Elissa Litvinau

I lead marketing at SpruceID, where I'm responsible for how the company shows up in the world: how we define our markets, position our products, and bring complex, privacy-preserving identity technology to governments and enterprises. I'm part of the leadership team and spend most of my time working through the questions that don't yet have clear answers: where to focus, how to explain what we're building, and how to turn early signals into real momentum.

My role sits across product, go-to-market, and sales. I own product positioning and narrative across SpruceID's growing portfolio, partner closely with product and engineering on discovery and roadmap framing, and lead go-to-market strategy for new offerings and market expansion. I work hands-on with sales and partnerships on enterprise deal strategy, enablement, and long procurement cycles.

I joined Craft at the pre-seed stage, when the company had zero revenue, a small team (like four people working out of a loft in San Francisco small), and more questions than answers. In those early days, I wore a lot of hats: owning sales, customer success, marketing, and operations, and generally doing whatever needed to get done to move the company forward.

As the company grew, my role evolved from scrappy execution to building and scaling functions. I helped establish early sales motions, worked directly with customers to shape the product and define value, built foundational marketing and positioning, and put operational structure in place as the team expanded.

Over time, Craft scaled to 100+ employees with strong revenue growth (seven-figure revenue contracts). It was a formative experience in building from zero: learning how companies actually scale, where they break, and what it takes to move from early belief to real, durable growth.

I started my career at Visa on the CyberSource Sales team, working in inbound sales with large enterprise retailers to add payment gateway and fraud protection capabilities to their ecommerce platforms.

It was my first exposure to sales and marketing as a highly coordinated system: clear positioning, disciplined pipelines, tightly integrated handoffs, and well-defined feedback loops between teams.

That experience shaped how I approached startups later on. Understanding what "good" looks like inside a large, mature organization made it easier to recognize what early-stage teams need to build when everything is still being figured out.

If something here resonates with you, reach out and let's chat.