1. TODD R. GILLIAM
105 Fernwood Drive, Avondale, PA 19311 • (484) 885-9899 • ToddRGilliam@yahoo.com
GOAL Build a defining customer experience with effective delivery that differentiates a company or product in
a competitive environment.
SUMMARY Synthesize complexity into clear direction and drive it through operational design and professional
development. Operations strategist, analyst and manager with specific expertise in Call Center/Back
Office Process MIS, Quality, Training, IVR, Agent Management, Planning and Strategy. Combines
background in Business Process Outsourcing, application of Lean principles and data driven problem
solving along with system understanding, business insight and team leadership experience.
Customer Experience • Lean • Structured Analysis • Sourcing Strategy • Category Management • KPI Design and
Delivery • Voice of the Customer • Branding • Call Center Management • IVR / VRU • Strategic Alliances • Supply
Chain • Internet Tracking • Risk Management • International Sourcing • Consulting • Communications • Training
EXPERIENCE
2006 – Present Barclaycard US, a member of the Barclays group Wilmington, DE
Director, Support Operations, Customer Care and Bank Operations-2007-Present
Director, MIS, Customer Care and Bank Operations- 2006-2007
Set COO category sourcing strategies and customer satisfaction direction in partnership with Marketing.
• Built Voice of Customer program driving targeted improvements and educating marketing efforts
to drive a 10% lift in customer satisfaction over last two years.
• Set path for Customer Care from 25% outsourced to 80% outsourced and helped Collections drive
to 90% outsourced.
• Set CSAT direction (dissatisfier focus) for the company across Marketing and Operations.
Lead 25 to design, implement and ensure delivery on our customer experience including MIS, analytics,
forecasting, communications, solutions development, quality and education functions.
• 4x increase in MI delivered with reduced FTE, increased tracked reliability and accuracy and
without technology effort through talent management, active engagement with customer needs
including how they use the data and maximizing the tools at hand.
• Led building of agent skill development program and internal leadership development process,
both noted as BCUS Operations leading.
2001 – 2006 Capital One Financial, Inc, Richmond, VA
Director, Customer Management Operations, 2005-2006
Coordinated execution of customer management strategies and process rationalization.
• Penalty Fee and Waiver Policy. Developed and drove change to generate $14mm annual profit.
• All-Account terms change. Coordinated development of modular approach to deliver customer
level messaging, enabling mass customization: 155mm permutations (from previous high of only
60).
Telesales Group Manager, 2004-2005
Led group of 15 to deliver $50mm annual Telesales production supply and solicitations.
• Developed lean, high performing team. Trimmed group size by 40% while growing business by
70% ($20mm) by focusing accountabilities and deepening roles to promote career growth.
• Grew outbound calling in spite of Do-not-call legislation. Aggressively developed different
offerings and sources of value to grow volume although DNC cut lead lists in half.
• Developed structured approach to supply quality. Developed a comprehensive quality approach
recognized by Legal and Regulatory groups as a beacon for operations groups.
2. TODD R. GILLIAM • (484) 885-9899 • TGilliam@BarclaycardUS.com • Page 2
2001 – 2006 Capital One Financial, Inc, Richmond, VA
Call Center Services and Strategic Supply Management Analytics Group Manager, 2001-2003
Led analyst team supporting Telemarketing and Customer Relations.
• Developed category strategies for Customer Care, Telesales and Collections. Strategies generated
buy-in from COO on outsourcing approach, built organizational momentum and set a three year
agenda for supply direction, sizing, location and choice. This outsourcing (>2000 FTE) drove
more than $110mm savings per year over the previous approach.
• Developed Category Strategy Methodology. To translate needs into optimal supplier network,
pioneered principle of “Portfolio Rules” at COF, and shared across departments.
• Built infrastructure and metrics for managing outsourced supply.
• Managed analysts through Supply Chain diagnostic work including: Visa/MC Relationship
diagnostic identifying >$2mm of value due to COF, Telephony diagnostic shaping WorldCom
relationship, and Rewards delivery supply diagnostic.
2000 – 2001 Avenue A, Inc., Analyst and Training Manager Seattle, WA
Analyst manager for a company committed to generating data-driven results for its clients through
designing, serving, optimization and analysis of Internet advertising campaigns.
• Developed and delivered product training: Trained customers on our tools and the Internet
advertising process to ensure they received the full benefits of the technology.
• Developed and delivered team training. Subjects included: Creative Test Design, CPA Driver
Analysis, Campaign Result Prediction Tool, Presentation Tips and Training and Core Data
Analysis.
1997 – 2000 Prism Consulting International, Operations Management Associate Bethesda, MD
• Led client team in developing and implementing a time-based model for aircraft maintenance
operations. Shortened cycle times, used non-critical periods, and focused on availability rather
than a “delivery date” paradigm generating $450k/month of aircraft availability.
• Valued and structured a $1b+ acquisition bid. Built the financial model, developing innovative
approach dividing the business into virtual components, allowing alternate bid structures.
• Framed the knowledge and skill development agenda for multiple practice areas of a global
consulting firm. From an extensive baseline of interviews with client executives and potential
clients, the team helped develop a knowledge building agenda and brand image for the firm.
Summer 1996 Pratt & Whitney Corporation, Leadership Intern Hartford, CT
Created assembly simulation and developed line improvement methods to shift from process to product
focus. Provided a roadmap for Kaizen improvement efforts to reduce process and changeover times.
1990 – 1995 U.S. Navy Commissioned Submarine Officer Various locations
Supervised up to 40 people in various capacities including: the operation and maintenance of weapon,
sonar systems, and nuclear reactor protection and indication systems. Awarded for aggressive leadership
with procedural rigor. Completed one year of postgraduate-level and hands-on study of nuclear
engineering and power plant design, operation, finishing 7th of 116 and three months instruction on
submarine systems, finishing 4th of 65.
EDUCATION Darden Graduate School of Business Administration, University of Virginia Charlottesville, VA
Masters of Business Administration, Operations Management Concentration
School of Engineering and Applied Science, University of Virginia Charlottesville, VA
Bachelor of Science, Systems Engineering
• Selected as Rodman Scholar, representing top 5% of engineering students
