Mark Hafner

abmbdm@r.postjobfree.com

**** ****** **** **** 937-***-**** (home)

Centerville, OH 45459 937-***-**** (mobile)

Summary: Proven leader, accountable problem solver, collaborative team

player, committed to achieving results; broad business and technical

expertise with Ivy League MBA.

Core Competencies:

? Leadership ? Operational Improvement ? Expectations

Management and Alignment

? Project Management ? Lean Principles ? Strategic and

Tactical Planning

? Program Management ? Portfolio Management ? Value Capture

Canopy Financial / Fiserv Inc. 2008-2010

Director, Business Support Services

Reported to VP of Operations. Canopy was a dynamic, entrepreneurial

environment and was ranked the #7 fastest growing software company by Inc.

magazine.

Developed structure for support services associated with all company

product offerings (FSA, HRA and HSA administration) including: new client

(employer group) implementations, claims administration, system

configuration, eligibility processing and treasury functions.

Supported proposal responses and product development by creating standard

cost models, capability assessments, and driving continual improvement

efforts across the portfolio of client services.

Managed team of up to 20 analysts including off-shore staff. Negotiated

associated service contract with a $500,000 annual spend.

Enterprise responsibility for client Service Level Agreement reporting.

Initiated improvement efforts in non-compliant areas and drove related

activities such as standardizing contract language to be consistent with

operational capabilities.

Implemented document imaging systems and customer relationship management

(CRM) system through organizational transition and built support

organization and associated processes while not impacting existing

business. Ensured SLA service metrics exceeded client expectations.

C-level appointee as point of contact to preserve relationship with high-

profile clients following the sale of subsidiary from Fiserv to Canopy.

Successfully retained clients.

CareSource Management Group 2004-2007

Director, Configuration; Business Initiatives Director

Reported to CIO. Member of Senior Management team for a major Medicaid

plan with over 600,000 members and $1 billion revenue. Translated corporate

strategies into actionable and measurable initiatives; provided program or

project level support and management.

Managed enterprise system logic driving approximately $600 million in

annual payments achieving all accuracy and timeliness objectives.

Managed team of 15 configuration analysts involved in multiple concurrent

strategic and tactical projects as well as extensive support and

consultation with leadership of all business areas; outstanding claims,

pricing and clinical knowledge.

Served on key committees along with C-level executives to manage corporate

and line of business profitability ratios, the financial impact of policy

decisions and other items of high impact; frequently conducted research

and led "swat" project actions to address variances.

Built effective relationships across leadership team and led multiple,

cross-functional work groups to align priorities, resources, and

deliverable expectations.

Significant contributor towards establishing IT Governance process to drive

project investment decisions and manage full life cycle of the corporate

portfolio of project initiatives. Served as core team member of IT

Governance Committee.

Increased key business metric (automatic claims adjudication rate) from 72%

to 87% reducing the staffing needs by approximately 30% during a period of

rapid growth.

Successfully managed and served as Steering Committee member for conversion

of enterprise system. Coordinated 60-person project team and impacting all

business functions across the organization.

Responsible for the Trizetto vendor relationship. Installed suite

included Facets, NetworX, CareAdvance and Workflow with associated budget

exceeding $8M annually.

Collaborated with executive leadership on investment decisions, business

case development, cost-benefit analysis; drove vendor negotiations, project

initiation and program management oversight.

Managed conversion from Amisys to Facets; managed initial Facets

implementation for new market, de-hosted two Facets instances.

Led cross-functional team of approximately 40 people through upgrade and

release testing projects. Reduced cycle time significantly and increased

process predictability.

Consulting Clients: Premera Blue Cross, Fidelis Care 2003-

2004

Facets Configuration Manager

Managed configuration of reimbursement information converted from the

Diamond system.

Supported new business design and implementation process during the open

enrollment activity peak. Introduced best practices improved processes and

tools, and enhanced documentation to ensure quality and accuracy of new

business set-up.

Coventry Health Care / Mid America Health 2001-2003

Project Manager

Managed a variety of projects involving people, process and technology.

Consistently met or exceeded customer expectations.

Facilitated the efforts of a cross-functional team to identify root causes

of corporate audit errors and enhance/document underlying processes for

continuous improvement (CI) initiative. Eliminated recurring assignable

causes in subsequent audits.

Successfully added control points and quality assurance measures to the new

business set-up process. This enabled effective management and control of

this process and positively impacted customers' "first impressions."

GeoAccess - Business Development, Northeast Region 2000-2001

Account Manager

Managed client relationships for Fortune 50 employer and managed care

organization accounts involving hosted web sites designed to access managed

care provider information. Responsible for sales, receivables, and client

interaction around web site support activities as well as software

products.

Arthur Andersen - Business Consulting, Healthcare Practice 1998-2000

Senior Consultant

Managed engagements and and consistently met project targets (time, cost,

quality and value). Interacted with C-level client leadership to develop

project parameters.

Project focus areas included: system selection/implementation, financial

assessments, revenue cycle, and strategic planning engagements.

Met or exceeded revenue and client satisfaction objectives of practice.

Editor of the technology column for the healthcare practice's client

newsletter highlighting practice capabilities and client successes.

MedPartners Glastonbury, CT 1997-1998

Operations Manager and Business Systems Manager

Reported to CIO. MedPartners was the largest physician practice management

organization nationally.

Managed a 25-person revenue cycle operation serving six major markets.

Reduced days in sales outstanding by 20%.

Managed business analysts supporting the (Epic) practice management and

electronic medical record system. Aligned system performance with business

objectives.

Program manager for acquisition of systems, professional services, and

development of processes for supporting risk-based contracting.

Aetna Health Plans Middletown, CT 1990-1997

Product Manager and Operations Manager, Aetna Professional Management

Corporation

(APMC was a physician practice management subsidiary acquired by

MedPartners)

see above for responsibilities 1996-1997

Team Leader/Analyst/Consultant for Technological Initiatives

1990-1995

(multiple positions)

Core project team member for high-profile corporate initiative assessing

feasibility of replacing enterprise systems. Led RFI/RFP and vendor

assessment phase; contributed to strategic vision, requirements gathering,

enterprise data modeling, and development of recommendations to executive

leadership.

Developed enterprise-wide standard identifiers of core business elements to

enable more consistent operational implementations and business

intelligence analysis.

Led integration of enterprise (provider) data with a strategic operating

platform. Contributed to development of enterprise data and process

models.

Successfully managed operating unit and served as core team member on

project to reengineer the case installation process to support member

growth from 300,000 to 1.2 million and revenue from approximately $350

million to $1.4 billion. Presented reengineered process to sales support

teams nationally.

Allied Signal Aerospace - Kansas City Division 1987-1989

Quality Process Engineer, Quality Division

Responsible for the quality and conformance of purchased semiconductor

products valued in excess of $14 million annually.

Quality Engineering lead for the requirement identification phase of a

supply chain management system implementation for a 6,500-person

manufacturing complex.

Education

Yale School of Organization and Management New Haven, CT

Master's of Business Administration, 1991.

Emphasis areas of Operations Management, Finance, and Organizational

Behavior.

University of Missouri Columbia, MO

BS, Electrical Engineering, 1986. Dean's List.

BS, Computer Engineering, 1986.

Minor in Mathematics.

Continuing Interests

Program, project and client management skills.

Economic and game theory, business models (especially in e-business).

Integration of people, process and technology.

Lean, Six Sigma, CQI/TQM, JIT, supply chain concepts and supporting

statistical techniques.

Activities include basketball, running, racquetball, weight lifting, and

coach youth sports.

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