Wadiz, a successful campaign isn’t the “end”— it’s the beginning, where brands and supporters first connect. As brands start thinking about their next steps, supporters hope that their initial choice will lead to future encounters.
The Direct Sales Team is dedicated to turning that first encounter into a lasting relationship. Based on supporter feedback and conversion data, we determine the timing, volume, and pricing for products that have been validated through funding. We then integrate the on-site experience with media operations into a cohesive flow and present it in our store. This year, through the Wadiz Edition, we launched a new brand Wadiz focuses on the essence of daily life rather than superficial appearances, transforming everyday routines to be more convenient, safer, and smarter.
The Direct Sales Team creates a virtuous cycle of “funding → store → repeat visits.” The makers’ challenges lead to brand growth, and the supporters’ choices translate into experiences built on trust.
Meet the Direct Sales Team—the people who design and expand that journey .
Could you please tell us about your current role and introduce yourself?
Soo-hyun (Direct Sales Team Leader): I’m Soo-hyun Lee from the Direct Sales Team, where I analyze the team’s performance and use that data to set our strategic direction. I work closely with the MD Team on product lineups and Wadiz Edition planning, with the Sales and Marketing Team on sales strategies and monitoring actions and performance across channels, and with the Purchasing and Logistics Team on inventory, stockouts, and cost ratio management. Above all, I’m responsible for designing a collaborative rhythm that ensures these three departments work seamlessly together, enabling us to navigate the waves of change as one team.
Yoon Kyung (Sales & Marketing): I’m Baek Yoon Kyung, and I oversee the entire sales process in the Sales & Marketing department. My primary responsibilities include launching and selling Wadiz products, managing sales for Wadiz Delivery Pro, and planning store promotions, executing advertising campaigns, and optimizing operations. At the same time, I define the branding direction WadizWadiz Delivery products and Wadiz, and work with relevant departments to align creative, media, and on-site experiences, designing growth strategies that expand both brand engagement and sales.
(*Wabesong Pro: Wabesong Pro is a service where Wadizdirectly purchases products that received a positive response during crowdfunding and operates them directly through the store.)
Minju (MD): My name is Kang Minju, and I work as a Merchandising Director (MD) on the Direct Sales Team, where I’m responsible for planning and launching Wadiz Editions as well as managing Wadiz Delivery products. Wadiz Edition (PB) is Wadizprivate brand line, created through collaboration with verified makers to directly incorporate supporters’ feedback into the products. Wadiz Direct is a service where Wadizdirectly purchases products that received a positive response during funding and manages them in-house through our store. From among countless projects, I select products I want to introduce to more supporters and comprehensively design the product lineup, pricing, promotions, and inventory management to ensure they sell well in the store. Above all, my role is to create an experience where a supporter’s first purchase naturally leads to a repeat purchase, without compromising the maker’s intent or story.
(Wadiz Edition: A private label brand jointly developed by Wadizmakers in collaboration with verified makers, incorporating feedback from supporters)
The team name "Direct Sales" might sound unfamiliar to you. What kind of team do you imagine a Direct Sales team to be?
Yoon Kyung: The way I see it, our team takes products that have been validated through crowdfunding and expands them into our online store and direct sales channels. We don’t just stop at “selling good products”; we use crowdfunding data and supporter feedback to introduce upgraded versions of those products. In short, we’re working together to design the “post-crowdfunding phase” for each product.
Minju: I see the Direct Sales Team as a group that helps makers continue to sell their products successfully on an ongoing basis, even after the crowdfunding campaign ends. We make it convenient for customers to purchase products that were popular during the campaign without having to wait, and we give supporters who missed the campaign a chance to discover these products in our store. Recently, we’ve also launched the Wadiz Edition, which we plan and develop in collaboration with makers, showcasing special products available Wadiz.
I’m curious why you chose Wadizamong all the e-commerce platforms. If there was a specific reason that led you to join, please share it with us.
Soohyun: I’ve always seen Wadiz as a company that identifies potential and helps bring it to fruition. I’ve always loved exploring the cutting edge of trends, and as a supporter, I used to spend hours poring over Wadiz. It gives me immense joy when a product I recognized as valuable early on goes on to achieve real success. The idea of turning that passion into a career excited me, which is why I decided to join the team.
Yoon Kyung: I first encountered Wadizas a maker in 2020 and joined the team as a full-time employee in 2022. I was deeply impressed by the atmosphere on-site and the attitude of the project manager during my first visit, and I thought to myself, “I want to work at a place like this.” After gaining experiencein the Success Support Team, where I helped makers take on new challenges as an SD, I am now in the Direct Sales Team, where I’m responsible for the next phase of designing their growth.
Minju: To me, Wadiz was a platform that stayed one step ahead of trends and practiced mutual growth. When I was conducting market research at my previous job, I often looked to Wadizbecause it featured many unique and trendy products that you couldn’t find anywhere else, so I referred to it frequently. After joining, my belief that we are a “mutually beneficial platform” that enables even makers without significant capital to succeed based solely on the quality of their products became even stronger. Ultimately, I think I joined because I wanted to be part of that value Wadizembodies.
All three of you joined us because you shared the belief that “we grow alongside makers.” So, what do you think is the driving force behind growth Wadiz?
Soo-hyun: Wadizhas a large base of highly engaged customers. We can closely track the voices of our supporters—who are trend-conscious and genuinely passionate about the products—through our community and satisfaction data. Another strength is that a diverse range of players, from major brands to small-scale creators, coexist on the platform. In short, Wadizis a space where “cool” and “trendy” are created simultaneously.
Yoon Kyung: I’d say it’s the power of the community. If you look at the communities for projects Wadiz, you’ll see requests like “I’d like to see this version next time” that go beyond simple purchase reviews—and sometimes these provide faster insights than quantitative data. In fact, during the relaunch of one product, we added a “new scent” option based on supporter requests, and it immediately led to a surge in sales. This short cycle—where feedback from Wadizunique community leads to product improvements and ultimately to results—is a powerful advantage that Wadizpossesses.
Minju: We have astrong culture of support and encouragement. When backers who participated in a campaign are satisfied, they follow the maker and look forward to their next release. Unlike other e-commerce platforms, this structure fosters lasting relationships, allowing makers to move beyond one-off products and grow to the next level by introducing improved, new products. I believe that community support is Wadizgreatest strength.
You mentioned that the community is Wadizgreatest strength—could you share just one example or story that illustrates this?
Yoon Kyung: The first thing that comes to mind is the launch of WadizLutonics Hair Pack. Since Lutonics was already the #1 hair pack brand Wadiz, it wasn’t easy to identify what unique selling points we needed to bring to the table for the Edition launch. However, we found reviews in the project community saying, “We want a hair pack that doesn’t cause irritation.”
The MD team adjusted the product by adding aloe vera leaf juice to the existing protein hair pack, aiming to deliver both safety and efficacy. Aligning with this product direction, our Sales and Marketing team redesigned the product details page and advertising messages around this unique selling point. Following the launch, we received feedback stating, “I experienced both intense hydration and improved hair texture,” leading to successful results. Thanks to the community where supporters’ requests and reactions regarding the product flow rapidly, this is an example of how we made quick decisions and launched the product based on insights that preceded quantitative data.
Minju: We relaunched the Seol Lab Hot Spring Water Shower Filter—which had performed well in our previous crowdfunding campaign—as Wadiz, incorporating supporter feedback to introduce new scents and packaging. By revamping the product page to better resonate with supporters, we achieved sales that surpassed our previous crowdfunding results. Many supporters first experienced the Seollep Hot Spring Water Shower Filter through the crowdfunding campaign and were eagerly awaiting the upgraded version. By incorporating their feedback via the community, we were able to quickly translate these improvements into tangible results. This case stands out to me as a prime example of how a culture of supporting makers and providing feedback led to the launch of a product packed with optimal features.
It seems the Direct Sales Team needs to review and understand various projects right from the funding stage. So, I’m curious to know what kind of routine Soohyun, who leads the Direct Sales Team, follows during a typical week Wadiz.
Soo-hyun: To move from funding to the store and then to repeat visits, you need to establish a clear weekly rhythm. My week generally follows this flow: “Check progress → Discuss/Develop → Organize → Review.”
- Monday (Check & Mapping)
: We quickly review issues from the weekend, outline this week’s key tasks and priorities, review all issues related to service, logistics, and customer service, and compile action items for each department. - Tuesdays and Wednesdays (Deep Dive)
: We hold weekly department-specific meetings for MD, Sales & Marketing, and Purchasing & Logistics to review key tasks and focus on areas requiring further development. When necessary, we conduct in-depth discussions within and across teams, and we also concentrate on handling external meetings and pending tasks on these days.
(*MD: Product lineup/edition planning, price and timing adjustments / Sales & Marketing: Sales strategies, channel-specific actions and performance reviews / Purchasing & Logistics: Inventory, stockouts, and cost ratio management) - Thursday (Team Alignment)
: Thursday is the day of the Direct Sales Team’s weekly meeting. During this all-hands meeting, every department gathers to share issues and discuss the agenda. Although our roles differ, our goals are the same, so we align our collaboration to ensure the Direct Sales Team moves in unison. - Friday (Performance Review)
: We summarize and review performance through Thursday, and spend time sharing the week’s key issues and insights during the frontline leaders’ meeting. We also briefly summarize the feedback to be implemented next week and share it with the team.
I imagine you’re also curious about what the MD and Sales & Marketing teams do. Could you describe a typical day for each team?
Yoon Kyung: My daily routine involves reviewing advertising data and actual sales trends. If I determine that advertising efficiency is translating into actual sales, I immediately increase the budget to boost results in the short term. If not, I identify the cause of the spike in the graph and adjust the relevant actions accordingly—either increasing or decreasing them. Missing even a single day results in a corresponding opportunity cost.
- Morning: Review the previous day’s sales and advertising data reports → Compile feedback from the agency
- Afternoon: Review promotions, implement sales-boosting initiatives, discuss new projects
- Before leaving work: Identify operational issues and wrap up operational tasks
Minju: My daily routine involves checking sales figures. I also make sure to monitor trends for newly stocked items and products currently on promotion, and I use the results and customer reviews to develop my next sales plan.
- Morning: Review previous day’s sales, check emails from manufacturers, review Wadizscheduling (stock arrival/launch)
- Afternoon: Discuss product, inventory, and promotion schedules; finalize promotional plans for key products; carry out product planning tasks
- Before leaving work: Review progress, note key points for display, layout, and price adjustments for the next day
You’re involved in such a wide range of tasks! Given that you handle so many different areas, I imagine your responsibilities have expanded since you first joined the company. Have there been any changes?
Soo-hyun: Yes, there have definitely been changes. Wadizis a place where you can expand your role based on your personal aptitudes and performance. I feel that it’s not just my scope of work that has broadened, but the direction of my work as well.
While we initially focused on stabilizing inventory, product mix, and promotions through our online and delivery operations, we now design metrics based on data, lead experiments, and even spearhead the planning and launch of Wadiz. In other words,our role has expanded beyond mere “sales execution” to defining “why and how” products should be created. Our marketing approach has also become more multidimensional, encompassing channels, creative content, and on-site experiences, and we are carefully considering our launch lineup based on feedback from our supporters.
Yoon Kyung: When I first joined the company, I worked as a director in the Success Support Team, helping makers achieve success. Now, I’m part of the Direct Sales Team, where I’m responsible for driving sales and performance for our products. In other words, my role has evolved from a director who supports challenges to a sales and marketing professional who drives growth.
Minju: At first, there were no private label (Wadiz Edition) products in the store; our focus was on directly purchasing top-performing funded products and running promotions. Now, planning and launching products centered around the Wadiz Edition has become our top priority. We’re going beyond mere operations to design products ourselves so that Wadizcan directly propose new lifestyles.
What are the most important skills for this job?
Soohyun: It’s important to generate plenty of ideas, share your opinions frequently and proactively, and demonstrate the tenacity to see things through until they succeed, along with personal resilience. An attitude that allows you to find enjoyment in your work is also a major asset. Finally, if you have a curiosity about data and a habit of asking questions about metrics like sales, conversions, and inventory, you’ll find the work in the Direct Sales Team rewarding.
Yoon Kyung: We need a fresh perspective that allows us to see even familiar products in a new light. The key lies in copywriting that engages our supporters, promotional strategies that leverage channel-specific metrics with a data-driven approach, and the ability to communicate quickly and closely with agencies and internal partners. In short, we’re looking for someone who can see the big picture—someone who views things from all angles, like a cube, rather than just one side.
Minju: First and foremost, it’s crucial to have a keen sense for spotting trends. Based on those signals, we design our product strategy—including product mix, pricing, and promotions—and make immediate adjustments as we monitor sales trends. Close communication with relevant departments is a given, but above all, I think you need the drive and tenacity to see things through from the initial launch all the way to market release.
What kind of new colleagues would you like to work with in the future? If you have any tips for those interested in joining Wadiz, please share them!
Soohyun: Wadizis a place where you can take the initiative to plan and execute projects you’re passionate about, and prove your worth through results. The Direct Sales Team is a place where you can freely share your ideas and take on challenges in various ways. I’m looking to work with people who turn failures into lessons and see things through to the end!
Yoon Kyung: We’re looking for challengers who don’t just follow a set of tasks, but who can formulate their own hypotheses and put them into action. Here, you’ll have plenty of opportunities to try new things and truly savor the satisfaction of achieving results. And when the sales graph skyrockets just one hour after launch, surrounded by supportive colleagues—that moment when the whole team cheers together—that’s the real appeal of the Sales & Marketing Team.
TIP: Try your hand at a Wadiz project yourself. Whether it’s a crowdfunding campaign or a store, those who’ve experienced the maker or supporter’s perspective firsthand bring a whole new level of depth to their interview stories!
Minju: This is an environment where you can take the initiative to come up with ideas and put them into action right away. So, if you’re proactive and have strong execution skills, you’ll fit right in!
TIP: Be sure to participate in funding campaigns that interest you or purchase products you like from our store. That experience will be a huge help in both your job preparation and developing practical skills. And once you join us, I really hope you’ll experience the process of discussing ideas with your colleagues, bringing them to life, and turning them into tangible results.
The Direct Sales Team is looking for colleagues who can help turn great products into great experiences.
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