Leading with the Patient in Mind: A Conversation with Kimberly Pellish, Vice President of Customers

When Kimberly Pellish talks about her work, she doesn't start with dashboards or renewal numbers. She starts with the patient. Ask her about a tough quarter and she'll circle back, almost every time, to the person on the other end of the platform. That instinct is what brought her to TailorMed almost two and a half years ago, and it still shapes how she leads today.

A Career Built Around Healthcare, Refocused Around People

Kimberly has spent her entire career in healthcare, and she's never once considered leaving it. Before TailorMed, her work sat closer to the revenue cycle side of the industry. Important work, but a step removed from the person actually receiving care. What drew her to TailorMed was the chance to close that distance.

{{testimonial}}

What the Role Actually Covers

As Vice President of Customers, Kimberly oversees the entire post-signature customer experience in close partnership with the Implementation team. While Implementation owns the onboarding process, platform configuration, and go-live, the Customer organization is engaged throughout implementation to support a smooth transition, build customer relationships, and ensure long-term success. Ownership of the customer relationship shifts to Kimberly’s organization once the customer is live.

• Customer success, spanning provider, specialty pharmacy, infusion, and pharma segments
• Training, both internal enablement for TailorMed's own teams and direct training for customers
• Support, the team handling live troubleshooting, tickets, login issues, and day-to-day functionality questions

Running all three under one umbrella means Kimberly is constantly connecting dots that other organizations often leave siloed. When customer feedback surfaces a training gap, or a support pattern points to a bigger success opportunity, her structure is built to catch it.TailorMed also gave Kimberly her first real experience working across a truly global company. That means her work day rarely follows a single clock. Coordinating across time zones, cultures, and working styles has become part of the daily rhythm, and part of what keeps the job interesting.

Proud of the Team

Ask Kimberly what she's proudest of, and she doesn't hesitate. It's not any single win. It's what her team delivers and drives together, day after day. That shows up in a few concrete ways. The team rolled out NPS (Net Promoter Score), and instead of letting the results sit in a report, they used that feedback to rebuild how training gets delivered. Renewals have followed the same trend, often closing well ahead of the renewal date, a sign that customers trust where things are headed. Support has grown past ticket management too, into a team focused on helping customers get real, lasting value out of the platform.None of that happens in silos. Customer success, training, and support work as one team, not three separate functions, and Kimberly points to that collaboration as much as any individual result.

About eighteen months ago, Kimberly's team gathered in Boston, all in one place, in person. It's a moment she still brings up, and she's grateful for the in-person time whenever the team can make it happen.

The Hard Part

Kimberly is candid about the challenge that sits underneath all of it: keeping patient outcomes ahead of everything else while the company scales. It's not a problem with a clean fix. Growth brings more customers, more complexity, and more ways for something to slip. Keeping the patient impact intact through all of that, rather than letting it dilute as the organization gets bigger, is the tension she manages every day, and the one she'll tell you about before anything else if you ask what keeps her up at night.

Her calendar reflects the weight of that responsibility. Between internal leadership syncs, external executive calls, and ongoing strategy and planning work, the day-to-day is dense. But that density is in service of a specific goal: making sure the systems and teams supporting patients can scale without losing what makes them work.

Her Advice for Anyone Considering TailorMed

When Kimberly talks about what it takes to succeed at TailorMed, three things come up consistently.

• Adapt to different communication styles. Working across teams, countries, and functions means no single style works for everyone. Kimberly encourages new employees to notice how people around them communicate and to meet them there, rather than expecting everyone to adjust to one default.
• Assume positive intent. In fast-moving, cross-functional work, misunderstandings happen. Kimberly's advice is to default to trust first, and let that shape how questions get asked and feedback gets given.
• Be a self-starter. Most of all, Kimberly looks for people who spot gaps and act, rather than waiting to be told. There is no manual for most of what her teams solve day to day, and she'd rather work alongside someone who tries something and adjusts than someone who waits for permission.

Kimberly’s story is one thread in a much larger fabric at TailorMed, one where the mission of getting patients the care and support they need shapes not just the product, but how the teams behind it choose to lead.