Steven Wojcik, MBA · Revenue Growth & Commercial Leadership Executive

What I Solve

Where I Create Growth

The disciplines I use to build predictable, repeatable revenue for the organizations I lead.

Commercial Growth Assessment

A clear-eyed diagnostic of pipeline, positioning, pricing, conversion, and account strategy. Locate the commercial friction and the fastest, most durable path to growth.

Commercial Process & Pipeline Design

Qualification, forecasting, CRM, and pipeline discipline engineered into a repeatable operating system with real accountability behind it.

Go-to-Market Strategy

Define the ideal customer, sharpen positioning and offer, and align the channels and partnerships that actually move revenue.

Commercial Leadership

Executive leadership that sets direction, builds teams, and installs the accountability that keeps growth on plan.

Strategic Partnerships

Channel, alliance, and enterprise relationships developed and managed to open revenue an organization cannot reach alone.

Commercial Intelligence & AI

Modern data and AI applied to research, segmentation, targeting, and workflow. A force multiplier for judgment and speed, never a replacement for either.

Proof in Practice

Selected Business Results

Selected commercial outcomes, framed the way they were built: challenge, strategy, execution, and measurable impact.

Enterprise Account Creation

Challenge. A $1,300 transactional order inside an account most would have treated as a one-time buyer, with no obvious path to scale.

Strategy. Treat the relationship as an enterprise opportunity, mapping stakeholders and long-term sourcing potential rather than the immediate order.

Execution. Owned the account end to end across pricing, negotiation, international sourcing, fulfillment, and custom product development.

Impact. Grew it into a $1M+ annual relationship and nearly $6M in cumulative revenue, including two products each exceeding one million units.

Regional Economic Growth

Challenge. A destination organization needed measurable economic growth and stronger stakeholder confidence to justify long-term funding.

Strategy. Build commercial strategy around strategic partnerships, disciplined KPIs, and clear reporting standards.

Execution. Audited pipeline data, established accountability and reporting, and strengthened partner relationships across the region.

Impact. Helped lift regional economic impact from approximately $44M to $56M while setting records for room nights and attendance and supporting a first-ever multi-year funding commitment.

Operational Turnaround

Challenge. A distressed resort operation with declining revenue, weak morale, aging infrastructure, and fragmented systems.

Strategy. Stabilize operations, rebuild trust with staff and members, and re-engineer the commercial and operating model.

Execution. Led a 13-person team across guest service, reservations, operations, and retail while tightening cost discipline.

Impact. Increased revenue approximately 30% in year one and another 10% in year two, returning the operation to profitability while reducing labor cost.

Commercial Infrastructure Build

Challenge. An early-stage company with no commercial infrastructure and no established path to market.

Strategy. Build the commercial foundation from zero, as the first employee working directly alongside the owner.

Execution. Developed CRM workflows and operating systems spanning prospecting, quoting, orders, vendor coordination, and receivables, and built the vendor and business development base.

Impact. Established the systems and relationships driving the company's revenue and positioned it to scale.

Market Disruption Response

Challenge. A sudden, disruptive shift in market conditions threatened demand across multiple territories.

Strategy. Read the changing demand signals early and reallocate commercial effort toward emerging opportunity.

Execution. Adapted outreach, field assessment, and commercial execution to capture migration-driven demand despite operating restrictions.

Impact. Delivered 15 consecutive record months through the disruption.

Revenue Scale & Team Development

Challenge. A company needed to scale revenue and build a stronger, more accountable commercial team.

Strategy. Combine national account leadership with deliberate talent development.

Execution. Led national accounts while managing and coaching a team of representatives on performance and pipeline.

Impact. Helped grow company revenue from approximately $1.1M to $2.5M.

About

I'm a commercial operator. My work is building the strategy, systems, and teams that turn business ambition into predictable growth.

Across more than two decades I've led commercial growth, business development, and operations for organizations of every size, from an early-stage company I helped build from the ground up as its first employee, to resort operations, tourism, and national account programs.

The through line is consistent: growth is engineered, not accidental. I build the strategy, operating systems, partnerships, and accountability that make revenue predictable, then I lead the execution and the teams behind it.

I pair that operating experience with an MBA from the Gies College of Business at the University of Illinois, with specializations in Entrepreneurship and Digital Marketing. Commercial judgment grounded in the field and sharpened in the classroom.

20+ years of commercial, revenue, and business development leadership
MBA, Gies College of Business, University of Illinois · 3.89 GPA
Grew a $1,300 opportunity into a $1M+ annual account, nearly $6M cumulative
Helped grow company revenue from $1.1M to $2.5M
Helped lift regional economic impact from $44M to $56M
Turned a distressed operation profitable with ~30% revenue growth in year one
Drove 15 consecutive record months through a market shift
Listed in Marquis Who's Who among distinguished professionals

Growth doesn't happen by accident.