Morris Strategic Advising

We help small business owners build consistent revenue, giving them the freedom to thrive in their personal lives. By simplifying processes and providing actionable strategies, we ensure our clients see results quickly. Our Sustainable Sales Blueprint empowers them to create steady income streams that free up time for what matters most.

Founder

Avient Corporation

Senior Sales Manager

Trelleborg Engineered Coated Fabrics

Key Account Manager - Aerospace

B&W Fiberglass Inc

●	Managed 50+ customer accounts with budgeted revenue in excess of 35 million for 2021 fiscal year.
●	Increased key account revenue by ~20%  and material shipped by ~15% in the first full year.
●	Engaged development relationships with Procter and Gamble, DuPont, Firestone, and others for new additional revenue streams.
●	Structured new analytical reporting metrics for sales team to better communicate with finance and procurement.

Sales Manager

Michelin

● Business Analyst for Large Trucking wheel mounting service sales to OEM customers.
● Measured previously unknown wheel mounting return on capital expended of all three NA operations.
● Presented results and strategic direction for business growth to NA divisional President and Vice Presidents.

Global Leadership Development (GLP) Intern

SEIREN NORTH AMERICA, LLC

● North American Project Lead for Honda’s Odyssey and CR-V (gross sales ~$20 million annually). Directed
cross-functional team to complete programs from development phase through mass production launch.
● Led Annual Cost Reduction team in negotiating separate deals for fabric and polyurethane products, saving over $600,000 through 2018.
● Managed over $34 million in annual sales for all products in the North American Honda account.

Account Manager

Suminoe Textile of America Corporation

● Lead for Honda’s HR-V (gross sales approximately ~$2 million annually) North American development at new Honda manufacturing facility in Celaya, Mexico from competition quoting to mass production launch.
● Created capacity study and negotiated labor requirement projections at STA’s local facility in Mexico to accommodate additional 130,000 floor mat sets totaling over $5 million in HR-V and CR-V program sales.
● Contracted 2017 model Honda Odyssey business ($3 million annually) and gained 2016 model Honda
Ridgeline business ($800,000 annually) while maintaining profit margins above 15%.
● Administered Mat department accounts valued at $30 million annually on Honda and Acura models such as Odyssey, Pilot, MDX, HR-V, CR-V, and Ridgeline.
● Settled yearly Value Added activity and Annual Cost Reduction commitments for Honda business conserving over $300,000 through remaining program life.

Program Manager

PARKDALE MILLS, INC

● Achieved a 10% increase in production efficiency while supervising over 30 employees with minimal quality issues, for the world’s largest manufacturer of spun yarn; customers: Hanes Brands, Under Armor, and Nike.

Production Manager

BROCK & SCOTT

•	Created firm’s new recording practices to more easily maintain compliance with North Carolina Bankruptcy Law preventing firm from over $20,000 in fees and costs for national lending clientele.

Legal Assistant

Vintage Wealth Management Group

•	Collaborated with Managing Principal in adjusting financial allocation for over 75 clients resulting in 10% increase in firm’s assets under management.

Relationship Manager

LinkedIn Global Top Voice (Invitation Only) | Helping Side Hustlers & Solopreneurs Scale to their first $100k

Most service-based businesses fail because they're built on hope, not strategy.

After 10+ years managing $300M+ in corporate accounts across automotive, aerospace, and defense, I've seen what separates businesses that thrive from those that survive on luck.

The difference? Strategic systems over sporadic tactics.

My Authority:

→ Corporate-Level Strategy: Adapted enterprise account management frameworks for small business reality

→ Cross-Industry Expertise: Automotive urgency + Aerospace planning + Defense resilience = unshakeable business foundations

→ Proven Track Record: Currently building Morris Strategic Advising while maintaining corporate responsibilities (walking the walk)

The Strategic Problems I Solve:
• Revenue inconsistency that keeps you awake at 3am
• Lead generation that feels like throwing darts blindfolded
• Growth strategies that create burnout instead of breakthrough
• Sales processes that depend on luck instead of systems

My Framework - The Sustainable Sales Blueprint:
A battle-tested methodology that transforms chaotic client acquisition into predictable revenue streams. 

Built on three pillars:

1. Strategic Foundation - Corporate-level planning scaled for small business
2. Relationship Architecture - Systems that build trust before transactions
3. Sustainable Scaling - Growth without the feast-or-famine rollercoaster

Why This Approach Works:
Most consultants teach tactics. I architect systems. The difference is the gap between temporary wins and lasting success.

Ready to build revenue systems that work while you sleep?
morrisstrategicadvising.com

John-David Morris

Cosmo Tech | The Decision Twin Platform for Supply Chain, Finance & Asset Leaders at Fortune 500 Scale | Simulate Tomorrow. Decide Today.

I specialize in the messy middle of B2B SaaS scaling—taking companies from erratic growth to a disciplined, high-performance revenue engine.

Most sales teams don’t fail because they lack talent; they fail because of ambiguity.
When forecasts can’t be trusted, pipelines move only through founder heroics, and managers report activity instead of owning outcomes, you don’t need another playbook—you need an operating system.

My operating philosophy: Cadence | Ownership | Process

I install a repeatable flywheel of operational excellence:

Cadence
A rigorous Rhythm of Business—daily, weekly, and monthly operating cadence that surfaces execution risk early, before it becomes a board-level surprise.

Ownership
Managers own outcomes, not just activity. Forecasts are built bottom-up so leadership can commit without caveats.

Process
Qualification and execution are standardized before adding headcount, ensuring hiring is tied to capacity and real revenue impact—not hope.

The proof (Ekahau — SVP, Global Sales, 2019–2024)
	•	Revenue: Scaled $25M → $65M ARR in five years
	•	EBITDA: Increased $7M → $32M (margins ~20% → ~50%)
	•	Team: Built a 130-person global organization while reducing per-employee cost 25%

Selected wins
	•	Healthentic: Doubled ACV ($5M → $10M) and drove 10× pipeline growth through GTM transformation
	•	ControlCase: Delivered 34% YoY growth and 300% expansion revenue growth

Currently

Available for VP of Sales or Fractional GTM leadership with B2B SaaS companies $5M–$30M ARR. I also lead SalesGSS (revenue operating frameworks) and DigitalRegIntel (regulatory intelligence for AI/fintech).

The Senator perspective

Two terms as a Washington State Senator taught me the value of high-stakes negotiation and public accountability. I bring that same discipline to sales: clear ownership and execution when the pressure is real.

“Steve is ‘Instant Offense’ for sales—rare and valuable. World-class at creating strategic, data-driven sales teams.”
— Jeff O’Mara, CEO (Healthentic) / GM (Ekahau)

Steve Litzow

AI didn’t kill sales reps.
It killed excuses.

In 2026, AI isn’t a productivity tool — it’s a truth serum.

It exposes:
• Broken process
• Weak management
• Fake activity dressed up as “effort”

If your sales motion is tight, AI compresses time-to-decision.
If it’s sloppy, AI just produces more noise — faster.

Most $10M–$50M ARR teams are about to learn this the hard way.

This is Week 1 of the SalesGSS 2026 Operating Series.
Eight weeks. Eight uncomfortable truths.

AI didn’t come for your reps.
It came for your excuses.

Comment “2026” if you want the series.

VP of Sales / Fractional VP (B2B SaaS, VC & PE-backed) for $5M–$30M B2B SaaS | Scaled $25M → $65M ARR | SalesGSS

Your closers aren’t the problem.
Your committee is.

Roughly half of qualified B2B deals don’t lose.
They stall.
“No decision.”

At $10M–$50M ARR, the pattern is consistent:
• Strong champion
• Positive calls
• Deal “feels good”

But it’s single-threaded.

One relationship trying to carry internal selling across:
Finance. IT. Security. Procurement. Operations.

The closer is persuasive.
The organization isn’t aligned.

With 10+ stakeholders involved, persuasion no longer scales.

Elite closers in 2026 aren’t smoother.
They’re better at internal selling.

They multi-thread early.
They equip champions.
They sell the decision process.

Quick diagnostic:

Can your reps name five stakeholders—and each one’s priority—in their top deals?

If not, you’re optimized for persuasion when you need consensus.

Week 2 of the SalesGSS 2026 Operating Series.
(Week 1: AI doesn’t fix execution—it exposes it.)

Comment “2026” if you want the series.

If you can’t prove value in the first 60 days, you don’t have a deal.

In 2026, long sales cycles aren’t what kill deals.

Delayed proof does.

Buyers will wait longer to buy —
but they won’t wait longer to know if they made the right decision.

57% of B2B buyers expect positive ROI within 3 months — not at renewal.

If a champion can’t point to a concrete win inside 60 days:

Confidence erodes
Finance steps in
“Commit” turns into “let’s wait and see”

That’s why the strongest teams aren’t closing faster.

They’re proving faster.

They define Day-60 success before the contract is signed.
They scope for proof, not size.
They treat time-to-value as a deal quality metric, not a CS problem.

If value only shows up at renewal, the deal was insured by hope — not evidence.

This is Week 3 of the SalesGSS 2026 Operating Series.
Next week: why slow product cadence is becoming a silent deal-killer.

When supervision exists only in email, it doesn’t exist at all.

This week didn’t bring a sweeping new regulation.
That’s exactly the risk.

Across the U.S. and EU, regulators continued applying existing authority while legislative clarity remains unresolved. That combination — active enforcement discretion + unresolved rules — is where most future compliance failures are born.

Fast-forward 24–36 months and the question won’t be:

“Was the guidance clear?”

It will be:
“What did you know — when did you know it — and how was that knowledge supervised?”

This week alone:

SEC and CFTC signaled regulatory coordination is moving forward without Congress
EU AI Act transparency expectations quietly locked in
FinCEN delayed rules while Treasury intensified enforcement
Enforcement volume dropped — but guidance-based expectations accelerated

None of this required a new rule. All of it creates exposure.

If your supervisory awareness lives in emails, Slack threads, or people’s heads, it won’t survive diligence, exams, or enforcement.

That’s why we published this week’s DigitalRegIntel Supervisory Brief — and why we believe supervisory awareness needs a system of record, not a newsletter.

Because when the question comes,
explanations don’t count. Records do.

This week’s brief formally documents each supervisory signal referenced above.

#RegulatoryCompliance #DigitalAssets #AIGovernance #RegTech #Compliance

This week’s regulatory signal isn’t clarity — it’s formation.

In the U.S., digital asset market structure legislation stalled again. In the EU, regulators are already questioning AI Act transparency practices well ahead of enforcement.

Different jurisdictions. Different tools. Same supervisory pattern.

Expectations are forming before rules finalize — and long before penalties appear.

That’s what shows up later in:
- Board and audit committee questions
- nvestor and acquirer diligence
- Bank and payment-partner reviews

Not “what did the law eventually say?”
But “what did leadership understand and monitor as expectations evolved?”

I publish a short Digital Regulatory Intelligence brief each Tuesday that documents these early supervisory signals — not predictions, not legal conclusions — just what’s forming in real time.

Most regulatory risk doesn’t show up as a rule violation.

It shows up later as a question regulators now ask routinely in enforcement actions:

“When did you become aware of this risk?”

Across new digital regulations and recent enforcement matters, regulators have shifted from checklist compliance to supervisory posture — an expectation of continuous, documented awareness.

Exposure today isn’t just what you did.
It’s what you reasonably knew — and when you knew it.

That’s why this is increasingly a board-level issue, not a compliance exercise.

Curious how others are documenting supervisory awareness before it’s asked for.

The roadmap slide used to be the closer.
In 2026, shipping is.

Buyers don’t evaluate products by vision anymore.
They evaluate them by momentum.

Before they ever talk to your sales team:
• They’ve checked G2 for recent updates
• They’ve Googled what you shipped last quarter
• They’ve asked their network if you’re still actively building

They’re not asking “Where is this going?”
They’re asking “What have you shipped lately?”

Here’s what most teams miss:

Products that can’t show visible momentum during evaluation are assumed incapable of delivering value fast after purchase.

If buyers can’t see progress now, they won’t believe you can produce results in their first 60 days.

The strongest teams in 2026 aren’t winning on features.
They’re winning because buyers can see execution before the first call.

This is Week 4 of the SalesGSS 2026 Operating Series.

Next week: Why waiting for clean data is now officially malpractice.

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John-David Morris

Steve Litzow

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The Battle

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Steve Litzow

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Engagements

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Steve Litzow's LinkedIn Performance

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