Product Manager → Chief Product Officer
Ray / ReactivePhone
Breaking a mobile-only company out of a single-market growth ceiling.
Constraint
A mobile-only self-image and single-market pricing
Key decisions
Treat international expansion as a change to the product and the business model together — positioning, pricing, funnel and distribution — rather than as localisation.
Outcome
~12× conversion in Poland · ARPU ~5× YoY
Context
Ray / ReactivePhone is a B2C mobile EdTech portfolio for drivers, with 18M+ downloads.
The company had built its identity, its skills and its distribution around being a mobile business.
The constraint
Growth was limited by two things at once. Pricing, positioning and the conversion path had been built for a single market and did not transfer. And the company's mobile-only self-image ruled out a channel that its own audience was already using.
Expansion was being treated as largely a translation problem, which is the smallest part of entering a new market.
My role
I was promoted from Product Manager to Chief Product Officer and led the product work tied to monetization and European expansion.
Key decisions
Treat international expansion as a change to the product and the business model together — positioning, pricing, funnel and distribution — rather than as localisation.
Argue for a web direction despite internal resistance to a non-mobile channel, on the basis that the constraint was the company's own framing rather than the market.
What changed
Redesigned pricing, UX, positioning and distribution.
Rebuilt the go-to-market model in Poland, then supported expansion into the UK, Italy and France.
Pushed for and helped launch and build the company's web direction alongside mobile.
Result
Conversion in Poland increased approximately 12×, and ARPU approximately 5× year over year.
Company revenue approximately doubled through monetization and international growth.
The web direction became a meaningful growth driver for the company alongside its mobile products.
What I took from it
International growth usually changes the product and the business model together. Translation is the smallest part of the work.
Sometimes the binding constraint is not in the market but in how the company defines itself. That kind of constraint is removed by persuasion as much as by product work.