Scott Klosterman Email & Phone Number

Austin, Texas, Us

Austin, Texas, Us

Austin, Texas, Us

HNI Healthcare is a technology-enabled physician practice management company that delivers full-service hospitalist programs along with flexible solutions and services customized to client needs.HNI is transforming healthcare by re-engineering the delivery of hospital-based patient care to create exceptional value and opportunity for hospitals, physicians and advanced practitioners.

Salt Lake City, Utah, Us

Dynatronics is a leading manufacturer and distributor of physical rehabilitation equipment and supplies.

Austin, Texas, Us

Hired to manage a newly created division, with full P&L responsibility for locations in Phoenix, Arizona; Livermore, California; and Denver, Colorado, following company’s acquisition of 3 smaller businesses.Responsibilities were expanded following additional acquisitions to oversee 5 businesses in 6 locations, as well as an automated business in 2013. Initially challenged to turn around new locations that were unmanaged, lead a team of 3 General Managers, and instill the Hanger culture within new locations. Later led, managed and motivated a team of 5 General Managers and up to 330 indirect reports. In 2013, challenged to turn around an unprofitable automated business. Position entailed extensive strategic planning, coaching, and mentoring.* Drove divisional sales growth 150% as a result of acquisitions and double-digit, organic same-store revenue growth.* Achieved breakeven in 2014, a year after taking over automated business that lost $9 million in 2012--cut 2013 losses 66% by renegotiating contract with technology partner and leading improvements in billing & collections.* Captured $2 million in cost reductions—adjusted business model and negotiated semi-exclusive distributorships that resulted in substantially reduced product costs.* Played a key role in acquiring 2 businesses with $15 million in collective revenues—conducted due diligence and negotiated compensation packages with previous business owners to ensure continuity.* Created and executed strategies to save $7 million after corporate decision to dissolve division—sold businesses to strategic buyers to reduce asset write downs.

Provided comprehensive business services for privately-owned and private equity-owned middle market companies.* Played a key role in helping a client successfully launch a product into the physical rehabilitation market by leveraging distributor connections.* Positioned a medical device manufacturer to bring products to market 62% faster, save 20% of their annual engineering budget, and then reinvest $400,000 saved by recommending staffing changes, creating a product marketing position, and transitioning from a technical-based approach to a market-based approach.

Shirley, New York, Us

Promoted to lead a staff of 8 Vice Presidents and Directors and 350 indirect reports. Challenged to accelerate sales growth and productivity and foster a culture of quality overseeing Domestic and International Sales and Marketing, R&D/Engineering, Manufacturing Operations and Materials Management, Quality Control and Regulatory Affairs, and Accounting, Information Technology, and Human Resources.* As part of the corporate senior leadership team of 8, played a key role in growing revenue to $500 million from $100 million by contributing to strategic growth strategy.* Grew division revenue to $90 million from $50 million with a CAGR of 12%.* Launched 12 new products to fuel double-digit sales growth by accelerating the R&D process, building out a highly functional leadership team, and creating a best-in-class international distribution network of 400.* Produced $2 million in reduced costs/improved profitability by launching lean manufacturing program and quality improvement program.* Expanded international sales by hiring a Vice President, International Sales and Marketing, altering R&D process to adapt to an international market, earning ISO certification, and building a brick-and-mortar facility in Belgium.

Recruited by a former colleague and served as CFO to this then-failing privately-held company with shrinking sales of $35 million, large net losses, and a market capitalization of $5 million. Initial responsibilities included all financial, tax and management accounting and reporting, and all G&A functions including Human Resources and IT. Initial challenges included developing a talented and motivated workforce, leading company-wide cost reduction efforts, dealing effectively with strained banking relationships and severely limited cash flow, and managing the expectations of the shareholders and Board of Directors.I was promoted to COO in 1997 and assumed responsibility for Manufacturing Operations, Quality, and Regulatory Affairs in addition to my responsibilities as CFO. Our efforts culminated in the complete turnaround and initial sale of the Company for $40 million.

Kalamazoo, Mi, Us

Recruited by the Division President. Oversaw all financial and management accounting and reporting and related divisional functions, Human Resources, Information Systems, and Regulatory Affairs.

Recruited to the Company after auditing the business for three years. Contributed to the growth of the Company from $18 million to $100 million in sales.

Gb

Master Of Business Administration (M.B.A.)

Bs, Accounting