Kapil Raval

Raval Consulting Inc. (RCI) is a boutique go-to-market practice designed for technology startups and scaleups. What does "boutique" mean for your business? It means a commitment to focused partnership. By working with a select few clients at a time, RCI dedicates over 25 years of senior leadership experience directly to your specific product and industry — for technology startups and scaleups ready to scale. How can we help guide your next phase of growth? By pairing 25 years of go-to-market leadership with the focus of a boutique practice — one client relationship at a time.

Decades in the market.
Across three continents.

I started my career in the Middle East in 1985. Over the next 16 years, I lived and worked across Bahrain and Dubai with Philips, Digital Equipment Corporation, and Compaq. I was not managing from a distant head office. I was on the ground. I built businesses, served clients, and learned how regional markets truly operate from the inside.

I moved to Canada in 2001 and joined what became HP Enterprise. Over 17 years, I took on expanding leadership roles. Eventually, I served as VP and General Manager managing operations and revenue across the Americas and Asia Pacific. This journey included three years living in Singapore as the regional head, before returning to Canada to run global sales for the Communications & Media Solutions business. Leading a team of over 1,600 people and managing $650M in global orders taught me a crucial lesson: scaling a business requires absolute clarity.

After HP Enterprise, I spent six years at Microsoft. My focus was on AI and partner ecosystem strategy for the energy and manufacturing sectors. I helped build the partner ecosystem for Microsoft's cloud energy platform from the ground up. We brought on over 15 global technology partners. This required understanding their commercial realities just as much as their technical ones. I also led the delivery of six domain-specific AI Copilots in just five months. This experience shaped my view on AI: it reaches production through strong partner ecosystems and sound commercial agreements, not just good code.

I started RCI because the biggest hurdle I saw was rarely a technology gap. It was a go-to-market gap. I met founders with compelling products who struggled to gain market traction. Their messaging missed the mark. Partner channels were not converting. Business cases failed to convince the CFO. Bridging that gap is the work I do today.

Today, I work with a select number of clients—currently engaged with technology companies in Norway and India—providing targeted advisory support from my base near Toronto.

Is your business struggling to translate a great product into actual market traction? That gap between strategy and execution is exactly what RCI closes. Let's talk about how we can execute yours.