1. JONATHAN KOFFLER
720 Newtown Road Cell Phone: 610-639-5444
Villanova, PA 19085 Email: jlkoffler@comcast.net
BACKGROUND SUMMARY
Senior Practice Manager and Operations Executive with more than 20 years experience improving productivity and
building long-term, profitable relationships. Strengths include problem-solving, organization and analysis. Results-
oriented leader with proven expertise in:
 Healthcare Compliance  Durable Medical Equipment Sales
 Financial Management  Certified Lean Six Sigma Green Belt
 Call Center Set-up & Leadership  Insurance Reimbursement
PROFESSIONAL EXPERIENCE
BRYN MAWR SKIN & CANCER INSTITUTE, Bryn Mawr, PA 2013-2016
BMSC is a 10 Physician Practice specializing in medical and cosmetic dermatology including Mohs surgery.
Practice Manager
 Developed processes & procedures for HIPAA and created an on-line HIPAA presentation utilized by staff of 55.
 Created new Call Center training entire staff on Patient/Customer Service with an emphasis on 1st
Call Resolution.
 Decreased abandon call rate 50% by creating an Avaya Call Center handling 15,000 calls per month.
 Decreased medical supply costs by 42% utilizing partnerships with local health care organizations.
 Developed and managed communications with referring providers.
 Worked with CEO to create HIPA Security audit needed for PQRS and Meaningful Use.
 Worked with physicians and department managers to maintain efficiencies and quality throughout the practice.
 Trained new employees and staff to meet all standards and guidelines set forth for infection control, HIPAA and
OSHA, as well as achieved patient quality and safety goals.
 Successfully reported PSRS measures including creating email application for skin cancer patient awareness.
CUSTOMER CARE CONSULTANTS, Villanova, PA 2010-Present
Consulting practice specializing in customer service, outsourcing, and call center management. Leverage expertise in
diabetes industry, including insulin pumps, blood glucose meters, and continuous glucose monitoring systems.
Principal Consultant
 Served as start-up consultant working with Enterprise Software Company to develop inside customer care
department. Developed company’s first software as a service product.
 Consulted with DME Companies specializing in diabetes and insulin pump market.
 Responsible for creating a Quality Assurance Department for the monitoring of all call center programs.
ICT GROUP, Langhorne, PA 2007-2009
ICT Group, Inc. is a leading provider of outsourced customer management and BPO solutions with over 20,000
employees and 40+ contact centers worldwide.
Director, Client Services, Medical Marketing Services Unit
Directed the Abbott Diabetes call center employing 300 employees. Prepared and monitored client reports on a daily and
weekly basis. Managed daily transmissions to client via operations. Acted as liaison to systems and operations staff, and
assisted in project training and quality assurance monitoring.
 Decreased Internal Error Rate from 21% to 8.7%.
 Managed Quality Documentation Team and reduce external error rate from 1% to under 0.5%. Implemented support
process for new Navigator product line.
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2. JONATHAN KOFFLER 2
 Utilized Six Sigma skills to improve call handling process, reducing AHT by 10%.
 Completed Continuous Quality Improvement Six Sigma project, producing $250k in production savings.
ANIMAS CORPORATION, West Chester, PA 2001-2007
Animas Corporation, a Johnson & Johnson Company, with revenue of $105 million, manufactures insulin pumps.
Director, Patient Administration Department (PAD), 2004-2007
Directed Patient Services (50 employees), including lead processing, inside sales, DME health insurance processing and
sales order processing. Managed profit and loss for (PAD). Reported directly to EVP of Sales and Marketing. Served as
member of Process Improvement Committee chaired by CEO to improve efficiency and productivity in all major
departments. Developed key processes in managing insurance contracts, and collections of payment. Improved
communications between all departments, including sales, marketing, manufacturing and Accounts Receivable.
 Managed team during rapid growth of company (36% per annum for pumps and 21% per annum for supplies), while
increasing head count by only 13% for pump new sales team.
 Sustained growth of 43% from 2003 to 2007 for new pump sales, while increasing headcount by only 31%.
 Grew revenue 377% from 2003 to 2007 for pumps supplies, while increasing headcount by only 26%.
 Improved percentage of processing new patients to actual sales by 17% from 2004 to 2007.
 Decreased abandoned calls from 42% to 0.7% in first year; sustained this rate for a three year period.
 Increased number of calls answered in less than 20 seconds from 45% to 90.9% in first year of operation.
 Reorganized Pump Processing Department, increasing conversion of pump leads to sales by 11% in first year.
 Completed Green Belt Six Sigma Training. Initial project yielded $300 thousand in savings.
Manager, Supply Reorder Department, 2001-2004
Directed profit and loss for sales of durable medical equipment supplies. Managed 22 people. Grew head count by 2%
while sales grew by 33%
 Performed strategic audit of department and identified key bottlenecks in the reorders process.
 Created services marketing blueprint, resulting in a 35% increase in profits and a 50% decrease in the amount of time
between a patient’s initial contact and the delivery of his or her supplies.
 Established call center queue system, decreasing abandon call rate to 0.5% for the year.
 Increased sales of reorder supplies by 30%.
PENN BOTTLE & SUPPLY COMPANY, Philadelphia, PA
$52 million packaging firm specializing in the manufacturing and distribution of packaging materials, including glass and
plastics containers for the pharmaceutical, chemical, cosmetic and food industries.
Vice President, Operations Management,
Developed and implemented strategic plans to increase market share by 133%. Managed profit and loss for both
manufacturing and distribution operations.
 Served as member of internal consulting team that restructured, centralized and computerized purchasing function.
Saved $375,000 of operating expenses. Eliminated inventory errors by 95%.
 Developed incentive program to eliminate excess inventory. Decreased excess inventory by 85%.
EDUCATION
Drexel University, Philadelphia, PA
 MBA, GPA 3.95/4.0
 BS, Business Administration
PROFESSIONAL DEVELOPMENT
 Certified LEAN Six Sigma Green Belt
 Beta Gamma Sigma Honor Society