Merve Isler, Founder and CEO of Marvelous, sits down with Ventureport to discuss how AI can help revenue teams find the right rooms, guests and opportunities.
Updated
July 3, 2026 11:39 AM
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Marvelous, an AI product company. PHOTO: MARVELOUS
Most B2B sales teams spend their days inside software. They track leads in a customer relationship management (CRM) tool, send emails, build outbound lists and measure every digital touchpoint. Still, many important business relationships move forward in person. A dinner after a conference, a small founder roundtable or a private customer event can do what dozens of cold emails cannot: build trust quickly.
That is the gap Marvelous wants to fill. The bootstrapped San Francisco-based AI startup is building what founder and CEO Merve Isler calls “Salesforce, but for real life”. Her idea is simple: if companies already use software to manage digital sales, they should also have software to manage the real-world moments that help close deals.
Marvelous brings data, automation and targeting into in-person go-to-market (GTM) work. It helps B2B sales, revenue, marketing and growth teams plan in-person events such as curated dinners, launch events, mixers, happy hours and conference side events. These formats are already familiar to companies selling to enterprise buyers. The problem is that they are often managed through spreadsheets, venue calls, scattered guest lists and manual follow-ups.
That creates two problems. First, the process is slow. Teams can spend weeks figuring out who to invite, where to host and how to manage responses. Second, the return is hard to measure. Companies spend heavily on conferences, dinners and private events, yet they often do not have a clear way to know whether an event will influence pipeline before they commit the budget.
Marvelous wants to pull those pieces into one AI-powered event management platform.
“Our main target customer is revenue and sales teams,” Isler said. “Because about 40% of deals close in person, but there's no infrastructure built for that—so that's what we do.”
For Isler, the idea comes from experience. Before starting Marvelous, she worked at Google from Istanbul, managing developer product launches and go-to-market programs across Turkey, Central Asia and the Caucasus. During that time, she helped build more than 100 communities around the world and coordinated thousands of events a year across eleven time zones. The work was fast, local and very manual.
That experience shaped the foundation for Marvelous. Isler saw that building products had become easier, while distribution remained difficult. A startup can now ship software faster than ever. Reaching the right people, in the right setting, is still a different challenge.
At Google, Isler had to understand how people gathered, communicated and built trust in different markets. A product launch might require developer meetups in dozens of cities, but the right approach could change from country to country. In Kazakhstan, she said, Telegram worked better than WhatsApp. In Afghanistan, Facebook mattered more. Each market had its own habits, and growth depended on understanding those details. Those details and adapt quickly.
Marvelous grew out of that playbook. Isler saw that offline distribution had patterns, even when it looked chaotic from the outside. The right guest list, the right room, the right timing and the right follow-up could change the outcome of a sales conversation. Most of that knowledge, however, lived in people’s heads. Marvelous is her attempt to turn it into software.
Inside the platform, a company can start by choosing the kind of satellite event it wants to host: a launch event, a mixer, a happy hour, a brunch, a lunch or a dinner. From there, users can connect their CRM. When Salesforce is connected, Marvelous analyzes contacts and creates relationship scores based on signals such as buying intent, past event activity and how warm a relationship appears to be. If a team also uses an event platform such as Luma or Eventbrite, Marvelous can bring that event data into the picture as well.
The product is built around Maven, Marvelous’ AI assistant. Maven can help plan an event through Slack, iMessage or the Marvelous platform itself. For instance, a user might ask Maven to plan an executive dinner for 18 people within a set budget. From there, Maven can find warm contacts, estimate who is likely to attend, build a guest list, recommend venues, send invitations and run follow-up sequences across email, LinkedIn and SMS. The goal is to let sales teams focus on conversations and closing deals instead of worrying about logistics. Put simply, Marvelous helps a company find the right guests, secure the right venue and understand which event format is likely to work. Instead of guessing whether a US$10,000 dinner will pay off, the company gets a clearer view of the potential return.
AI Insiders, Marvelous’ invite-only network of verified AI and enterprise leaders, is also part of the company’s go-to-market strategy. Rather than asking every customer to build an event from scratch, Marvelous can group several companies that want to reach the same audience into one curated event. Such a setting creates revenue, product feedback and fresh data about what works in different markets. The network spans verticals such as cybersecurity, fintech, robotics, healthcare AI and enterprise SaaS. It now includes members from more than 475 companies, with C-level executives making up nearly half of the community. So far, AI Insiders has facilitated more than 2,000 introductions and contributed to over US$560 million in deals. Isler describes it as one of Marvelous’ strongest go-to-market channels.
The first AI Insiders event took place at AWS GenAI Loft in San Francisco in April 2026. It brought together 150 curated guests, including AI founders, tier-one investors, enterprise executives and researchers for an evening focused on high-impact conversations and collaboration.
The timing may work in Marvelous’ favor: Digital outreach is getting louder, and AI will make it easier for companies to send more emails, messages and automated pitches. That may make high-trust in-person conversations more valuable, especially in enterprise sales where relationships take time. At the same time, event budgets need proof. Revenue leaders want to know whether a dinner, roadshow or customer event is worth the cost.
Marvelous is betting that offline sales will become a measurable category for software. If the company can prove that its relationship scores, event intelligence and AI agent help teams create a stronger pipeline, it could become an important tool for B2B go-to-market teams. The core message of Marvelous is easy to understand: the deals may happen in the room, but data can still power the room.
Keep Reading
A new bet on early heart failure detection and why women’s health is at the center.
Updated
January 8, 2026 6:28 PM
A doctor holding an artificial heart model. PHOTO: ADOBE STOCK
Heart disease does not always announce itself clearly, especially in women. Many of the symptoms are ordinary, including fatigue, shortness of breath and swelling. These signs are frequently dismissed or explained away. As a result, many women are diagnosed late, when treatment options are narrower and outcomes are worse. That diagnostic gap is the context behind a recent investment involving Ultromics and the American Heart Association’s Go Red for Women Venture Fund.
Ultromics is a health technology company that uses artificial intelligence to help doctors spot early signs of heart failure from routine heart scans. It has received a strategic investment from the American Heart Association’s Go Red for Women Venture Fund.
The focus of the investment is a long-standing blind spot in cardiac care. Heart failure with preserved ejection fraction, or HFpEF, affects millions of people worldwide, with women disproportionately impacted. It is one of the most common forms of heart failure, yet also one of the hardest to diagnose. Studies even show women are twice as likely as men to develop the condition and around 64% of cases go undiagnosed in routine clinical practice.
Ultromics works with a tool most patients already experience during heart care: the echocardiogram. There is no new scan and no added burden for patients. Its software analyzes standard heart ultrasound images and looks for subtle patterns that point to early heart failure. The goal is clarity. Give clinicians better signals earlier, before the disease advances.
“Heart failure with preserved ejection fraction is one of the most complex and overlooked diseases in cardiology. For too long, clinicians have been expected to diagnose it using tools that weren't built to detect it and as a result, many patients are identified too late,” said Ross Upton, PhD, CEO and Founder of Ultromics. “By augmenting physicians' decision making with EchoGo, we can help them recognize disease at an earlier stage and treat it more effectively.”
The stakes are high. Research suggests women are twice as likely as men to develop the condition and that a majority of cases are missed in routine clinical practice. That delay matters. New therapies can reduce hospitalizations and improve survival, but only if patients are diagnosed in time.
This is why early detection has become a priority for mission-driven investors. “Closing the diagnostic gap by recognizing disease before irreversible damage occurs is critical to improving health for women—and everyone,” said Tracy Warren, Senior Managing Director, Go Red for Women Venture Fund. “We are gratified to see technologies, such as this one, that are accepted by leading institutions as advances in the field of cardiovascular diagnostics. That's the kind of progress our fund was created to accelerate.”
Ultromics’ platform is already cleared by regulators for clinical use and is being deployed in hospitals across the US and UK. The company says its technology has analyzed hundreds of thousands of heart scans, helping clinicians reach clearer conclusions when traditional methods fall short.
Taken together, the investment reflects a broader shift in healthcare. Attention is shifting earlier—toward detection instead of reaction. Toward tools that fit into existing care rather than complicate it. In this case, the funding is not about introducing something new into the system. It is about seeing what has long been missed—and doing so in time.