Darin Thomas Email and Phone Number

Reporting to the vice-president of Finance for the West Division I am one of four people building an Independent Management Office (IMO) to run a transformational way in which we plan, construct, and turn over to operations a passive fiber network built to node+0 architecture. I am building job descriptions, hiring and providing guidance to over 70 new employees, including individual goals, without disrupting the day-today business through the use of good communications, and planning in order to have minimal impact to our customers. I have provided a standard set of guidelines (playbook), measuring performance against the project plan, customer impact metrics, network impact metrics and financial spend to budget and forecast. Through best practices, coordination and guidance I have demonstrated alternative ways to execute and set the path for new standards. I am able to take network, customer, marketing, capacity forecasting over the next 2-5 years and layout strategically where and why we should be building our new network. In looking cross functionally at the larger portfolio of work today and the work planned I have been able to connect with the PMO and Marketing to ensure that we have a joint forward looking plan of at least 18 months for execution and 24 months on strategy. Additional responsibilities over the SOW in the West Division and reporting with our Business Partners and the tools to construction capital projects for all lines of construction.

I am an acting member of the senior leadership team responsible for managing a $2B business. Strategically the role manages how projects across all functions support the goals of the ‘Market’, ‘Division’, and the ‘Company’ completing projects with little to no impact on the day-to-day business while delivering on growth with 7 full-time employees. In my role I am able to bring groups together facilitating and moderating conversations resolving concerns before they become issues. I am honest and will offer objective alternatives and advice. These skills have allowed me to be a preferred resource and advisor to others. I am confident presenting to all title levels, large groups (120+), and all organization levels and I am an active participant in interviewing vice presidents and directors in my Region of 2k employees. I am self-directed and motivated building long term solutions and processes to support the goals of the organization, my team and myself.I play an active leadership role in the Region as the Diversity Champion forming the first Inclusion Committee in Washington, across the Division creating and mapping a progression plan for the Division Project Management Office (DPMO), and building and teaching a standard set of project management courses throughout the division.

Managed technical projects in engineering from initiation through project closure ensuring all goals - scope, time, and financial deadlines - were met as I established a Regional Project Management Office (RPMO) with 2 additional full-time employees. Through my leadership of the team we continued to implement project standards, methods, and processes to improve the overall delivery projects not only for engineering but across functional work areas as well. We managed and maintain project plans, scope documentation, risk mitigation strategies, budgets, and communications plans. Some of the larger scale project initiatives I personally managed while in this role include: the test and trial of MSTV (Microsoft TV) interactive guide including the rolling of all 1.2M video customers to the platform and 3 years later rolling them back, DOCSIS 3.0 testing and launch to internet customers, and the building and cutting over of a new Federal Way Headend serving more than 125k homes passed. During this time I was recognized as a nominee for Circle of Success (2007), the Rainier Team Award (2009), and the SCT Award (2010).

As a senior project manager for engineering I completed projects that centered around the engineering network. In this role I had no additional employees the work was managed and completed by myself. Projects were assigned as support using Project Management Institute (PMI) standards with cost, time and quality weighed throughout initiation, planning, execution, monitoring and controlling, and closing. Built a formal documentation process including an executive summary, scope, project plans, action register, issues log, lessons learned and hand off documentation. Initially hired to launch Comcast Digital Voice (CDV) as a replacement to Comcast Digital Phone (CDP), migrating from circuit-switched service to Voice over Internet Protocol (VoIP) for engineering which included the testing and turn up of soft switches and the migration of existing customer to the new platform in the Washington Market under a decentralized engineering environment. Market project manager with a decentralized IT/IS group as we nationally launched JR/APS ‘Bedrock’, a back office provisioning platform to ensure billing to all provisioned services. Additionally during this time I launched Digital Simulcast and the Comcast Converged Regional Network (CRAN).

Global accounts are those that have billing in excess of $1 million per month in services. I was part of a joint venture with IBM to service Washington Mutual Bank where IBM provide the desktop solutions and hardware and AT&T provided the network. I was the customer facing project manager to IBM and Washington Mutual delivering a single national contract representing yearly revenues over $40M in 2003. I had 4 full-time employees supporting back office functions as part of my team in Schaumburg, IL. Developed and communicated scope of work for planning, proposal quotation, and order resourcing. Worked as the customer facing liaison in day-to-day account management and escalation point both internally and externally with the customer, local operations, national provisioning and vendors ensuring that all orders are implemented on time and meet or exceed customer expectations / contract obligation. Overall responsibility for project delivery within contracted constraints from order receipt to initial bill review including remote or onsite coordination. Developed delivery plans, setting goals, risk assessments, and schedules to be used by all stakeholders. Highly detailed project teamwork and quality delivery of services across company venues and customer environments have built foundations for personal customer interactions.

Lead project manager of a team representing national and local hospitality accounts. As a manager of 3 full-time employees I had management responsibility for the hiring, training and development of the team. As the leader I set company standards to track projects and performance, achieving an ‘exceeds’ rating. The process of managing an account included the following: credit checks, proposals, project management, site engineering, custom fabrication, risk assessments, content and library development, hiring and management of subcontractors, inventory control and management, shipping, installation, one-time and recurring billing as stipulated by a negotiated contract. My customer relationships allowed me to focus on overall profit margins and ROI for the AEI while retaining a large client base..

Responsible for managing restaurant contracts of 35 national accounts. The national contracts dictate scope and price allowing for management of our costs, and resources as a way to increase ROI. Through the national Muzak affiliation work was subcontracted with cost negotiations. Responsible for initial account set-up and recurring billing derived from the national contract delivering equipment and audio feeds at customer sites primarily via satellite, however, there was the ability for on premise devices. Primary escalation point, and customer facing contact for the entire life-cycle on all assigned accounts including revenue. Development of implementation and action plans as necessary to deliver on contracts.