Todd Gettelfinger, Executive Vice President Todd Gettelfinger, Executive Vice President and Co-Founder of LeadVantage, is an operations improvement fanatic. He loves tackling the issues and opportunities that run amok in today's companies. As the son of a hardware store owner, Todd learned at a young age the art of helping a customer identify their problem and teaching them how to fix it. This background reinforces his belief that operations improvement and leadership development go hand-in-hand to provide solid, tangible results for the customer. After receiving a Bachelor of Science degree in Management and Marketing and a minor in Economics from Indiana University, Todd spent almost six years at Bricker & Associates, Inc. (Bricker). While at Bricker, Todd quickly progressed through the organization impressing clients and completing successful projects at many Fortune 1000 clients. His experience spans such functional areas as manufacturing, service delivery, sales, customer service, operations planning, and finance. Todd then took his adventure West and became the Vice President of Production at Instill Corporation. While at Instill, Todd was able to apply years of experience to real-life issues. In less than a year, Todd transitioned the organization from a team of generalists with ad-hoc processes to staff specialists with repeatable, scaleable, processes. He and his wife reside in Chicago.  In his spare time, he enjoys playing the guitar, sailing on Lake Michigan, skiing, and rooting for his Indiana Hoosiers.  Professional Experience $100 Million Logistics and Installations Services Company Developed an operations improvement plan to improve the billing and accounts payable operations.  Helped streamline the billing process and developed recommendations that will result in over $270,000 in annual benefits. Developed solutions to clean up a backlog of over 1000 billing exceptions. Redefined roles and responsibilities to ensure accountability of results. Optimized the use of a network of third party installation companies. Assisted in the development of a Project Management methodology to improve the quality and consistency of services. Created a Quality Management Program to track and improve quality on an on-going basis. Defined a new organization structure to assign accountability for results. Electronic Commerce Start-up Advised founders of three electronic commerce start-up companies to build business infrastructures around new products and services. Developed and managed strategies for moving concepts through testing, development, and implementation. Developed models to convince investors of growth potential and the ability to manage the growth effectively. Managed a 50 person production staff to build stable and scalable processes and technology for an e-business company to the foodservice industry. Delivered monthly restaurant purchase reports for over $840 million in annual purchases for over 35 restaurant chains with 6000 units. Produced manufacturer market share analysis reports for over $250 million in annual purchases. Responsible for departments that electronically receives distributor data, analyzes product and purchase data, statistically validates the quality, and generates web-viewable reports. Transitioned the organization from foodservice generalists and ad-hoc processes to staff specialists and repeatable, scalable processes while completely replacing the technology that supported the production process with more reliable and productive tools. $80 Million Manufacturer of Industrial Gypsum Products Led a Productivity Improvement Project to improve the effectiveness of the U.S. sales force resulting in meeting their revenue goal for the first time in 10 years. Recommended a thorough market segment analysis, a market focused sales and marketing organization, and a demand management function to eliminate up to 50% of non-productive product management time and to meet sales goals. Led implementation of the plan, and assisted in rolling out a new sales and marketing organization and work processes in less than six months. Managed a strategic effort to define and sell how e-business could improve the delivery of services to constituents and improve the productivity of the agencies for a large municipal government. Working with the Chief Technology Officer (CTO), developed a working web prototype that demonstrated the government’s ability to offer services, including informational, transactional, and fee-for-service type transactions. Led a Productivity Improvement Project to assist the world’s largest producer of gypsum wallboard with achieving the benefits expected from consolidating 16 autonomous customer service centers into one location. Recommended a new staffing model to improve the organization’s flexibility, reduce operating costs by 25%, and improve the quality of service delivered. Led the implementation of the integrated plan and enabled the client to roll out the new organization design, position descriptions, performance measurements, and standardized approach to servicing customers in less than six months. Led a Productivity Improvement Project to improve the effectiveness of the U.S. sales force of the world’s largest producer of gypsum wallboard. Developed channel-specific organization designs and work processes for the 230-person organization in order to increase territory selling time by 30%, increase the sales representatives’ focus on end-users, and improve service delivered to distribution channels. Led the implementation of the integrated plan and enabled the client to roll out the new organization structure, channel strategy, and work processes in less than 12 months. $1.6 Billion Personal Lines Insurance Company Managed the development of a Productivity Improvement Plan to redesign the Claims, Customer Service, and Underwriting Departments that handles 300,000 claims annually. The project focused on reducing expenses by 30% while maintaining top-tier customer service. Projected results include a 20% capacity improvement within one year and a 50% capacity improvement within three years. $400 Million Marketing Information and Solutions Provider Implemented a new process for the sales and client servicing function.  Defined and trained 250 people in one month on the activities, procedures, and tools used to qualify sales opportunities, define project scope, price products and services, and negotiate and close opportunities. The project enabled the organization to focus its efforts on value-added activities, thereby allowing it to increase revenue by 5%, increase the close ratio on sales opportunities, identify additional sales opportunities, and increase sales force productivity. Managed the workflow redesign and procedure development effort in the consumer products industry to improve the delivery of customer database services. Led an eight-member project team on a three-month, quick-hit project to greatly improve the quality, on-time delivery, and employee morale associated with the production of the client’s customer deliverables. Increased overall capacity by 30%. Designed, developed, and implemented a component of an integrated sales and customer servicing information system for the risk management group of a major insurance company. Created a proposal development tool, defined workflow processes, and trained 140 users in 5 locations in 10 months. The tools positioned the organization to increase its volume of new business, improve its retention of existing business, and increase team productivity and communications. Large Property and Casualty Insurance Company Developed a comprehensive Productivity Improvement Plan to improve customer service, reduce unit costs, and increase sales simultaneously.  Developed recommendations to improve the work processes, technology systems, and organization design for claim handling, cost containment, marketing, and client servicing. Redesigned account setup, underwriting, policy production, billing and collections, and other administrative work flow processes.  Back to Top