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.

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.

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

Ike Singh Kehal

Cofounder Synnc (B2B Creator Marketplace) | Social27 Event Tech | Trusted by Fortune 1000 customers

Enabling personalized marketing at scale!

1) Co-founder and CEO of HiveGPT: AI Agents to deliver personalized marketing at scale. 
Everything Bee2Bee marketing.

2) Co-founder and CEO of Social27: Event Tech and Marketing Tech solutions powered by Ai Automation. Built the company from a 2 person startup in my home office, to 150+ employees and revenue growth in double digits annually. Our customers include: Microsoft, UN, CapGemini, UW....

3) Co-founder and CEO of TurnUpp / ActivityPal: A social app focused on connecting friends to plan activities in the real world. Raised $5M, created amazing tech and GTM. Growth rate wasn't encouraging, returned $3.5M to investors and pivot>

4) As CEO of Indiabulls Retail led a company acquisition (USD 60+ Million). Re-structured the organization, managed P&L, developed and led new branding campaign resulting in record Qtr sales
 
5) Worked at Microsoft for 7+ years and developed deep understanding of the Microsoft partner programs, field engagement, IT audience marketing, Microsoft products and business models (ISVs, VARs, SMB channel, GTMs etc).

6) Rich global experience acquired by working in diverse business environments and cultures across the world.

7) Proven communication, collaboration, analytical decision making, presentation and negotiation skills.

8) Strong financial forecasting, P&L, budgeting, pricing, ROI and related fiscal expertise. 

9) People person, trustworthy, hardworking and innovative.

CEO, Enterprise AI, EventTech to accelerates sales and build community

Focus on meeting my customers needs for business acceleration with Virtual and Hybrid Events. 
Grow the team and keep them motivated and happy!! More at: http://social27.com

McKinsey just hired a creator economy advisor.
SoFi just gave a creator a C-suite title.
Still treating creators as a marketing line item?

You're already late.

Here's what's actually happening:

↳ Monica Khan → advising McKinsey on creator economy strategy 
↳ Vivian Tu → SoFi's new "Chief" of Financial Empowerment

Not sponsored posts. 
Not influencer deals. 
Strategic positions.

Why this matters:
McKinsey doesn't hire for "trends." 
They hire for disruptions their Fortune 500 clients are panicking about.

SoFi didn't need another Super Bowl ad. They needed someone who owns the trust of young investors their marketing can't reach.

Same signal. Different executions.
The disruption arc every industry follows, as Sean Atkins just reminded us in a post about this topic.

Stage 1 → Denial 
Stage 2 → Consultants 
Stage 3 → Panic acquisitions 
Stage 4 → Irrelevance

What winning companies are doing right now:
↳ Embedding creators into product development 
↳ Giving equity, not just budgets 
↳ Treating audience builders as strategic partners 
↳ Putting creators in rooms where decisions get made

What losing companies are doing:
↳ Debating "should we do TikTok?" 
↳ Waiting for the 200-slide recommendation deck 
↳ Treating creators as external vendors

Meanwhile, three creator-led businesses just launched in their vertical.
Lower costs. Tighter feedback loops. Distribution money can't buy.

This isn't creators "arriving."
This is traditional models running out of time.

Your move:
Are creators still a line item at your company?
Or are they in the room when strategy gets made?

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