Tillo reported on March 24, 2026 that it had received Customer Service Excellence accreditation for a third consecutive year, with five Compliance Plus distinctions. The announcement concerns the service organisation behind its gift card network, rather than a new payment or reward product. [S01]

The company’s March 31 release described the same assessment. It highlighted customer understanding, leadership, service planning, frontline feedback and recognition of staff contributions. Maria Khoury, identified as director of operations, described customer service as a responsibility extending beyond the support team. [S02]

The supplier behind the reward

Founded in 2016, Tillo connects businesses buying rewards with gift card brands. Its proposition combines digital distribution with tools for managing rewards and incentives. The company serves both the organisations supplying gift card value and those using it to reach their own customers or employees. [S03]

That position creates a service chain with more than one customer relationship at stake. An employer may fund a reward, a benefits platform may arrange it, and a recipient may be waiting for delivery. A problem at the infrastructure layer can consequently become a complaint directed at the organisation that promised the reward.

Resolving such problems is a commercial task as well as an operational one. A buyer that has invested in a supplier connection has a reason to keep it if problems are handled well. Repeated unresolved issues give it a reason to consider the cost of moving. Accreditation alone does not show which outcome Tillo’s customers experience.

What the quality mark can establish

The scheme’s official documentation describes an evidence-based assessment, with an authorised body reviewing material and conducting an assessment before certification. Continuing certification involves annual reviews. It is a service-management standard, rather than a measurement of gift card transaction performance. [S04]

Tillo did not publish the full assessment report alongside its announcement. Nor did it provide a new uptime figure, average resolution time or customer-retention rate. Its five distinctions describe areas recognised by the assessment, not five quantified improvements in commercial performance. [S01] [S02]

Why invest in repeat accreditation?

A quality mark gives a supplier something more concrete to present in a procurement conversation than an unsupported claim that its support is good. For a buyer assessing several similar catalogues, documented service processes could help distinguish how each supplier responds when fulfilment fails.

The potential return for Tillo is therefore linked to winning and retaining accounts. Better handling of recurring problems could also reduce repeated contacts and escalation work. These are plausible mechanisms, not disclosed results: the announcement contains no cost of accreditation, contract wins attributed to it or savings from fewer support cases.

There is also a limit to the signal. A general assessment cannot substitute for the service commitments attached to a particular programme, including support coverage and escalation ownership. The news adds evidence about Tillo’s approach to managing customer relationships; the effect on delivery quality and account economics still requires operating data.