www.revic.ai

Connect with Hussain:

https://www.linkedin.com/in/halshorafa/

Hussain Al Shorafa’s team walked into a customer engagement that should have gone sideways. The company had a sophisticated rev ops function. They’d invested in Six Sense, Demandbase, ZoomInfo, or the full modern GTM stack. They had smart people running the operation.

Revic’s assessment: 62% of the accounts this team was actively pursuing sat outside their actual ICP.

The customer’s response was predictable. They told Hussain to pound sand. His company was eighteen months old. Theirs had been running this motion for years with serious investment in data infrastructure. Who was this startup to tell them their targeting was broken?

Five months of friction followed. Revic kept showing evidence. The customer kept pushing back. Then something shifted.

The CRO was at dinner when an email came through, which was another lost deal. Hussain pulled up the platform. Revic had flagged that account from the beginning. The system’s assessment: this deal never had a real chance. The signals weren’t there. The fit wasn’t there.

The CRO asked the obvious question: where else is this true?

The answer: $40 million in active pipeline.

Hussain Al Shorafa started on the technical side before making a hard pivot into sales. The catalyst was a Lakers-Trailblazers playoff game in 2000, Game 7, Kobe to Shaq for the alley-oop dunk. The sales guy who gave him the tickets had a lifestyle Hussain wanted. He decided to chase it.

What followed was fifteen-plus years progressing from individual contributor through sales leadership across public and private companies. He built teams. He hit numbers. He also watched the same dysfunction repeat everywhere he went.

Sales would bring market signal back to the organization. The organization would push back. Internal friction would make an already difficult job harder. The people closest to the customer would catch heat from functions that had less direct exposure to what buyers actually said and did.

Revic.ai came out of that frustration. The thesis: sales organizations generate enormous amounts of knowledge through customer interactions, but that knowledge evaporates constantly. Reps leave. Context disappears. The next person starts from scratch. What if you could capture that institutional memory and make it usable?

Every sales organization has two real assets: the people and what those people know.

The people churn. Industry average says you’re looking at a nearly net-new sales organization every three years. That’s not a bug in the system, it’s the actual system. Reps get promoted, poached, burned out, or restructured. They leave.

When they leave, they take something with them that never gets captured in Salesforce notes or call recordings: context. The understanding of why deals worked. The pattern recognition that told them which accounts were real and which were theater. The instinct for which message landed with which persona and why.

Hussain made a point that stuck with me: the most valuable information he ever received as a rep came from peers. Not enablement decks. Not marketing messaging guides. Other reps telling him how they won, why they lost, what competitors showed up, what objections hit hardest. That peer knowledge was gold.