When people think of B2B sales, they often immediately picture complex strategies and functional structures. 
How should one approach it? What structure should be used to persuade clients? How should prices be presented? 

However, Ringle CEO Lee Seong-pa starts with a slightly different perspective. 
“Ringle listened to our customers’ stories before focusing on selling our service.” 

 Sincerity over technology, understanding over price… The reason Ringle achieved results even during the economic downturn is that, rather than just selling, they treated their customers’ problems as their own.

Ahead of this year’s B2B Roadmap 2025, we got a sneak peek into how Ringle has expanded its B2B market and what mindset they’ve maintained throughout the process.

💡 A startup born out of frustration with English

Q. Hello, CEO Lee Seong-pa. Could you please briefly introduce yourself? Also, could you tell us a little about what inspired you to start Ringle?

An engineer who used to be afraid of English started a company to help people solve their English problems.

Hello, I’m Lee Seong-pa, co-founder of Ringle. I originally studied electrical engineering and worked as a semiconductor researcher before going abroad to earn an MBA at Stanford. At the time, English was really difficult for me, and I felt very frustrated. I tried everything I could—early-morning English classes, four phone English sessions a day—but my skills didn’t improve much. Then, while talking with my roommate, I felt like I was having a “real conversation” for the first time. The experience of exchanging thoughts and giving each other feedback—that was what was missing from English education in Korea.

That experience was the starting point for my startup. I realized there must be many people like me—people who want to improve their English but feel overwhelmed about where to start and how to go about it. I wanted to tackle that problem head-on.

Q. In the B2B Roadmap 2025, you’ll be presenting on the topic of “Ringle’s B2B Strategy for Growth Even in Tough Times.” I’m curious to know what prompted your expansion into the B2B market.

Our customers were the first to tell us that our service is needed by businesses as well.

Ringle originally started as a B2C service. It worked by having people try Ringle out individually and, if they liked it, recommend it to others. But at some point, our B2C customers started saying, “I wish our company had an English training program like this.” They had a budget for English training but couldn’t find a suitable program.

That’s when I realized there was a B2B market. So I tried reaching out directly to corporate representatives, but it didn’t go well at first. The strategy I came up with then was this: “To get decision-makers to notice us, let’s acquire as many B2C customers as possible.” And sure enough, a few corporate clients opened their doors to us, and using that as a springboard, we’ve been expanding by building up our track record one reference at a time.

📃 We don’t engage in sales tactics that start with pulling out a proposal.

Q. What was the most effective approach in B2B sales?

Rather than trying to make a sale, we first listened to our customers’ concerns.

When people think of sales, they often think of explaining products and persuading others. We used to think that way, too. We used to wonder how we could best introduce our service. But the more clients we met, the more we realized that before we even pull out a proposal, we need to understand what challenges the company is facing.

So, at our first meeting, I always asked, “What’s been the biggest challenge for you lately?” Rather than jumping straight into solutions, I prioritized truly understanding the client’s situation. Through that process, our role became clear, and only then did I bring up our product. As a result , sales that began as conversations—rather than pitches—proved to be more sustainable and ultimately led to better results.

Q. I imagine there have been changes not only in sales strategy but also in the organization itself?

What mattered more than sales was an organizational culture that worked with customers to solve problems.

Currently, Ringle’s B2B sales team is not very large. It is primarily composed of SDRs and retention managers, with five or fewer sales managers. However, what mattered more than numbers was the mindset with which we approached our customers. While KPIs are certainly necessary, we believed that what ultimately drives results is the relationship with our customers and the trust we build with them.

Corporate customers don’t just buy a product; they make their decision based on whether partnering with us will truly deliver the results they want. That’s why it was crucial for the entire company—not just the sales team, but also the product and operations teams—to share this mindset. From the very first meeting with a customer through to the post-contract phase, we’re fostering a culture where we treat our customers’ challenges as our own.

Because of this approach, even when we initially discussed only one-on-one tutoring, the conversation often naturally expanded to include in-person classes and other services. Even without us actively pushing the sale, customers began to show us greater trust on their own.

Q. Could you share a memorable case study involving a corporate client?

We adapted our payment methods to suit each customer’s situation and worked together to find the best way forward.

Every company has a different budget structure and benefits policy. Naturally, payment methods vary slightly as well. At some companies, employees pay upfront and are reimbursed later through their benefits, while at others, the company covers the costs directly.

I believe our competitive edge lay in our ability to quickly grasp such situations and flexibly adapt our internal processes. One memorable example involved Company N, where many managers were struggling because, although the company had a budget for employee welfare and wanted to support English language training, the existing programs didn’t quite fit their needs. In this case , we tailored our proposal to meet the client’s specific requirements and provided a customized program.

🔎 Ringle's problem-solving capabilities, proven in the global market

Q. Ringle is expanding into global B2B markets such as Japan and Taiwan. What strategy did you adopt for these overseas markets?

What mattered more than the company’s nationality was understanding the specific challenges it was currently facing.

It’s not as if we had any special strategy for expanding globally. Whether in Korea, Japan, or Taiwan, the challenges companies face are ultimately similar. They find themselves in situations where English is necessary, but they’re dissatisfied with the software they’re currently using, or it doesn’t actually help with their work. That’s when we started getting inquiries.

Our first contract with a Japanese company actually stemmed from one of those inbound inquiries. The same was true for Taiwan . We tried to understand what these companies expected from us and what problems they wanted to solve. Localization wasn’t simply a matter of changing the language. We had to work together to consider the company’s business situation and goals, as well as the role English education should play within that context.

That’s why, even in the global market, we focus first on explaining “how our team works and how we’ve solved problems” rather than simply “introducing our products.” We naturally share why we do what we do and the perspective from which we approach our work . I believe this attitude has helped build trust.

🏃🏻‍♂️ AI is a tool; the essence of education is people

Q. Ringle actively utilizes technologies such as AI-based speaking tests and AI Prep OPIc. How do you think technology contributes to improving the quality of English education?

AI is just a tool. Ultimately, it’s conversation with people that improves your English skills.

Automated tools like AI speaking tests and AI Prep are certainly necessary . However, the ultimate reason we develop such technologies is to better prepare people for face-to-face conversations. After all, language is about interacting with another person, and it happens within the context of that person’s interest and engagement. That’s why I believe the level of focus and the feedback provided during a conversation with a human tutor are aspects that AI simply cannot replicate.

It’s similar to how AI can’t currently take over interviews. Only humans can decide what questions to ask, how to rephrase them, and how to respond. That’s why we at Ringle always say that while we use technology, our core focus remains on people.

I personally make good use of GPT myself, but I’m well aware that the barrier to entry varies from person to person. In fact, I believe Ringle’s role is to bridge that gap and help people grow more effectively.

🤝 English education that goes beyond conversation to help you persuade others

Q. How do you think the English education market will change in the future? I’m also curious to know how Ringle plans to respond to those changes.

In an era where conversational English alone is no longer enough, what ultimately matters is the power of communication and logical explanation.

When Ringle first entered the market, there were already options ranging from phone-based English lessons to human tutors and AI tutors. Even now, new teaching methods continue to emerge, and I believe technological changes will only accelerate in the future. However, amid all these changes, there is one thing we never lose sight of : the purpose of learning English is not simply to speak sentences.

Eventually, there comes a moment when you need to clearly explain your thoughts to the other person and persuade them logically. It’s not just about getting through a few sentences in a conversation; you need to be able to explain why you think that way and what evidence supports your position. That’s what Ringle is constantly striving to improve.

That’s why we’ve designed our services—whether B2C or B2B—to help users and employees “actually perform better.” Rather than simply having them repeat scripts, we work with them to figure out exactly what kind of phrasing is needed in each situation. That’s the reason we’ve been able to endure and grow so far, and I don’t think that approach will change in the future.

Q. Is there a specific message you’d like to share with B2B leaders ahead of the upcoming B2B Roadmap 2025 conference?

The B2B market is cutthroat. Don’t let your guard down.

Just because we’ve signed a contract with a B2B client doesn’t mean the job is done. In fact, I believe that’s when the real work begins. Especially in a highly competitive market like the education sector, if we fail to satisfy our clients, they’ll switch to a competitor in an instant. That’s why we strive to stay hungry—we refuse to let that hunger fade.

The moment you start thinking, “We’re good at B2B now, so we’re set,” that’s when things get risky. I believe we must always think from the customer’s perspective and strive not just to meet their expectations, but to deliver an experience that exceeds them. I’m convinced that this mindset is what leads to the next contract and the next customer.

Q. What is the issue you’ve been most focused on lately?

It’s a bit of a raw, personal struggle, though. (Laughs) I find myself wondering how much of my family life I have to give up for my work. To be precise, I’m wondering how I can mend a broken family… It’s the kind of worry that naturally creeps in when you’re so absorbed in your work.

🏃‍♂️ Speaker Relay Question: What’s on your mind these days? Let me ask that for you!

Next in the Q&A Relay – Lee Young-jun, CEO of ModuSign

ModuSign, Korea’s leading B2B SaaS platform used by 320,000 companies, provides an “electronic contract” solution that is essential for any business. ModuSign CEO Lee Young-jun grew the team he started as a startup club in college into the market-leading electronic contract solution.

In the B2B Roadmap 2025, we will discuss the strategies that enabled ModuSign to successfully expand its reach from small business owners to SMEs and large corporations, as well as into the B2G sector, and share the CEO’s experiences.

Q. At a time when corporate innovation is essential, how can we secure key talent to grow alongside us? – Lee Young-jun, CEO of ModuSign

This is a critical time for ModuSign as we embark on full-scale expansion and explore new markets. Rather than resting on our past successes, we must push our boundaries and drive innovation. I’m grappling with how to build a flexible organizational culture that can adapt to changing market conditions and support new internal initiatives. In particular, I’m curious about how we can attract top talent, how we can help them reach their full potential, and how we can create an environment where we can grow together.

A. The CEO must be the one solving the problem. – Lee Seong-pa, CEO of Ringle

I believe it’s more important to show that we’re actually doing this than to simply say, “This is our goal” or “We’re going to complete this project.” I don’t think there’s any better way to attract candidates who are truly inspired by our mission than by demonstrating that the CEO is consistently identifying and solving problems.

In fact, many of the current Ringle team members joined us after using the service themselves. It might sound like a bit of a cliché, but if you’re honest about the challenges you’re currently facing, I believe you’ll be able to find outstanding talent.

Want to hear more insights and real-life stories from ‘Ringle CEO Lee Seong-pa’?

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Ringle CEO Lee Seong-pa: A Pre-Unicorn Company’s B2B Sales Strategy That Works Globally