Product: Before my involvement, the founder had only a rough understanding of the B2B side of the service and the product’s value for potential clients. After the audit, I developed a new concept and business functionality with clear value and benefits, and prepared presentation materials with calculations.

Monetization: I shifted the revenue paradigm. Previously, the founder decided to monetize solely through B2B services for brands while keeping the B2C part free. Based on Unite-economics calculations for both a subscription model and an ad-platform model, profitability was projected in 5 years. A decision was made to develop VIP user accounts, enabling the project to become profitable within 1 year.

Investments: Prepared a complete investor materials package.

Traction: Proposed several growth hacking tools to acquire the first users without a budget.

Scaling: Built a marketing department model and developed a marketing and creative strategy.

A-point

I joined the project when the team numbered 20+ people, with developers having changed completely twice. There was no roadmap, no coordination between MVP development and go-to-market plans, the MVP composition was neither approved nor costed, and there was no clear rationale for why certain features had to be included in the MVP. Investment requests were vague (“give us funds, we’ll figure it out later”) without calculation of team salaries or costs, though everyone was working with great enthusiasm.

Strengths:

• Truly unique product based on trending technologies, not a copycat of US or European markets.
• Almost fully assembled team ready to launch the project and establish the business.