Troy K. Bolyard

Focused on key industries and clusters for County to grow additional businesses through proactive strategy of marketing, industry specific trade contacts, site selector and commercial realtor relationships, presentations, effective networking and ability to close deals. Knowledge of all commercial and industrial sites in Frederick County, assisting company representatives and consultants with selection process as well as being a liaison for all regional, state and federal economic development business services. Effective in building on the mission to increase overall economic health of county with new industry and businesses as well as successful expansion of existing companies. Leader in technology industry and specifically data center attraction and marketing within the State of Maryland

• Successful leadership of business growth for Frederick County over past 3 years. Increase of 1104 new large and small business units or 17% growth, much during an unstable growth period. Accomplished with businesses in several sectors through effective relationships, site selection assistance, permitting & zoning, financial incentives, workforce support, and various support services. Business development with Aligned Data Center, Rowan Digital Infrastructure, DRS Signal Solutions, X-Energy, Power Solutions as well as successful major organization expansions, has shown large economic impact, increased employment of 7% and strong stability for the Frederick’s vibrant business environment
• Managed project for over two years to win a large multi-million-dollar attraction of Quantum Loophole to Frederick County and purchase of 2,200 acres which will have first-of-its kind, environmentally friendly Data Center Campus. Completed, this will be largest data center campus in the world
• Directly interacted with prospective business leadership as well as State and County elected officials and leadership to secure business and future growth of environmentally friendly data center campus. This new industry for the county and state is foundational for not only the tech environment but has high growth projections with a large increase toward positive financial impact.

• Assist director with organization and administration of all interscholastic athletic programs
• Provide direction in developing and implementing appropriate rules and regulations governing conduct of athletic activities and provide guidance regarding county and state regulations
• Schedule and supervise all event supervisors and staff for all home after school athletic events
• Foster strong school/community relationships through communication with town leaders, officials, and community members.

• Highly respected coach, known for always putting forth a strong, well-disciplined group of athletes which respect the game understand what is takes to be successful
• Adept in developing system which takes advantage of strengths and formulate game plan which can be executed, while showing ability to react positively to game situations in an agile way for success
• Advisor and mentor to student athletes to enhance personal development as well as growth athletically and academically
• Manage program budget, spearhead fundraising activities, purchase uniform and equipment needed for the program, inventory management and compliance with policies and procedures set forth by state and county
• Develop practice plans and schedule that creates a supportive environment while challenging each athlete to reach highest peak for individual and team performance
• Lead coaching staff with regards to selection, mentoring, direction for guiding of program at all levels to achieve results
• Builder of strong trusted relationships with young athletes and member of their families.

Led 15-person virtual team of Workforce Analysts which supported over 1,600 Claim Associates across 11 U.S locations. Analysis of workflows, call volumes, alternate contacts, task work, processing backlogs, and quality issues, as well as denial and appeal rates.

• Supervised team’s statistical and root cause analysis, workforce prioritization, logistical plans, and proposed resolutions and introduced contact center resource allocation for business solutions to enhance customer experiences.
• Collaborated with senior leadership and provided analysis to inform business and operational decisions
• Led workforce management initiative that transitioned organization from centralized claim centers with 15K employees into workforce-managed, contact center environments, the largest change for Claims organization in history of company
• Led Call Center Workforce Management Teams for multi-state migration and consolidation. Through collaborative sessions with executive leadership provided insights regarding pending work volume, staffing resources, telephony changes to support utilization of leadership, associates and vendor staffing during migration of both tasks and associates.

Leader of project teams for national and regional process and transformative workflow studies on customer service, vendor relations, and resource allocation as well as developing leaders.

• Led and provided direction for mixed team of 4 supervisors, 6 customer service representatives, and 50 indirect reports. Consistently achieved operational results through strategic coaching, increasing associates’ business acumen, and facilitating associate/leadership development.
• Led 12-month process improvement claims-related strategic planning and execution initiative for regional operation, working directly with company executives to execute Balanced Scorecard strategy map and performance matrix for operation which resulted in 33% improvement of lead time and 59% reduction in waste.
• As Business Process Owner/Co-Facilities Coordinator, led research and evaluation for Value Analysis & Change Initiative that generated 241 employee ideas for cost-cutting. Results included facility consolidation from 20 to nine and productivity improvements, as well as changes to leadership span of control and support staffing ratios that resulted in operational expense and facility reductions with $30M in potential savings annually
• Oversaw re-engineering of new reporting process that enhanced customer service, streamlined process, and eliminated non-valued activities; additionally, set customer testing metrics and coordinated nationwide roll-out
• Established metrics and measurements which evaluated effectiveness of testing and roll-out strategy for remarkable service which reinforced organizational brand.
• Led research, negotiation and securing of large national vendor contract which resulted in organizational cost savings of $3.8 million per year.
• Claim Team Manger leading leaders of multiple claim support teams as well as direct leadership of Property, Injury, Total Loss, Medical Payments, First Notice of Loss, Subrogation and Estimatics teams.