Cameron Gillian

Senior ITSM and Service Operations leader with 12+ years’ experience delivering service transformation, operational resilience and measurable improvements in service performance and customer satisfaction. Experienced across incident, major incident, problem, change, service assurance, knowledge management, vendor operations and customer service management. Combines global operating-model and process design with hands-on operational leadership, senior stakeholder engagement and automation/AI adoption.

Delivered a 52% reduction in OpEx, 51% lower MTTR, 19% fewer tickets and a CSAT improvement from 7.3 to 9.1/10. Senior ITSM and service transformation professional with 12+ years’ experience designing and implementing service management processes, operating models and technology-enabled improvements in complex enterprise environments. Combines operational leadership with a record of measurable outcomes: 52% lower operating expenditure, 51% lower MTTR, 19% fewer tickets and CSAT increased from 7.3 to 9.1/10.

Experienced in global process and policy design, ServiceNow-driven CSM transformation, stakeholder alignment, service improvement, and embedding automation and AI practices.

Global Owner for Customer Service Management; UK&I Transformation Programme Manager; UK&I Service Assurance Manager; Head of UK&I Incident, Major Incident & Problem Management at Experian (2019-04 – Present)

Multiple Roles

• Designed and implemented global Customer Service Management tooling, organisational structures, processes and policies, aligning teams across regions to modernise B2B customer service and create a “single front door”.
• Managed multiple Customer Service and Agile DevOps teams across onshore and offshore locations; line-managed up to 90 FTE at various points.
• Embedded automation and AI practices across global operations.
• Delivered reported outcomes: CSAT improved from 7.3 to 9.1/10; OpEx reduced by 52%; MTTR reduced by 51%; ticket volumes reduced by 19%.
• Designed and implemented global CSM tooling, organisational structures, processes and policies to align teams across regions and establish a consistent B2B customer service model.
• Translated service management needs into process, policy, organisational and tooling changes, with a focus on customer experience and operational efficiency.
• Worked across Customer Service and Agile DevOps teams in onshore and offshore environments; line-managed up to 90 FTE at various points.
• Supported automation and AI adoption across global service operations; outcomes included a 52% reduction in OpEx, 51% lower MTTR, 19% fewer tickets and CSAT improving from 7.3 to 9.1/10.

Service Operations Manager at SCC (2016-06 – 2018-12)

• Led Incident and Major Incident Management, Problem Management, Knowledge Management, and B2B customer onboarding and transition, using onshore and offshore teams.
• Developed the maturity, efficiency and capability of a newly established Major Incident Management function.
• Handled executive briefings and 24x7 escalation management; authored and owned the Crisis Management process and was a key stakeholder in organisational Business Continuity plans.

Head of Managed Services at BT IT Services (2013-01 – 2016-06)

• Implemented, managed and developed ITIL functions including Incident and Major Incident Management, Service Assurance, Field Service Management, Early Life Support, Jeopardy Management and Vendor Operations Management.
• Led Incident and Major Incident teams supporting managed services for the England Rugby World Cup 2015, including preparation and tournament finals.

Build Factory Manager at BT IT Services (Contract) (2012-01 – 2013-01)

• Managed a 15-engineer team in an IL-4 certified build facility delivering laptop and desktop replacements for multiple B2B customers.
• Introduced an auditable chain-of-custody process for sensitive customer data and an escalation workflow for hardware and software faults.
• Delivered workflow, shift-pattern, quality-gate and SCCM improvements, increasing output from 60% of requirement to over 130%, avoiding approximately £100,000 in penalties and restoring the project schedule.

Communications Systems Engineer at British Army (2001-11 – 2011-10)

• Progressed from Private to Staff Sergeant through four promotions, serving in the UK, Germany, the USA, Afghanistan, Norway and Italy.
• Co-managed design, build and transition of a bespoke Joint Operation Command facility at a four-star headquarters in Afghanistan, integrating technologies and standards from multiple NATO members.
• Combined lead for Incident, Major Incident, Problem, Change and Asset Management within an ITIL framework; managed inspection, repair and logistics processes supporting communications equipment availability and readiness.
• Commanded and managed teams of 8–48 engineers; during deployments, managed mobile repair teams delivering urgent repairs under strict SLAs.

Service Operations Manager at Microlise (2018-12 – 2019-04)

Earlier Employment

Security Cleared DARTS Installation Manager at HM Courts via Atos (contract) (2011 – 2012)

Earlier Employment

IT Engineer at Fitzgerald Lighting Ltd (1999 – 2001)

Earlier Employment

Regional Sales Executive at Sony UK Ltd (1996 – 1998)

Earlier Employment

BSc (Hons), First Class in Computing and IT – The Open University (2013)

HNC, Distinction in Computing and IT – The Open University (2011)

HNC, Merit in Telecommunications – Royal School of Signals (2003)