Christian Dion

Helping B2B companies ditch yesterday's marketing playbook for sustainable growth. I work with forward-thinking teams to build modern demand engines that actually drive pipeline and revenue.
I help companies that need:
- Full-funnel strategies across Brand, Demand, and Expand—not just short-term tactics
- Marketing that builds trust instead of burning it on quick wins
- Campaigns that recognize today's chaotic, multi-threaded buyer journey
- Paid media that connects with real buyers, not just vanity metrics
- Systems that create compounding momentum, not siloed activities

**Available for short projects or fractional leadership where I can help transform how you think about demand generation.

Growth Consultant

Pavilion

Member

Motorola Solutions

Led the North American demand gen/paid media team, managing always-on campaigns (and ABM paid media) across public safety and commercial sectors to drive demand and pipeline growth.

Key Achievements:
• Increased Pipeline: Achieved year-over-year pipeline growth by expanding paid media strategy to include new channels and advanced campaign framework.
• Promoted Innovation: Fostered a culture of testing and innovation, introducing DOOH, programmatic display ads, and enhanced email approaches to improve reach, engagement and ultimately, conversions.
• Refined Attribution: Worked with marketing intelligence to evolve success metrics beyond last-touch attribution, capturing a more complete view of campaign impact.

Head of Digital Pipeline Growth

Promoted to lead the North American Digital Campaigns and Paid Media team (a total of 8 marketing professionals).

Head of Digital Campaigns Marketing and Media

Led the Web, SEO and Performance Marketing team on the Rave Mobile Safety business. 

Key Achievements:
• Grew overall MQL volume in 2023 by 138%, driving marketing sourced opportunities pipeline by 35% vs 2022. 
• Expanded demand generation with significant shift in paid social campaigns, a key component to the full funnel marketing strategy set in place.
• Improved SEO and content strategy, driving 2X high-intent demo requests.

Director, Digital Performance Marketing

Broadsign

Led marketing strategy for SaaS ad platform, implementing first ABM program and orchestrating demand generation initiatives. Established go-to-market (GTM) alignment across teams while expanding into new target areas.

Key Achievements:
• Designed end-to-end ABM strategy that increased average deal value 30% and reduced sales cycles by 25%, generating $4M+ pipeline within 12 months.
• Launched content experience platform driving 40% increase in engagement through digital out-of-home (DOOH) insights video series and certification program.
• Enhanced lead routing and qualification process, increasing sales qualified leads 15%.

Marketing Director, Programmatic Solutions

GardaWorld

Coordinated marketing strategy for $1B Canadian security services division with team of 4. Directed digital transformation and integrated programs across B2B and B2C channels. Planned field marketing and recruitment initiatives.

Key Achievements:
• Achieved 120% sales growth in security systems with digital-first strategy, leveraging marketing automation and targeted campaigns.
• Introduced campus recruitment program, boosting training enrolment 20% and role fill rates 15%.
• Developed field marketing content and event programs, posting double-digit pipeline growth in strategic verticals.

Director, Marketing & Communications

Connect&GO

Spearheaded GTM strategy and market penetration across North America and Europe with team of 6. Created vertical-specific positioning / messaging and campaigns while enabling sales through ABM programs.

Key Achievements:
• Executed data-driven ABM strategy and content programs, contributing to 28% year-over-year revenue growth.
• Orchestrated product positioning and GTM strategy for Ski&GO solution, securing partnerships with 2 major ski resorts in first season.
• Optimized marketing technology stack and customer relationship management (CRM), streamlining lead management and reporting.

Vice President Marketing

Sharethrough

Oversaw new customer acquisition and agency partnerships across demand side / supply side platform (DSP / SSP) businesses. Leveraged programmatic expertise to develop and optimize high-impact display campaigns for agency and brand clients. Secured and managed 6 high-growth client accounts within first 6 months, including 2 strategic finance industry wins.

Senior Account Director

Talkable Solutions

Business Development & Growth Consultant with Canadian startups and CPG brands.

Key Achievements:
• Generated $1.5M net new business growth for digital promotion technology startups through targeted sales strategy.
• Steered Canadian market entry for RENOVA luxury household paper brand, delivering $3M earned value with media, event, and influencer campaigns.
•  Negotiated strategic partnerships with Dairy Farmers of Canada and L'Oreal Professional on behalf of supply chain technology solution provider.

Founder

Whirlpool Corporation

New Business Development Manager - innovation

National Account Executive

PepsiCo

Senior Sales Manager

My career path? Let's just say it's been more jazz than classical.

Started in Fortune 500, mastering the most important skill (sales) at P&G and PepsiCo. Caught the digital wave at Yahoo!. Then turned entrepreneur, orchestrating marketing campaigns that turned heads (and delivered 5X ROI).

I blend enterprise wisdom with startup instincts. See opportunities in blind spots. Turn marketing systems into revenue engines.

At Motorola Solutions, transformed demand gen into a pipeline machine, leading an eight-person team that unlocked millions in enterprise deals.

At Broadsign, engineered ABM strategies that conquered markets across continents.

My superpower? Making B2B marketing feel human while delivering hard revenue. Creating systems that scale while keeping authenticity at the core.

In a world obsessed with AI, I still believe the best growth comes from understanding people first.

👉 Currently seeking my next adventure—ready to build something remarkable with a high-growth tech company that thinks differently.

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

Over the past 30 years, I’ve led sales teams at fast-growing Tech & SaaS companies — to rebuild and refine the strategies and systems so sales teams can scale and drive revenue growth.

In recent roles, I was able:

- double revenue while EBITDA grew 400%
- drive a +34% YoY revenue growth

Today I’m working with Cosmo Tech to help enterprises simulate the future for faster decisions, better systems, and maximum opportunity.

That means: 

- Quantum-level decision making
- Complex system resiliency
- Future-proof roadmap

“Steve is “Instant Offense” for sales. This is very rare and very valuable. He’s truly world class at quickly creating and running strategic, data-driven sales teams to drive growth. Great at strategy and wading into the minutiae to uncover and fix and optimize the team and process.

He’s a great leader with great judgment who makes it fun to work on the most difficult challenges. He and I have worked together on two companies that were great successes.”

— Jeff O'Mara, General Manager EKAHAU/ CEO, Healthentic.

Feel free to join my newsletter below — you’ll get all my best systems and strategies for scaling sales into the future. 

Join my newsletter at www.salesgss.com/newsletter

Trying to figure out where to start to double sales in 2025? Click on my "FREE Sales Accelerator Assessment" www.salesgss.com/assessment

Steve Litzow

Your sales team has 200+ hours of PMF intelligence.
Your product team sees maybe 5% of it.

That gap is killing your velocity.

Sales hears every objection, every “not yet,” every competitive blindside.
Product never sees most of it.

That’s where PMF actually erodes — in the gap between Sales intelligence and Product velocity.

And the fix isn’t another roadmap meeting.

It’s a bi-weekly execution ritual:
Sales brings: Top 3 deal blockers
Product maps: Clear ship windows
CEO enforces: Ruthless scope discipline
15 minutes. Twice a month.

This loop eliminates the three silent killers:
- Roadmap drift
- Ship-date ambiguity
- Competitive feature surprises

One company I worked with went from 1 release every 4 years → 4 releases per year using this exact loop.

Result: 2× revenue and expansion from a niche tool to a mainstream IT platform.

The data backs it up:
Elite product teams ship with 76% success  --  Average teams sit at 51%

That 25-point gap compounds into years of competitive advantage (or decline).

With Q1 planning six weeks away, now is the moment to fix your Sales → Product loop before you lock next year’s roadmap.

Product-market fit isn’t a milestone — it’s a 90-day referendum.

Full framework + the Q1 implementation plan is in this week’s SalesGSS newsletter.
Link in comments. 👇

VP of Sales | Fractional GTM Leader | Co-Founder, DigitalRegIntel | Creator of SalesGSS (B2B Sales Operating System)

53% → 43% in three years. And we’re calling 43% a “recovery.”

That’s not recovery.
That’s Stockholm syndrome.

RepVue’s Q3 2025 data shows 43.2% quota attainment across 249 companies and 49,000+ sellers.

The industry is celebrating.

Meanwhile, elite teams are hitting 65–70%.

What’s the difference?

They stopped setting quotas using 2021 math.

Because here’s what actually changed:

Win rates dropped 17% (23% → 19%)
Sales cycles extended across every ACV band
Inbound sentiment hit an all-time low (2.72)
Most companies raised quotas anyway

The math stopped working three years ago.

Most people still haven’t noticed.

Full breakdown is in today’s SalesGSS Index → link in comments.

Enterprise buyers will ask.
Most teams don’t know whether their processors, exchanges, or OTC partners ever touched Huione-linked flows.

This week’s signals:

🔴 1. Huione exposure is now a sanctions risk
If any part of your payment stack routes through Asia-based high-risk channels, you need documentation ready for diligence.

🔴 2. The EU’s 19th sanctions package targets Russian crypto directly
KYC must detect Russian-linked wallets, intermediaries, and layered flows. This is already in Big-4 diligence templates.

🟡 3. DAC8/CARF go live Jan 1, 2026
If you serve EU customers, you need new data fields, identifiers, and reporting workflows in place before Q1.

Regulations aren’t theoretical anymore — they’re affecting deals, fundraising, and cross-border expansion in real time.

👉 Full DigitalRegIntel Brief linked in the first comment.

The FREE 60-Second Compliance Scorecard is inside — check your exposure before your next diligence call.

Your 2026 sales hiring plan is already behind.

Not because you haven’t started recruiting.
Because the math you’re using is wrong.

Most plans assume:
Hire in January → productive by March.

Reality:
Hire in January → productive in July.

Bridge Group 2024: average AE ramp time is 5.3 months.
Not 90 days.

That’s a ~75% error in your capacity model.

Now add turnover.
Median AE turnover is ~30% annually.

Result: roughly 13% of planned capacity evaporates each year before a single deal slips.

You hire 10.
You model 10.
You deliver the equivalent of 6.

Most CEOs discover this in April — when the pipeline isn’t there and the new hires are still in training.

By then, the year is already shaped.

One question before you lock the plan:

How many months does it actually take your AEs to reach 80% of quota?

If you don’t know, you’re not planning capacity.
You’re guessing headcount.

Most teams don’t realize they have a compliance gap until a deal slows down.
Not when a regulation changes.

That’s why this cycle is so dangerous:

MiCA market-abuse surveillance accelerating
AMLR + sanctions oversight tightening
AI Act governance questions showing up in early diligence
DAC8/CARF reporting language added to customer contracts

Ops, BizOps, and Chiefs of Staff are starting to get questions they’ve never been asked before.
That’s the moment a company accidentally creates a Compliance Owner.

And it always happens before anyone expects it.

If that happened to you this week, here’s a fast way to get a signal:

👇 Free 60-Second Compliance Scorecard (link in comments)

The earliest sign your deal is slipping?
A single stakeholder goes silent for 11–14 days.

Across the teams I’ve led and advised, this Silent Thread Indicator is the #1 early warning signal.

When even one stakeholder goes dark for 14 days:
• Decision momentum breaks
• Champion confidence drops
• Parallel blockers emerge
• CFO/IT lose context
• Legal quietly resets the evaluation

Probability of stall increases 6–8X —
even if your champion absolutely loves you.

This is why single-threading kills Q4 forecasts.
You don’t lose because someone said “no.”
You lose because someone stopped saying anything.

Monday rule:
Any deal with a silent thread = at-risk deal.
Don’t wait for the stage to slip.
Re-engage immediately.
––
Full breakdown (and the Q1 2026 multi-threading plan) is in the new SalesGSS Newsletter issue.

Your prospects aren’t waiting 379 days because your category is complex.
They’re waiting because they can’t see momentum.

In 2025, PMF isn’t something you “achieve.”
It’s something your market re-evaluates every 90 days.

When you go two quarters without visible product news, buyers assume:
“Are they still investing?”
“Are they falling behind competitors?”
“Will this product still matter in 12 months?”

One quiet quarter doesn’t kill deals.
Two quiet quarters trigger the PMF death spiral:
longer cycles → lower win rates → silent champions → stalled pipeline.

Quarterly updates aren’t nice-to-have.
They’re your only defense against ambiguity.

If your deal cycles are extending while your roadmap isn’t shipping visibly every 90 days, that’s not a market problem — it’s a product velocity problem.

If you want the full framework, my latest SalesGSS newsletter is live - www.salesgss.kit.com

Quota attainment didn’t collapse because reps got worse.
It collapsed because the operating model never recalibrated.

Win rates dropped.
Inbound dried up.
Cycles stretched.
Security + compliance reviews became mandatory checkpoints.

But quotas kept rising like it was still 2021.

Teams hitting 65–70% aren’t “lucky.”
They rebuilt around real inputs — actual cycle lengths, stage-by-stage conversion, and the true capacity of the team in today’s environment.

It’s not complicated.
It’s just rare.

Execution gets blamed for numbers that were never achievable.

- Missed forecast?
“Reps didn’t execute.”

- Pipeline gap?
“Managers need to inspect harder.”

- Missed quarter?
“More activity.”

But execution only determines how well a plan performs — not whether it can work at all.

You can’t execute your way out of missing months.

Teams that hit number consistently focus on constraints before they talk about execution:
• When does real selling capacity actually come online?
• How much of the year is already gone before reps are productive?

Those constraints aren’t abstract:
headcount ramp time, territory coverage gaps, and calendar math quietly set the ceiling.

By the time Q1 execution begins, the outcome is already bounded.
––
Saturday’s newsletter breaks down how capacity gets locked long before the year starts.

Most scaleups think DORA was an IT project they finished last year.

EU enterprise buyers think it’s a vendor-risk filter they’re about to enforce.

DORA went live in January 2025. Supervisory reviews begin in 2026.
If you sell software, data, or infrastructure into EU financial services, this applies even if you’re not “regulated.”

Here’s the shift we’re seeing:

Buyers are evaluating operational resilience, AML, and crypto licensing together — not as separate checkboxes.

If you can’t clearly explain how your company handles incidents, third-party risk, and recovery, deals don’t blow up.

They just slow down.

The real question isn’t whether you “complied” in 2025.
It’s whether you can prove it in 2026.

Full breakdown in this week’s DigitalRegIntel Brief 👇
(link in comments)

Most compliance leads didn’t ask for the role.
They inherited it.

A deal slows.
Procurement asks for proof.
A board member forwards a question about AI regulation.

And suddenly the COO or Chief of Staff owns compliance — across AI, data, payments, security, and resilience — often spanning multiple agencies.

This week’s a16z roadmap on federal AI legislation makes one thing clear:
policy may evolve, but buyer and enforcement expectations already exist.

What’s changed isn’t the rules.
It’s the signal density.

FTC + SEC + EU AI Act + MiCA + DORA questions now arrive at the same time — inside diligence and procurement, not in neat regulatory lanes.

Teams don’t get stuck because they’re reckless.
They get stuck because they’re reactive.

Chasing memos.
Pulling PDFs.
Trying to prove decisions after the fact.

The new compliance lead isn’t legal.
It’s ops.

And the real job isn’t “being compliant.”
It’s being able to prove it quickly, across agencies, when the question hits.

That’s the gap most teams discover too late.

Most stalled deals don’t die in competition.

They die in conference rooms you’ll never enter.

Here’s what’s happening across $5M–$50M SaaS teams:
• Buyers spend 83% of the journey without you
• Buying committees: 10–11 stakeholders
• Only 9% of deals are multi-threaded
• Champion turnover: 81%
• Champion leaves → 80% deal loss rate

This is the Single-Thread Death Spiral:
One relationship in a 10-person committee is a gamble — not a forecast.

The simplest diagnostic I know:
How many unique stakeholders are engaged right now in your top 10 opportunities?

Benchmarks:
• 1–2 threads: Critical risk
• 3–4 threads: Baseline safety
• 5+ threads: Elite execution (6X win rate)

Thread count is now a leading indicator — not a “nice to have.”
If half your late-stage pipeline has fewer than 3 threads…
your Q4 number isn’t slipping — it’s already gone.
––
Full breakdown is in today’s SalesGSS newsletter -  https://lnkd.in/gZJeATBP

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