I've led supply chain transformations that delivered over $8.5M in verifiable cost savings while building resilient operations across military, retail, and manufacturing environments. My approach: treat every supply chain as a strategic asset, not a cost center.

What drives my success:
My foundation in military logistics—managing $65M in assets and 500+ personnel across 10 international locations—developed my core competencies in strategic planning, crisis management, and leading large-scale operations under pressure. I've successfully translated this operational discipline into measurable business outcomes in commercial environments.
Recent strategic achievements:

Spearheaded $200M+ supply chain transformation integrating SAP S/4HANA and Kinaxis across multi continent operations, driving enterprise-wide visibility
Generated $5M+ annual savings through strategic sourcing program covering 300+ suppliers, reducing disruptions by 35%
Enhanced working capital by 12% deploying real-time control tower and IBP process for 5,000+ SKUs
Elevated on-time delivery from 89% to 97% through Lean Six Sigma initiatives while reducing freight costs 18%
Led ERP transformation automating 40% of workflows, improving forecast accuracy by 25% for 50,000+ SKUs
Built comprehensive risk management framework reducing supply disruptions by 40%

My leadership philosophy:
I build high-performing teams by combining military precision with commercial agility. Whether mentoring 13 project managers or aligning IT, Finance, and Sales teams, I focus on creating cultures of continuous improvement and data-driven decision-making.
Areas of expertise:
✓ Supply Chain Transformation & Cost Optimization
✓ Operations Management & Network Design
✓ Digital Leadership (SAP S/4HANA, Kinaxis RapidResponse, Advanced Analytics)
✓ P&L Management & Strategic Sourcing ($8M+ budgets)
✓ Military-Grade Crisis Management & Business Continuity
✓ Lean Six Sigma Black Belt & Operational Excellence
✓ Team Development & Cross-Functional Leadership
Currently exploring senior supply chain and operations leadership opportunities where military-honed discipline meets commercial innovation. Let's connect if you're looking for a proven leader who delivers measurable impact.
📧 tmurphy24@email.davenport.edu | 📱 (813) 618-3306

Trevor Murphy, MBA, LSSBB, Scrum Master, CMS

ISO 9001: The Predator That Hunts Down Organizational Chaos 🎯
Every supply chain faces the Alien—the silent threat lurking in shadows: uncontrolled variability, hidden defects, supplier chaos, and process gaps that bleed margin and erode customer trust. 👾

Then comes the Predator: ISO 9001 compliance. 🛡️

Here's what most don't realize: ISO 9001 isn't just a certification or checkbox. It's a systematic hunter that:

✓ Maps the Kill Zone – Forces you to define end-to-end processes with surgical precision. Every step, every handoff, every risk is visible.

✓ Eliminates the Unseen – Nonconformity tracking, root cause analysis, and corrective action become reflex. You stop fighting fires; you prevent them.

✓ Turns Supply Chain into a Weapon – Supplier audits, quality metrics, inventory controls, and performance data flow like predator instinct. Your whole ecosystem strengthens.

✓ Builds a Culture of Relentless Improvement – Continuous improvement isn't a poster on the wall. It's your competitive advantage.

The Real Win?
When ISO 9001 takes hold, you shift from reactive scrambling to proactive excellence. Margins improve. On-time delivery climbs. Customer satisfaction becomes predictable. Your team moves from survival mode to mastery.

Fifteen years in supply chain ops—three years embedding ISO 9001 into IATF 16949 frameworks, supplier networks, and cross-functional teams—taught me this: organizations that hunt for nonconformity before customers do don't just survive; they dominate.

Are you hunting, or being hunted? 🔥

#ISO9001 #SupplyChainExcellence #QualityManagement #IATF16949 #ContinuousImprovement #ComplianceStrategy

Senior Supply Chain Leader | Military → Retail → Manufacturing | Driving Operational Excellence & Cost Optimization | Strategic Sourcing | P&L Management

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 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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