When thinking about B2B sales, it is easy to immediately picture complex strategies and functional structures.
How should we approach it? What structure should we use to persuade? How should we propose a price?
However, Ringle CEO Lee Seong-pa begins with a slightly different story.
“Ringle listened to the customer’s story first, rather than focusing on sales for the sake of selling services.”
Sincerity over technology, understanding over price… The reason Ringle achieved results even during the harsh winter is that, prioritizing concern over sales, they treated customers’ problems as their own.
In this B2B Roadmap 2025, we had a preview of how Ringle has expanded the B2B market and the attitude they have maintained throughout the process.
💡 A startup born from frustration with English
Q. Hello, CEO Lee Seong-pa. Please briefly introduce yourself. Also, could you briefly share the story behind founding Ringle?
An engineer who was afraid of English started a business to solve English problems.
Hello, I am Lee Seong-pa, Co-CEO of Ringle. I originally majored in Electrical Engineering and worked as a semiconductor researcher before going abroad for an MBA at Stanford. At that time, I was very frustrated because English was not easy for me. I tried everything I could—early morning English academies, four phone calls a day—but I didn't seem to 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 and receiving feedback with someone—that was missing from Korean English education.
This experience was the starting point of my創業. I felt that there were many people like me—those who want to be good at English but feel lost about where to start and how to proceed. I wanted to properly solve that problem.
Q. You will be giving a presentation on the topic of 'Ringle's B2B Strategy for Growth Even in the Bitter Winter' at the B2B Roadmap 2025. I am curious about the motivation behind your expansion into the B2B market.
The customer told us first. That our service is also needed by companies.
Ringle originally started as a B2C service. It operated on a system where individual users tried Ringle and, if they liked it, recommended it to those around them. However, one day, B2C customers began saying things like, “I wish our company had English training like this.” They were saying that while they had a budget for English education, they didn’t have a suitable program.
That was when I realized there was a B2B market. So I tried contacting corporate representatives directly, but it didn't go well at first. The strategy I established then was this: “To get decision-makers to know us, let’s secure as many B2C customers as possible.” And indeed, a few corporate clients opened their doors, and using that as a stepping stone, we have expanded by building references one by one.
📃 I don't do sales that start with a proposal.
Q. What was the most effective approach in B2B sales?
Rather than trying to sell, I listened to the customer's concerns first.
It is easy to think of sales as simply explaining a product and persuading others. We felt the same way at first. We worried about how best to introduce our service. However, the more we met with clients, the more we realized that before presenting a proposal, we needed to understand the specific problems the company was facing.
So, at the first meeting, I always asked, “What is your biggest challenge these days?” Instead of offering solutions first, I prioritized truly understanding the other person’s situation. Through that process, the role we could play naturally became clear, and only then did I bring up the product. As a result, sales initiated through conversation rather than proposals lasted longer and led to better results.
Q. It seems there have been changes not only in sales strategy but also organizationally
What was more important than sales was an organizational culture of solving problems together with customers.
Currently, Ringle's B2B sales organization is not large. It operates primarily around SDRs and Retention Managers, with fewer than five Sales Managers. However, what was more important than the numbers was the mindset with which we meet our customers. While KPIs are certainly necessary, I believed that ultimately, what drives results is the relationship with the customer and trust.
Corporate customers do not simply buy a product; they make a decision based on whether they can truly achieve their desired results by partnering with this company. Therefore, it was crucial for the entire organization—including not only the sales team but also the product and operations teams—to share the same mindset. We are building a culture where we address customer issues as if they were our own, from the initial meeting to after the contract is signed.
Because of this attitude, even if we initially only talked about 1:1 tutoring, there were many instances where the conversation naturally expanded to offline education or other services. Even without us actively selling first, customers began to show greater trust in us.
Q. Please share any memorable corporate client cases!
We found ways to work together by even adjusting payment methods to suit the customer's situation.
Every company has different budget structures and welfare policies. Consequently, payment methods are bound to vary slightly as well. In some companies, individuals paid upfront and received rewards later as welfare benefits, while in others, the company handled the expenses directly.
I believe our competitive edge lay in quickly understanding these situations and flexibly adjusting our internal processes. One memorable case involved Company N, where many managers were struggling to provide English education support despite having an employee welfare budget, as existing programs were not a good fit. In such cases, we refined our proposals to align with the client's needs and delivered a customized program.
🔎 Ringle's problem-solving prowess that worked in the global market
Q. Ringle is expanding into global B2B markets, including Japan and Taiwan. What strategy did you use to approach these overseas markets?
What was more important than nationality was understanding what problems the company was currently facing.
I didn't have a special strategy for global expansion. I found that whether in Korea, Japan, or Taiwan, the problems companies face are ultimately similar. They are in situations where English is required, but the software they are currently using is unsatisfactory or not helpful for their actual work. That is where I started receiving contact.
Our first contract with a Japanese company also stemmed from such inbound inquiries. The same was true for Taiwan. We tried to understand what these companies expected of us and what problems they wanted to solve. Localization wasn't simply about changing the language. We had to consider the company's business situation and goals, as well as the role English education should play within that context.
That is why, even in the global market, we prioritize talking about "how our team works and how we have solved problems" rather than "introducing our product." We naturally share why we do this work and what perspective we take. I believe this attitude has helped build trust.
🏃🏻♂️ AI is a tool, the essence of education is people
Q. Ringle actively utilizes technology, such as AI-based speaking tests and AI Prep OPIc. What role do you think technology plays in improving the quality of English education?
AI is just a tool. Ultimately, conversation with people changes your English skills.
Automated tools like AI speaking tests and AI prep are certainly necessary. However, the reason we develop such technology is ultimately to better prepare for human-to-human conversations. Language involves a partner and takes place within that person's interest and immersion. Therefore, I believe that the level of focus and feedback derived from a conversation with a human tutor is something that AI cannot replicate.
It is similar to how AI cannot replace interviews today. This is because deciding what questions to ask, how to ask follow-up questions, and how to respond are tasks that only humans can perform. That is why Ringle consistently emphasizes that while it uses technology, the essence is the human.
I personally make good use of GPT, but I am well aware that the barrier to entry varies from person to person. I believe that Ringle’s role is actually to bridge that gap and help people grow better.
🤝 English education that goes beyond conversation to persuade someone
Q. How do you foresee the English education market changing in the future? Also, I am curious to know how Ringle plans to respond to those changes.
In an era where English conversation alone is insufficient, the power of communication and logical explanation is ultimately required.
When Ringle first entered the market, there was everything from phone English and human tutors to AI tutors. Even now, various educational methods continue to emerge, and I believe that technological change will accelerate even further in the future. However, amidst these changes, there is one thing we have not overlooked: the fact that the purpose of learning English is not merely to speak sentences.
Ultimately, there comes a moment when you need to properly explain your thoughts to the other person and persuade them logically. It is not enough to simply get through a few sentences; you must be able to articulate why you think that way and what evidence supports it. This is the very issue that Ringle continues to grapple with.
That is why we have designed our services, whether B2C or B2B, to help users and employees "actually perform better." Rather than simply repeating scripts, we approach it by collaboratively considering what expressions are needed in specific situations. That is the reason we have been able to survive and grow until now, and I do not think that direction will change in the future.
Q. Is there a special message you would like to convey to B2B leaders at the upcoming B2B Roadmap 2025 Conference that you would like to share in advance?
The B2B market is brutal. Do not let your guard down.
Securing a contract with a B2B client doesn't mean it's over. Rather, I believe that is just the beginning. Especially in a highly competitive education market like ours, if we fail to satisfy our clients, we are immediately replaced. That is why I always try to stay hungry. I strive not to let go of my "hungry spirit.".
It becomes dangerous the moment you think, "We're good at B2B now, so that's enough." I believe it is necessary to always think from the customer's perspective and an experience that goes beyond expectations,meeting them. I believe that only with such an attitude can you secure the next contract and the next client.
Q. What is the concern you have been most preoccupied with recently?
It’s a bit of a raw worry, though. (Laughs) I’m really struggling with how much of my family I have to sacrifice for work. To be precise, I’m wondering how I can restore my broken family... It seems like a concern that naturally arises as I become immersed in my work.
🏃♂️ Speaker Relay Question: What are your worries these days? I'll ask it for you!
Relay Question Runner – Lee Young-jun, CEO of Modusign
Modusign, Korea's leading B2B SaaS used by 320,000 companies, provides "electronic contract" solutions that are essential for any business. Modusign CEO Lee Young-jun expanded a team that started as a startup club during his university days into the number one solution in the electronic contract market.
In B2B Roadmap 2025, we would like to share the strategies that enabled Modusign to successfully expand from small businesses to SMEs, large corporations, and even B2G, as well as the CEO's experiences.
Q. In a time when corporate innovation is needed, how can we secure key talent who can grow together? – Lee Young-jun, CEO of Modusign
Modusign is currently at a critical juncture for full-scale expansion and pioneering new markets. We must innovate by breaking down our existing foundations rather than resting on our past successes. We are deeply concerned with how to build a flexible organizational culture that supports the changing market environment and new internal initiatives. Specifically, I am curious about how to attract key talent, how to enable them to unleash their full potential, and how to create an environment where we can grow together.
A. The CEO must be solving the problems. – Ringle CEO Lee Seong-pa
I believe it is more important to demonstrate that you are actually carrying out your goals rather than simply saying, “We have these goals” or “We will complete this project.” I think there is no better way to connect with applicants who are moved by this than by showing the CEO consistently identifying and solving problems.
In fact, many of our current Ringle team members joined after using the service. I wonder if this is too naive an answer, but I believe that if you are honest about the problem you are currently solving, you will be able to find excellent talent.
Want to hear more insights and vivid stories from the field from Ringle CEO Lee Seong-pa?
Meet B2B industry leaders at the B2B ROADMAP 2025 Conference
Don't miss the opportunity to expand and connect your business, from practical strategies to networking!
B2B ROADMAP 2025 Preview
- Speaker Relay Interview 1. LinkedIn Director Choi Min-hee: 'The Real Way to Use LinkedIn' to Maximize Output
- Speaker Relay Interview 2. Attorney Jung Ji-woo: May we use the Ghibli-style images created by ChatGPT as advertising material?
- Speaker Relay Interview 3. Yongmin Cho, CEO of Unbound Lab: Characteristics of B2B Businesses Attracting Investment in the AI Era
- Speaker Relay Interview 4. Desker Team Leader Yoo Hyo-young: Marketing Secrets That Captivated 30,000 B2B Customers
- Speaker Relay Interview 5. Elifunt Lead Kim Min-ju: How to Make Customers Come to You on Their Own—All You Need Is 'This'
- Speaker Relay Interview 6. Eventers CEO Ahn Young-hak: The Secrets of Planning and Operating Seminars That 'Lead to Transformation'
- Speaker Relay Interview 7. Ringle CEO Lee Seong-pa: B2B Sales Strategies That Work Globally from Ringle, an Aspiring Unicorn (Current Article)
- Speaker Relay Interview 8. Mirantis Director Grace Shin: Design Strategy with Customer Intent! The Future of B2B Marketing
- Speaker Relay Interview 9. Modusign CEO Lee Young-jun: The Secret to Modusign's B2B/B2G Expansion as a Latecomer
- Speaker Relay Interview 10. Open Your Eyes CEO Seo Ki-seok: Stop Marketing for Sales! Branding Strategies That Become Real Assets
- Speaker Relay Interview 11. Elifunt CEO Kim Ye-ji: How to Build Trust Capital, a B2B Growth Engine More Powerful Than Advertising
- View all B2B ROADMAP 2025 posts
