“Do you fix unit economics or customer experience first — or can you actually do both at once?”

Clearly.help

Head of Spain / Internationalization · Spain country management

Ran Spain as a country-management P&L, improving unit economics and customer experience across the marketplace.

Context

Spain was burning cash. The deeper problem was that the market was being run without Spanish input — no real local understanding sat behind the pricing, the brand or the proposition, so the unit economics were a symptom rather than the disease.

Action

Changed the team so that the market was run with native Spanish input rather than translated decisions from elsewhere.
Reworked the brand and proposition for the Spanish market before touching pricing.
Owned country management for Spain, covering pricing, packages and unit economics.
Ran performance marketing, referral and CX improvements alongside pricing changes to move LTV and take rate together.

Result

Stopped the cash burn and moved Spain onto positive unit economics.
LTV improved from $75 to $111.
AOV improved from $40.55 to $52.75.
Take rate improved from 34.9% to 40.3%.
CSAT improved from roughly 86% to 93%.

Lesson

Unit economics and customer experience move together — treating them as separate workstreams leaves value on the table.

The public record

The company, its markets (Ukraine, Poland, Spain) and its funding are public; the co-founder interview covers the Ukrainian origin as Rozmova and the decision to expand. Spain's LTV, AOV, take rate and CSAT are internal marketplace metrics and will stay supplied rather than sourced — no marketplace publishes them.