Jonathan Koffler is a senior customer service and process improvement executive with over 20 years of experience in industries including medical equipment, pharmaceuticals, and call centers. He has a proven track record of improving productivity, reducing costs and errors, and building long-term customer relationships. His background includes leadership roles managing large customer service teams, implementing process improvement methodologies like Six Sigma, and consulting for diabetes medical equipment companies.

1. JONATHAN KOFFLER
720 Newtown Road Cell Phone: 610-639-5444
Villanova, PA 19085 Email: jlkoffler@comcast.net
BACKGROUND SUMMARY
Senior Customer Service and Process Improvement 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:
• Certified Lean Six Sigma Green Belt • Durable Medical Equipment Sales
• Financial Management • Process Excellence and DMAIIC Method
• Call Center Leadership • Insurance Reimbursement
PROFESSIONAL EXPERIENCE
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.
BRYN MAWR SKIN & CANCER INSTITUTE, Bryn Mawr, PA 2013-2016
BMSC specializes in medical and cosmetic dermatology including Mohs surgery.
Director, HIPAA Privacy Officer and Operations Manager
• 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.
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.
• 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

2. JONATHAN KOFFLER
departments. Developed key processes in managing insurance contracts, and collections of payment. Improved
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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, 2002-2004
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%.
Patient Administration Representative, 2001-2002
Supervised inside sales and patient management of new pump sales for US sales market. Directed distributor program for
US market, managing all communications for 35 national distributors.
• Secured insurance reimbursement and processed new pump sales. Reduced processing time from 28 to 10 days.
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%.
Manager, Sales, Marketing and Customer Service,
• Created new sales incentive policy to reward employees based on profit dollars produced instead of total sales dollars,
resulting in savings of $359,000 after first year of new policy being in place.
• Designed and implemented “One Stop Shopping Program” for packaging services, including purchasing, new product
planning and development. Targeted existing accounts, resulting in increased sales of 7% to 22 % per account.
EDUCATION
Drexel University, Philadelphia, PA
• MBA, GPA 3.95/4.0
• BS, Business Administration
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3. JONATHAN KOFFLER
PROFESSIONAL DEVELOPMENT
• Certified LEAN Six Sigma Green Belt
• Beta Gamma Sigma Honor Society
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