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Remote
Full time
Negotiable
Remote
Full time
Negotiable
Remote
Full time
Negotiable
Remote
Full time
Negotiable
Remote
Full time
500+
INB Team
December 26, 2025
The end of the year is always more than just a date on the calendar. It’s that moment when you finally slow down, take a deep breath, and allow yourself to look back. What worked? What didn’t? What pushed you to keep moving forward?
For INB.bio, 2025 was a year of changes and challenges: new GEOs, algorithms changing almost daily, participation in international conferences, and rapid scaling.
We talked with the INB.bio team, from the CEO to the HRD, and gathered the brightest moments of this year: results, unexpected breakthroughs, challenges, and learned about plans for the future.
Rozhden Totskoinov, Founder & CEO of INB.bio, views the year’s achievements through the lens of stability:
“This year we learned to work steadily with affiliate partners and traffic. Partners are driving traffic, payouts are competitive, traffic is manageable – we’ve proven we can be a reliable platform for partners in terms of volume and payouts.”
Yuriy Abramchuk, affiliate manager at INB.bio, highlights three key achievements:
“We grew 2x in volume. Opened 4 new GEOs – Tunisia, Kenya, Tanzania, and Nigeria.”
Vera Petryk, the company’s CMO, adds:
“This was the year when we didn’t just grow, we formed a team, a brand, a system. A new website appeared, social media. We launched INB.bio Nutra Talks and for the first time appeared with our own booths in Budapest and Bangkok.”
Mark Spasonov, CCO, also notes important milestones:
“Launched the LTV process – previous attempts to implement it didn’t yield results, now the process works and scales. Created a Sales team from scratch – established systematic work with markets, implemented core processes and analytics in sales. Pulled several markets out of conversion slumps.”
Evgeniy Kagarlitskiy, COO, emphasizes technological achievements:
“Complete redesign of the Affiliate Cabinet with improved usability and new features. Implementation of multiple improvements in the Delivery Cabinet. Successful integration with Finmap and development of various financial reports for better transparency.”
Behind every success – long weeks of testing, work with local call centers, logistics setup, and tremendous effort from every member of the INB.bio team.
🌿 Learn more about INB.bio’s participation in Affiliate World Bangkok.
Every year has its “dark horses” – markets no one bet on, but they went ahead and showed incredible results. For Yuriy, these were:
“Venezuela, Pakistan, and Algeria. Very high traffic volume, good lead price, large partner base, and most importantly – stability.”
These markets proved important not just from a financial perspective. In moments when other GEOs experienced fluctuations, they maintained the overall balance.
Especially Venezuela – a market that proved that even in unstable economic conditions, demand for nutra remains high, you just need to properly select the product and communication style.
Yuriy Abramchuk names this year’s most popular products:
“Men’s health, joints, weight loss, and diabetes – four categories that sold best.”
These verticals work in any GEO: clear demand, wide audience, simple communication. No wonder they became the “safety cushion” when other products showed unstable results.
Additionally, these products adapt well to local cultural contexts, making them universal for scaling.
Rozhden Totskoinov honestly admits the year’s main strategic failure:
“We never transformed traffic and the affiliate model into a system: strong integrations with partners didn’t emerge, our own products and branding barely developed, SMM was conducted but without clear business impact, there’s no transparent system of metrics and analytics. Simply put – we bought volume with rates, not scaled the model.”
When we asked Yuriy Abramchuk about the most difficult moments of this year, we got a short and honest answer:
“Out of ten tested GEOs, we were able to fully launch only three. That’s a huge amount of work.”
And that’s the reality of the niche. Not all markets “open up” on the first try.
🌿 Read more about how new GEO launches happen at INB.bio.
The “hero of the year” – Côte d’Ivoire, with its new rules that caused plenty of headaches for the team. But it’s precisely the difficult cases that make the team stronger: they teach you to quickly change approaches, test new methods, and most importantly, not fear difficulties.
Vera also shared challenges the marketing team faced:
“We made the website in two weeks. Organized events with our own hands. We had failures: wrong merch, delivery delays, last-minute plan changes. But the team held up. And that’s exactly what made us stronger.”
Mark Spasonov shares his experience:
“Took on a test that seemed simple, but underestimated the need for detailed instructions and control. The result – conversion drop and traffic loss. Lesson: even ‘simple’ tests require full resources and attention.”
Evgeniy Kagarlitskiy recalls a critical moment:
“Database Incident – a critical database problem required immediate action. The development team worked all night to solve the problem. Got valuable lessons about system stability, monitoring, and incident response.”
Alexandra Shapenkova, HRD, talks about her challenge:
“Blocking of my accounts on foreign job sites during an active recruiting period. This temporarily slowed down part of the candidate search processes, but we quickly reacted, found and established backup channels.”
Many such moments remain behind the scenes but require total effort.
When we asked Vera about the year’s biggest achievements, she answered without hesitation:
“Our events, a team that works like clockwork. Going global: Asia, Europe, USA. Increased traffic. All of this – moments of the year that we really want to remember.”
Yuriy Abramchuk also shared his special stories:
“Partnered up with cool guys from Budapest. They were just walking past the booth, stopped, started a conversation, admitted they’d never worked with nutra. And now they’re pouring tons of traffic.”
Another important moment – expanding collaboration with One Media. This partnership became an additional impulse that accelerated our progress.
Alexandra Shapenkova is proud of the team’s growth:
“Expanded the team in all directions – this year every department got reinforcement. We managed to find strong specialists and make the team even stronger. Connected with new recruiting partners that we found through active search and meetings at conferences.”
Rozhden Totskoinov outlines the strategic pivot for 2026:
“In 2026 we’re changing our approach: moving away from ‘sell here and now’ to long-term work with clients, rebuilding products and the format of working with them, building marketing as a system with metrics and analytics, creating models where partners earn more through quality and LTV.”
His key takeaway: “Growth in affiliate marketing is impossible without value for the partner, beyond the rate. Dumping and ‘fat payouts’ give traffic but don’t give sustainable growth.”
Yuriy Abramchuk is confident – next year will be even more intense:
“Continued growth, scaling new products and GEOs. Attracting new partners.”
Vera Petryk adds:
“We’re stepping on the gas in brand promotion. I always say: we fixed the ship, now we can sail into uncharted waters. With already established marketing channels and experience. Ahead are even more events, new partners, opened GEOs, podcasts, and stories.”
Mark Spasonov sets ambitious goals:
“Open 3–4 new markets without closing existing ones. Increase revenue by 30%. Strengthen the team – develop people to new experience and levels. Work out all key processes so the structure can withstand any challenges.”
Alexandra Shapenkova focuses on people:
“Continue systematic team expansion, but more strategically: with a focus on competencies and planning. Automate key HR processes. Launch a full-fledged development system: competency matrices, training, manager support. Strengthen corporate culture and employer brand.”
Evgeniy Kagarlitskiy reveals technological plans:
“Development of extended dashboards and statistics in Affiliate Cabinet, implementation of ‘work by link’ functionality. Launch of new project Omyur. Design and creation of our own WMS (Warehouse Management System). Improved analytics and reporting in CRM, new dashboards and Autocall integration.”
This year was about speed, about experiments and bold steps that sometimes seemed risky but almost always brought results. INB.bio doubled volumes, opened new GEOs, made a statement at international conferences, attracted new partners, and leveraged the potential of markets that few paid attention to before.
But most importantly – the team learned to be honest with itself. To acknowledge not just victories but failures too. To analyze mistakes. And to build a new strategy based on them.
Next year promises to be even louder: more launches, more tests, more products and new success stories. But now – with a changed focus: from short-term sales to long-term relationships, from buying volumes to building a system, from dumping to creating real value for partners.
