, status reporting and stability of project objectives and goals were met within
defined schedule, budget, scope, resource and quality requirements.
Identified, managed, and completed forecasting revenue, total costs/ROI, scope/budget change
management activities required to ensure end user understanding and alignment.
Effectively facilitated ongoing project communications with all team members and stakeholders.
These included: project deadlines, staffing roles/responsibilities/expectations, progress
reporting, education, and milestones/quality gates.
As part of the procurement process, partnered, managed, and maintained relationships with
internal and external business/technical/application project team members, peer leaders,
and vendors to deliver project deliverables.
Effectively managed teams of 5-35 business analysts, software engineers, implementation
consultants, testers, and vendors from multiple disciplines.
Evaluated test plans/results and made recommendations for adjustments as necessary.

4. Identified and developed contingency plans to address and mitigate risks and implemented
change management activities when necessary.
Provided oversight, governance, mentorship, guidance and ongoing training for project
resources and customers to build and enhance project management knowledge and capabilities
in order to achieve continuous process improvement.
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Measured and monitored project progress to timelines and budget to provide timely, accurate
status reports designed to track milestones, raise risks/issues, as well as provide project
transparency.
Ensured transfer of Care, Custody and Controls of all projects by conducting consistent
post implementation review, benefits review, lessons learned, publishing information,
implementing improvement opportunities and archiving appropriate records.
DIRECTOR OF IT, Memphis Managed Care Corporation 1998 –
2005
Managed $6.0 million information technology budget and 30 direct reports.
Led the infrastructure redesign of IT server room and supporting network technology as
well as the redesign of the Customer Service department and CRM system.
Implemented system upgrades and Quality Assurance methodologies which reduced
system related failures and downtime by 90%.
Recommended and managed IT strategies for multiple projects to accomplish
organizational, financial, operating and market advancement opportunities.
Recruited, trained, and managed IT staff. Ensured clearly defined job requirements,
conducted training and performance reviews, and provided personal growth opportunities.
Using SDLC, led the complete redesign of core system in order to improve system
functionality and performance, decrease FTE utilization, and increase customer
satisfaction.
Developed extensive relational DBMS ERP system utilizing VB.Net, SQL, and Crystal
reports.
Maintained regulatory compliance, HIPAA security, policies/procedures, and IT audits.
Implemented and maintained disaster recovery, back-up and restore procedures, and
security and audit control procedures and testing.
Oversaw and assisted in the troubleshooting and call solutions required of the help desk for
application, workstation, and network related issues.
Conducted total replacement of organization’s telephony (PBX) systems, data center
infrastructure, and Disaster Recovery hardware/software/procedures.

5. Education and Credentials
Master of Science in Management Information Systems
University of Memphis, Memphis, TN. Graduated with honors
Bachelor of Science in Chemistry
University of Memphis, Memphis, TN. Graduated with high honors
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Associates in Chemical Engineering
State Technical Institute, Memphis, TN.
Professional Training and Development
PMI Project Manager Certification (2009)
Six Sigma Black Belt (not certified 2006)
ARRA/Meaningful Use Compliance (2011)
HIPAA Security/Privacy/Transactions (2013)
Extensive Project Management, Team Management, Self-Improvement Courses

6. Education and Credentials
Master of Science in Management Information Systems
University of Memphis, Memphis, TN. Graduated with honors
Bachelor of Science in Chemistry
University of Memphis, Memphis, TN. Graduated with high honors
Jarrel Thomas Page 5
Associates in Chemical Engineering
State Technical Institute, Memphis, TN.
Professional Training and Development
PMI Project Manager Certification (2009)
Six Sigma Black Belt (not certified 2006)
ARRA/Meaningful Use Compliance (2011)
HIPAA Security/Privacy/Transactions (2013)
Extensive Project Management, Team Management, Self-Improvement Courses