CHRISTOPHER D. GILL11729 Kinross Ct. firstname.lastname@example.orgHuntersville, North Carolina 28078 (704) 651-6167 (cell)EXECUTIVE SUMMARYRetail banking and strategy development professional with more than 25 years experience in financial services. Expertin developing branch transformation strategies for banks and credit unions to improve operational efficiency, reducecosts, improve customer experience, and grow revenue. “Out of the box” thinker and change agent who thrives onchallenging existing approaches and dealing with complex issues. Proven ability in establishing a shared vision,developing business unit strategies, and implementing programs that impact bottom line growth. Experienced in buildingcompelling business cases for action with supporting financial models. Significant experience in managing highly-matrixed projects that impact multiple lines of business. Strong track record in working with senior executives andbusiness unit leaders, mentoring staff, and building teams of highly-engaged employees. Functional expertise includes: Efficiency improvement / cost reduction Branch transformation and redesign Branch and ATM network optimization Revenue growth and marketing strategy Customer experience and satisfaction measurement New concept development Performance measurement and customer analytics Vendor management Establishing and managing partnerships Training developmentPROFESSIONAL EXPERIENCEDiebold, Inc. – Charlotte, North Carolina 2011 – presentSENIOR DIRECTOR, Diebold Advisory Services (formerly Diebold Consulting)Lead Diebold’s consulting business in North America focused on helping financial institutions address issues related tobranch transformation, including efficiency improvement, cost reduction, customer experience, self-service technologyimplementation, transaction migration and distribution network optimization. Manage and lead team of six consultingprofessionals. Led the completion of more than 20 projects over a two year period. Responsible for presentingDiebold’s vision for branch transformation to financial institution executives across North America. Presented to morethan 150 banks and credit unions in the past two years. In-Branch Self-Service Strategy: Advised a $100 billion super-regional bank on developing a strategy to driveroutine transactions to lower-cost channels. Led pilots of in-branch ATMs and kiosks across several markets.Recommended strategies related to employee engagement, customer adoption and lobby management in order tomigrate transactions and ensure customer satisfaction. Branch Efficiency / Transformation: Advised two $1 billion Midwest community banks on how to improvebranch efficiency, reduce costs and enhance the customer experience. Recommended redesign of existingbranches to reduce square footage and implementation of branch automation to improve transactional efficiency,reduce branch staffing and enhance customer convenience. Distribution Network Optimization: Advised two $1 billion West Coast credit unions on optimizing theirexisting branch networks. Recommendations included expansion into new markets to grow their member base,relocation of existing locations to reduce costs and improve market positioning, and closure of poorly-performing outlets.SNL Financial – Charlottesville, Virginia 2009 - 2011DIRECTOR, Community Bank Business Development (Industry Research & Product Management Group)Responsible for developing strategies to increase SNLs penetration of the community bank segment. Develop customeracquisition and marketing strategy for community banks, including sales and marketing collateral. Establish partnershipswith state and national banking associations and other key ‘influencers’ to increase SNL’s visibility among communitybanks and drive incremental sales. Led cross-functional team including Product Development, Operations, Marketing andTraining to prioritize, develop and launch product enhancements designed to improve the user experience and increaseclient value. Initiatives contributed to a 70% year-over-year increase in sales to community banks. Signed partnershipagreements with twenty state banking associations.
CHRISTOPHER D. GILL Page 2Deloitte Consulting – Charlotte, North Carolina 2006 - 2009SENIOR MANAGER, Strategy & OperationsManaged projects and consulting teams on a day-to-day basis, led development of client deliverables, and managedproject budgets. Developed strong working relationships with client senior executives and middle management.Responsible for coaching staff on projects and providing career development planning to junior consultants. Assisted senior management of a top 20 U.S regional bank in articulating its customer experience vision.Conducted a current state assessment to prioritize critical gaps in capabilities required to deliver the targetexperience. Built consensus with business unit leaders on the most critical opportunities to be pursued toenhance the bank’s core capabilities. At the request of the client, provided ongoing advice to executives aboutthe bank’s customer experience strategy and capabilities. Led development of a training strategy for a top 20 U.S. regional bank to strengthen the customer service andproblem resolution skills of client-facing staff and back office employees. Conducted assessment of customerservice skills across the organization, synthesized key findings, and built consensus with client executives onskills to be addressed by the training. Sold and managed five projects over a 15 month period.Dove Consulting – Boston, Massachusetts 2004 - 2006SENIOR MANAGER, Financial Services PracticeManaged consulting projects for clients in the retail banking, ATM servicing and merchant processing industries. Developed a long-term functionality strategy for a $250B+ asset bank to increase the value of their ATMchannel. Identified opportunities to differentiate the customer experience by type of customer and location. Conducted a valuation study for a leading services firm to determine the value of its business in advance of apotential sale. Performed in-depth financial analysis and projected future revenues for its various lines ofbusiness based on market forecasts and the client’s competitive positioning.Commercial Federal Bank – Omaha, Nebraska 2001 - 2004DIRECTOR, Distribution Network PlanningDeveloped distribution network strategies for major markets of Denver, Omaha, Des Moines and Kansas City tostrengthen Commercial Federal’s competitive position. Managed facilities and real estate function for a network of 194branches and an ATM network of 240 locations. Led and developed a staff of 16 professionals. Developed and implemented initiatives to optimize the branch network and led completion of 17 projects over atwo year period. Responsible for overseeing efforts related to market analysis, store design, site selection,business case development, and reaching consensus with senior executives on market strategy. Led efforts to transform the customer experience in new branches. Oversaw development of the new retail-oriented “Adeo” store design featuring innovative technology including self-service safe deposit boxes. Restructured facilities function by outsourcing routine maintenance activities and centralizing response tofacilities requests. Increased branch customer satisfaction with facilities support services by 10% and decreasedmaintenance expenses by $250,000 annually. Managed multimillion dollar capital and expense budgets. Achieved highest business unit performance on Gallup’s Q-12 employee engagement survey in 2003.Michigan National Bank – Farmington Hills, Michigan 1992 - 2001DIRECTOR, Distribution Network Planning (1997 – 2001)Developed and implemented branch optimization strategy to strengthen Michigan National’s competitive position,including prioritization of opportunities across markets and financial justification of new locations. Led new store designinitiative and evaluated impact of new concepts. Managed and developed a staff of five project managers. Developed and implemented network reconfiguration strategy to increase market share and reduce operatingcosts. Managed completion of 76 projects, including 13 new branches, 27 relocations, 9 reconfigurations and27 closings. Plan resulted in more than $1 million decrease in annual operating expense. Directed development of new concepts and designs to transform the traditional branch into a retail-orientedenvironment and reduce operating expenses. Implemented new retail designs at 30 locations.DIRECTOR OF SALES AND PLANNING, Business Financial Services (1996 – 1997)Developed strategies and tactics to grow Michigan National’s small business customer base. Created sales campaignsand special promotions. Contributed to loan growth of 26 percent in 1997, compared to less than 10% growth in 1996.
CHRISTOPHER D. GILL Page 3Michigan National Bank – Farmington Hills, Michigan 1992 - 2001CORPORATE STRATEGIC PLANNING OFFICER (1996)Developed corporate strategic plan in conjunction with CEO and senior management.VICE PRESIDENT/MARKET MANAGER, Battle Creek Region (1995)Managed three branches in Battle Creek, Michigan with $200 million in deposits. Developed strategies to expandcustomer base and improve customer retention. Received several awards for sales performance. Managed a staff of 25.DIRECTOR, BUSINESS PLANNING AND PERFORMANCE MEASUREMENT (1992 – 1994)Developed and implemented strategies to grow retail banking customer base. Led development of customer satisfactionmeasurement program and branch incentive plans. Managed a team of nine analysts and support staff.Price Waterhouse Strategic Consulting Group – St. Louis, Missouri 1985 – 1987, 1989 – 1992SENIOR CONSULTANT/STAFF CONSULTANTEDUCATIONMBA - Strategic Planning and Marketing, Amos Tuck School, Hanover, New HampshireBA – Economics, Dartmouth College, Hanover, New HampshireSPEAKING ENGAGEMENTS AND PUBLICATIONSCO-OP Services THINK13 conference, ‘Leveraging Branch Automation to Improve Operational Efficiency and theMember Experience’, April 2013SNL Community Bankers Conference, ‘Operational Efficiency Through Technology’, April 2013BankWorld conference, ‘Branch Transformation: Strategies to Enhance Profitability and the Customer Experience’,January 2013‘Credit Union Branch Transformation Strategies for 2023: What Will the Branch Look Like in 10 Years’, Diebold whitepaper, December 2012‘Bending the Branch: How Changing Member Preferences and Technology are Impacting Branch Strategies’, CreditUnion Times, October 2012CUNA Technology and Operations Conference, ‘Branch Transformation: Strategies to Enhance Profitability and theMember Experience’, October 2012ABA National Convention for Community Bankers, ‘The Community Bank of the Future’, February 2012ABA Seminar for Bank Presidents, ‘Best Practices in Improving Your Bank’s Efficiency Ratio’, March 2011Retail Financial Services Symposium, ‘Global Insights into Retail Banking Best Practices’, March 2008‘Global Perspectives in Branch Banking’, Deloitte Consulting white paper, 2008PERSONALParticipant in “Creating the Future” leadership programs at Commercial Federal and Michigan National. Lived four years inParis, France and Brussels, Belgium. Avid golfer and traveler (47 states and 19 countries).