Zotec Partners, LLC \ June 2008 – March 2009

Zotec offers a comprehensive suite of medical billing and practice management software tools designed specifically for mid to large medical practice group or hospitals and/or outsourced medical billing services.

Call Center Manager

• As an Call Center Manager provided leadership and direction for day-to-day operations in contact center within medical billing environment; and directed and managed twelve (12) to twenty (20) staff
• Determined call center operational strategies by conducting needs assessments, performance reviews, capacity planning; and establishing production, productivity, quality, and customer-service standards; contributing information and analysis to organizational strategic plans and reviews
• Maintained and improved call center operations by monitoring system performance; identifying and resolving problems; preparing and completing action plans; completing system audits and analyses; managing system and process improvement and quality assurance programs.
• Accomplished call center human resource objectives by recruiting, selecting, orienting, training, assigning, coaching, counseling, and disciplining employees; communicating job expectations; planning, monitoring, appraising, motivating, and reviewing job contributions; planning and reviewing compensation actions; enforcing policies and procedures
• Talked, listened and helped to resolved conflicts with customers; by effectively listening to find the root cause of issues, and communicating clearly and in a friendly way to solve issues and leave the customer with a positive experience

Key Accomplishments:

• Coordinated, led, and executed the implantation of software and system enhancements that resulted in reductions of labor costs by forty percent (40%) within medical billing company
• Developed a training program to improve customer service, software and job specific knowledge within medical billing call center, which allowed for the hiring of agents without prior medical or insurance experience
• Analyzed, developed, and implemented new procedures and metrics to improve operational performance; resulting in 2X increased production in six months within a medical billing call center

SM&P Utility Resources, Inc. \ July 1993 – February 2008

SM&P is one of the nation’s largest underground locating service business, performing more than 15 million locates annually throughout US for telecommunication, cable, water, gas and power companies. 

New Product Development Manager

• Lead the development, approval, training, and communication of new service offering changes and their associated customer, operational, system, & process impacts to the various internal divisions
• Identified the business and operational requirements based upon the business requirements & objectives of each service offering
• Specified market requirements for current and future service offerings by conducting market research supported by on-going visits to customers and non-customers
• Developed & conducted specialized training on new services launched and raise awareness & application of relevant subject matter
• Coordinated and built strong working relations with various internal organizations including; IT, Sales, Marketing & Operations

Key Accomplishments:

• Launched, directed, and managed the Commercial and Residential Private Locating pilot within the Indiana marketplace, growing monthly revenues to over $10K per month within three months
• Launched, directed, and managed the Commercial GPS Mapping pilot within the Indiana marketplace with $3M in revenue projected within eighteen (18) months
• Developed and maintained strategic alliances with affiliate service providers to “resell” services with a projected $1M revenue potential within two (2) years

• Determined and achieved customer service requirements by maintaining contact with customers; visiting operational environments; conducting survey; benchmarking best practices; analyzing information and applications
• Improved customer service quality results by studying, evaluating, and re-designing processes; establishing and communicating service metrics; monitoring and analyzing results; implementing changes
• Maximized customer operational performance by providing help desk resources and technical advice; resolving problems; disseminating advisories, warnings, and new techniques; detecting and diagnosing problems

Key Accomplishments:

• Developed and implemented a data driven summary report to solve a utility customer’s complex union problem which saved the customer three (3) million annually
• Developed and implemented customer service standards and program for invoicing, dispatch, call center, and field operations
• Created and maintained Sarbanes Oxley documentation for billing, dispatch, and contracts
• Directed and Managed a multitude of projects GPS logistics routing, AT&T facility mapping, battery testing, WE Energies facility mapping, and Exelon Energy pole inventory
• Analyzed, developed, and recommended a new asset management and procurement processes to save $3.5M over next 5 years
• Outsourced after-hour call center for the entire company thus reducing overhead cost by 10% within the first year

General Manager (Director Level)

• As a General Manager, I provided leadership and direction for day-to-day operations for two (2) regional billing and dispatch centers; and directed and managed eighty (80) support staff between the two (2) regional centers where responsible for P/L management of $5 M total budget
• Acted as the senior level representative and facilitated issue resolution with the support of field operations and client resources as needed
• Established priorities, meet timelines-deadlines, and display good organizational skills, and professional interpersonal skills and presentation
• Developed and maintained a current Standard Operating Procedures (SOP) manual with ongoing evaluation and facilitation of account process improvements
• Proactively developed strong relationships with the client and stakeholders to ensure client expectations were met or exceeded
• Initiated improvements in invoicing and call center methods/processes to improve quality, schedule performance and to reduce costs
• Oversaw the investigation of discrepancies, non-conformance, and recommend corrections and corrective actions necessary to assure conformity with client and regulatory requirements

Key Accomplishments:

• Turned around non-performing Northern Regional center and led them to exceed budget expectations within the first year by being one percent (1%) under budget
• Planned, coordinated, directed, and executed the centralization of three (3) regional centers into one (1) super-center resulting in the reduction of back-office headcount by twenty-five percent (25%) saving $574K per year
• Managed and directed all phases of the development life cycle and integration of a several software upgrades within the billing and dispatch system for the regional centers resulting in annual savings of $1.4M

• As an Operations Manager, I provided leadership and direction for day-to-day operations for billing and dispatch functions within central region centers; and directed and managed forty (40) support staff where responsible for P/L management of $2 M total budget
• Managed functions and increased the effectiveness and efficiency through improvements to each function (customer support, work order distribution, call center, and invoicing) as well as coordination and communication between functions
• Supervised and coached support staff to drive performance and improvements 
• Development of and management of annual budget for regional   work order distribution, call center, and invoicing functions
• Oversaw monthly assessments and forecasts of organization's financial performance against budget, financial and operational goals
• Subject matter expert on matters related to work order distribution, call center, and invoicing

Key Accomplishments:

• Analyzed, recommended, and implemented new billing and routing procedures resulting in the recapture of $10M in revenue within the first year of implementation
• Processed approximately 12,000,000 transactions per year within four years resulting in $140 million in annual revenues
• Planned, coordinated, directed, and executed the combining of nineteen (19) decentralized billing centers into three (3) regional centers resulting in the reduction of back-office headcount by fifty percent (50%) saving $450K per year
• Exceeded budget expectations continuously for four years resulting in lowered transaction costs from $0.52 to $0.18 per transaction
• Increased initial customer billables from seventy-eight percent (78%) to ninety-eight percent (98%) resulting in an increase of $10M in revenue within one year
• Increased billing quality ratio from 1:200 to 1:2000 within first year and continued to increase billing quality ratio to 1:6100 within four years resulting in improved customer satisfaction