About Kimberly Wilkinson

Customer Education in B2B SaaS is rarely limited by effort or capability.
The constraint is structural: CE is often not designed to connect directly to revenue outcomes.

 

That observation comes from working across two very different operating environments.

 

At IBM, I led curriculum development across a global enterprise software suite in a regulated environment. The focus was consistency, scale, and governance—ensuring high-quality learning across a complex product landscape.

 

In a high-growth SalesTech SaaS company, I built and scaled the CE function globally, supporting customers, partners, and internal teams. The focus there was speed, responsiveness, and meeting rapidly expanding demand.

 

Both environments were successful in different ways—but they surfaced the same underlying dynamic:

 

CE is typically evaluated on business outcomes such as activation, time-to-value, expansion, and retention.

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But it is rarely structured or measured in a way that directly aligns to those metrics.

 

That gap is where CE loses visibility at the leadership level.

 

Over 15+ years working across the full CE lifecycle — developer, practitioner, team lead, and director — I’ve focused on how CE operates inside the business: how it is positioned, how it is measured, and how it connects to broader commercial priorities.

 

KD Learning Solutions was built from that perspective.

 

This is not a training engagement.
It is not content development.

 

It is focused on aligning CE to the metrics the business actually runs on.

Every engagement is built around a CE-to-revenue measurement model.
 

If an initiative cannot be clearly tied to revenue before execution begins, it is not prioritized.

 

This work is not for every team. If the goal is to expand content, improve course quality, or build out a learning library, there are better-fit partners.

 

If the goal is to make CE accountable to revenue, and to clearly demonstrate that connection — this is where I focus.