The need
Connect product, market access and customer operations.
← Ventures & experience
Historical venture
SojiLabs & ProCare
A consumer-health platform built from product to customer relationship.
OLSEN STEINER ROLE · VENTURE DEVELOPMENT · OPERATING LEADERSHIPDevelop → Coordinate → Distribute
≈US$5MAnnual revenue scale*
≈200Operators at peak
4Consumer markets
3Call-centre locations
Historical operating experience, not a current holding. No public exit or realised-return figure is claimed.
THE CASE IN ONE VIEW
The need. The model.
The role we play.
The model
Consumer-health products and a regional direct-to-consumer platform.
Our role
Product development, regulatory coordination and operating delivery.
HOW THE MODEL CONNECTS
From one step
to the next.
01Develop→
02Acquire→
03Convert→
04Fulfil→
05Retain
FULL CONTEXT
The complete background, on demand.
The visual overview is the short route. Open a chapter to read the original explanation and supporting detail.
SojiLabs & ProCare
OPERATING TRACK RECORD CASE
HISTORICAL VENTURE · CONSUMER HEALTH
OLSEN STEINER ROLE · VENTURE DEVELOPMENT · OPERATING LEADERSHIPSojiLabs & ProCare
A consumer-health platform built from product to customer relationship.
≈US$5MAnnual revenue scale*
≈200Operators at peak
4Consumer markets
3Call-centre locations
CASE EXPLORER
The detail, when you need it.
Open a chapter for the operating evidence, economics, partners or development assumptions. All financial qualifications and source links remain with their context.
INVESTMENT / OPERATING THESISControl the full commercial loop.+
INVESTMENT / OPERATING THESIS
Control the full commercial loop.
The business combined product development with direct customer acquisition and owned customer operations, creating a faster learning loop than a pure distributor model.
Product and channel were designed together
Formulation, positioning and sales execution were connected rather than sequential.
Customer operations were a core asset
Telesales and service created direct feedback on objections, conversion and repeat behaviour.
Regional expansion required localisation
What worked in Vietnam still had to be adapted for Indonesia, the Philippines and Malaysia.
MARKET FOOTPRINTFour consumer markets with three operating centres.+
MARKET FOOTPRINT
Four consumer markets with three operating centres.
SojiLabs expanded through a regional model rather than a single-market export strategy.
VietnamCore market and operating base
IndonesiaRegional operating market
PhilippinesRegional operating market
MalaysiaServed through regional structure
Bars show relative historical operating depth. They are not market-size estimates.
BUSINESS MODELProduct to customer, with the feedback loop kept in-house.+
BUSINESS MODEL
Product to customer, with the feedback loop kept in-house.
The operating model linked product development, acquisition, telesales and fulfilment.
01Develop
Consumer-health products and formulations.
02Acquire
Performance marketing and lead generation.
03Convert
Dedicated telesales operations.
04Fulfil
Regional distribution and delivery.
05Retain
Customer relationship and product learning.
COMMERCIAL / FINANCIAL LENSScaled consumer-health economics.+
COMMERCIAL / FINANCIAL LENS
Scaled consumer-health economics.
The important financial story was not only revenue growth; it was the operating architecture required to support it.
Revenue scale≈US$5M annual*
Selected historical operating scale across the associated platform.
Revenue modelDirect-to-consumer
Product sales supported by performance acquisition and telesales.
Operating leverageCall-centre scale
≈200 operators at peak created both growth capacity and management complexity.
Capital profileWorking-capital heavy
Inventory, acquisition spend, payroll and fulfilment all had to be coordinated.
WHAT MADE IT HARDExecution risk, not presentation risk.+
WHAT MADE IT HARD
Execution risk, not presentation risk.
These cases are included because they required real operating decisions, not because every element was frictionless.
Health products require market-specific registration and claims discipline.
Marketing spend, inventory and fulfilment create real working-capital exposure.
Large telesales teams require management systems, QA and productivity control.
Product, message and sales process had to fit each market.
HISTORICAL VALUE CREATIONOperating scale is the proof point.+
HISTORICAL VALUE CREATION
Operating scale is the proof point.
SojiLabs is relevant to investors because it moved beyond concept-stage consumer health into multi-market revenue, product operations, customer acquisition, fulfilment and a large people organisation.
REVENUE SCALE≈US$5M annual
Selected historical turnover / revenue scale approved for public disclosure.
ORGANISATION≈200 operators
Call-centre scale at peak across three operating locations serving four markets.
PORTFOLIOProducts + ProCare
Product development, manufacturing coordination, regulatory work, distribution and customer operations.
INVESTOR RELEVANCE1 → multi-market
Evidence of scaling a fragmented regional operating model with real working-capital and people complexity.
OLSEN STEINER ROLEFrom venture formation to regional operating scale.+
OLSEN STEINER ROLE
From venture formation to regional operating scale.
Olsen Steiner supported the venture across product development, operating systems, regional expansion, technology and commercial execution. The case demonstrates the group’s ability to move from an idea and product portfolio to a multi-market operating business with substantial team scale.
Case detailExplore the detail+
Public outcome disclosure
SojiLabs / ProCare is presented as historical operating track record. No public exit multiple, sale price or realised investor return is claimed. Financial and ownership outcomes beyond the disclosed operating scale remain outside this public case.
THE NEXT CONVERSATION
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A practical way forward.
Tell us the market, the opportunity and what needs to happen next.