I'm Kilian Goldin: 15+ years leading learning and sales-enablement organizations at loanDepot, Mr. Cooper, and Samsung. I made this site to show — pillar by pillar — how I'd deliver in this role at FICO.
The job description asks for someone who can deliver learning solutions "within critical opportunity windows" and prove impact in business terms. That is exactly how I've operated for 15 years — as a consultative partner to EVPs, SVPs, and VPs across Sales, HR, IT, and Operations, translating transformation priorities into programs measured in ROI, productivity, and adoption, not just completions. FICO's five mission pillars for this role read like a summary of my career. Here's the evidence.
Each card pairs the language from the role description with a concrete result from my track record.
At loanDepot I run weekly alignment meetings with EVPs, SVPs, and VPs across Sales, HR, IT, and Operations — clarifying needs, defining success measures, and shaping solutions before a single course is built.
At Samsung I managed strategic relationships with carriers and retail partners — the same external partner-ecosystem dynamic FICO's software business depends on.
I lead enterprise needs analyses that start with business objectives and work backwards — using ADDIE and adult-learning principles to turn priorities into learner-centered programs.
At Mr. Cooper I built the learning function from the ground up (1 → 12 people), aligning every program to organizational goals via stakeholder discovery, focus groups, and data-driven evaluation.
I manage end-to-end portfolios in Asana — scope, sequencing, prioritization, risk, and stakeholder communication — for a 45-person training organization.
When loanDepot needed hiring throughput fast, my team scaled onboarding from 40–60 to 180–225 new hires per month — capacity delivered inside the window where it mattered.
I led the enablement side of CRM, Workday, and LMS implementations across 6,000 employees — orchestrating leaders, communications, and reinforcement to drive real adoption, not shelfware.
At Samsung, targeted field enablement using SPIN and MEDDIC cut product return rates from 50% to 33% — behavior change you can see in the P&L.
I combine Tableau analytics, learner feedback, and business metrics to evaluate every program — and I report in the language executives use. The proof: a sales-enablement program that generated $6M in profit and made a service department profitable for the first time in seven years; a 26-week blended program with a 70% pass rate vs. a 56% national average, producing ~125 ready performers a month; and AI-assisted analysis that closes the loop from skill gap → intervention → measured outcome.
Line-by-line against the qualifications in the posting.
FICO sells advanced analytics and AI decisioning. Its education consulting should be built the same way. I already run an AI-embedded learning operation — not as an experiment, but as the production workflow.
That means education programs that refresh at the speed of FICO's product launches and sales plays — and a measurement loop that treats learning like any other business investment.
Consultative learning partner to EVPs/SVPs/VPs across Sales, HR, IT, and Operations. Scaled the training org from 16 to 45, tripled onboarding throughput, and embedded GenAI and Synthesia into the production learning workflow. Portfolio management in Asana; measurement in Tableau.
Built the learning function from scratch (1 → 12). Designed the 26-week blended work-from-home program that hit a 70% pass rate against a 56% national average. Launched the companywide "My Way" initiative to strengthen employee-customer connection.
Led a team of 25 delivering retail talent development across mobile, CE, and appliances. Built the sales-enablement program that generated $6M in profit and made a service department profitable for the first time in seven years. 1,000+ workshops; monthly sessions to 1,500 field managers and 500 technical agents; carrier and retail partner enablement.
Enabled a national field org of up to 1,200 managers. Cut product return rates from 50% to 33% in Midwest markets using SPIN and MEDDIC. Managed 30–50 remote team members and coordinated 200+ experiential activations.
The posting is explicit: impact happens inside critical windows. Here's how I'd move.
If what you've read looks like the leader you're hiring for, I'd welcome the conversation.