GTM Lead

Rifa AI is building the AI agents platform for contact centers in regulated industries.

Enterprises in these industries want AI agents handling their customer operations and mostly can't deploy them. It's not a model problem. Horizontal platforms lack governance, release processes, and change management, and in a domain where every call can be reviewed by a regulator, that's disqualifying. Building an AI agent has never been easier. Deploying one an enterprise can trust has never been harder. That harder problem is the one we work on.

Our platform turns a company's written procedures into AI agents: voicebots that hold real-time conversations, take actions in the client's CRM, and stay within the limits the client has set. Every release is gated by an automated testing suite, and every conversation feeds a post-analysis platform. We're live in production today, handling debt collection calls for US financial services clients.

The engineering convictions behind it: evaluation methodology, not model capability, is the bottleneck. Every rule and decision trace becomes part of a company's context graph. Observability goes beyond logging. And our Agent Studio lets engineers, non-engineers, and auditors collaborate to build and improve AI agents with the right guardrails to achieve the expected business outcomes.

Rifa was founded by Sameer Fulzele (IIT Bombay). We're a small team of exceptionally capable, passionate engineers with paying enterprise clients and growing revenue, backed by Seaborne Capital, a founder-first firm of exceptional industry operators that works closely with its founders, and by angel investors who are veterans of enterprise software and operators in the accounts receivable industry.

Sales at Rifa is founder-led today. As GTM Lead, you take that motion and turn it into a machine: you'll own the pipeline, close enterprise deals yourself, and build the playbook that the sales team we hire after you will run. You'll report to and work directly with the founder on every strategic decision about how Rifa goes to market.

• Carry the number. You own pipeline and closed revenue for the first non-founder sales motion at Rifa. Founder-led deals won us paying enterprise clients; your job is to make that repeatable without the founder in every room.

• Sell to the people who can say no. An operations leader wants the agent. A compliance officer decides whether it ships. You'll run both conversations, and you'll get good at the third one: the vendor security review that determines how fast a signed deal becomes a live deployment.

• Write the playbook as you go. Which accounts are worth a call, which objections keep recurring, what evidence moves a pilot into production. The sellers we hire after you will run what you wrote, so write it down as you learn it.

• Scope pilots that convert. Work with agent engineers to define a pilot on the client's own call volume, with success criteria a compliance team will actually sign off on. A pilot nobody can measure is a pilot that never closes.

• Feed the market back into the product. You'll hear the same three objections before anyone else does. Bring them to the founder and to engineering while they're still cheap to fix.

• Sell the way our product works. We build agents that do real work. A seller doing account research and follow-up by hand is a poor advert for that, so automate the low-value half of your week and spend it on customers instead.

• Six to eight years selling enterprise software, closing six- and seven-figure ACV deals you sourced yourself rather than inherited.

• Experience selling to a regulated buyer, in financial services, collections, insurance or healthcare. You treat "legal and compliance are reviewing it" as a stage to be moved, not a stall to wait out.

• You've been early somewhere. No SDR feeding you, no marketing team producing collateral, and you built pipeline anyway.

• Enough technical fluency to hold the room without an engineer in it, and the judgement to know where that ends. Our buyers ask how an agent is tested and what happens the first time it gets something wrong.

• Clear writing. A cold email, a pilot scope and a mutual action plan are all writing, and on a team this size nobody rewrites it for you.

• You've sold into collections, lending or accounts-receivable operations, and you know what a BPO contract looks like from the inside.

• You've sold conversational AI, contact centre software or CCaaS, and can tell a buyer honestly where the category over-promises.

• You've been a first sales hire before and have opinions about what you'd do differently.

• Comfort with slow procurement: security questionnaires, pen-test reports, DPAs, and the patience they demand.

Small team, real ownership, founder-led deals you'll increasingly run yourself. We review each other's work, we write things down, and we'd rather hear an honest "I don't know yet" than a confident wrong answer.

• Trust: We do the right thing, especially when nobody is checking. Clients hand us regulated conversations with their own customers, and we earn that every day.

• Transparency: We write things down, share the real numbers, and say "I don't know yet" out loud, with each other and with clients.

• Technically best solution: We choose what's right, not what's easiest or trendiest. When we notice we got it wrong, we fix it.

• Decisiveness: We decide quickly with the information we have, commit, and correct course fast when reality disagrees.

• Simplicity: We keep systems, processes, and words simple. Complexity is a cost we pay only when it clearly buys something.