Product and channel were designed together
Formulation, positioning and sales execution were connected rather than sequential.
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
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.
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 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 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 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 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 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 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.
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.