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Success stories
RevEnergy Achieving rapid expansion through “empathy selling”
Hazry Hassan, Senior Business Development Manager
supplement its offering and bring value-added solutions to its customers. As a new company, RevEnergy saw this strategy centring around the hiring of a combination of experienced professionals and graduates that would be hungry to learn. For this reason, a strong company culture was imperative.
How is Rev Energy thriving? The solution In a mere half decade, RevEnergy has enjoyed incredible success. Through a culture of continuous learning, the firm has prioritised the training and development of its staff that have become industry experts through a cradle to grave approach to operations, quickly building confidence in its customer base surrounding competency and efficiency. With key client Petronas on its books and revenues growing at an astounding speed, the firm has established a renowned reputation in a short space of time, underpinned by its unique “empathy selling” approach. The challenge Founded in 2017, Malaysian enterprise RevEnergy remains a relatively young company. An organisation providing comprehensive solutions for valves, actuators, fire protection, sealant and other equipment, it has faced two key challenges in its first five years of operation. To enter and establish itself in the market, it needed to develop a niche with a reputable brand and proven products – a feat that is easier said than done when starting from scratch. Critically, it had to register its products with Petronas before finding a way of successfully competing with existing players. Building on this, the firm also recognised it would need to develop the technical knowledge and skills to
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EIC Survive and Thrive
Hiring the right people was naturally a key priority, with RevEnergy able to nail this by securing the talents of seasoned industry experts that were renowned among its founders, OEMs and industry peers. Crucially, this injected a significant level of confidence in the company’s capabilities from the outset, providing comfort relating to RevEnergy’s competencies to key parties such as investors. In this sense, while the firm wasn’t known in the market at launch in 2017, it could lean on the personal reputations of its employees as it got off the ground, successfully convincing customers of its capabilities and technical knowhow. To consolidate this reputation, the firm worked tirelessly to improve its knowledge base and reputation in its early years. To achieve this, an internal business culture was implemented which assigned a single engineer or team to take charge of each project from cradle to grave. With this culture, all its staff would be exposed to the whole value chain. This also included a focus on ensuring that the company didn’t lose visibility in any transition from sales to project teams. The firm’s leadership were all too used to this causing efficiency and delivery issues from experience in previous roles, and thus made sure these same challenges didn’t creep into Rev’s own operations. The value of this approach has already been proven
2023