The global banking system is experiencing a profound transformation. Traditional banking infrastructure is rapidly losing ground to the ubiquity of mobile phones and the rise of agent-based and telco-led financial services. The numbers reveal a structural shift that is bypassing banks—especially in rural and low-income markets—at an unprecedented scale.

ATMs vs. Mobile Phones: The Scale of Displacement

There are just 2.95 million ATMs worldwide, compared to 8.3 billion active mobile phones (BankMyCell, 2025). This means that for every ATM, there are about 2,820 cellphones. In rural areas, which account for 43% of the world’s population (World Bank, SP.RUR.TOTL.ZS), the ATM is increasingly irrelevant. The future of financial transactions is mobile, and the numbers confirm it.

Deposit Outflows and Digital Growth

In 2024, U.S. banks recorded their first deposit decline since 1995—a 4.8% drop (FinTech Weekly). Meanwhile, digital-first banks such as N26 reported revenue growth of 40% in the same period. Over 55% of U.S. customers now primarily manage their finances through mobile apps, and the global digital banking market is projected to reach $22.3 trillion by 2026 (EMB Global). Challenger banks and fintechs are not merely supplementing the market—they are capturing its core.

Shrinking Physical Presence

Major banks are closing branches at an unprecedented rate. NatWest closed 53 branches in 2025 alone, while HSBC’s digital transition has been described as “sluggish” (Finextra). The contraction of physical banking infrastructure is a global phenomenon.

Fintechs and Challenger Banks: Rapid Customer Acquisition

Trust Bank in Singapore became the country’s fourth-largest retail bank in just over a year, surpassing one million customers (The Straits Times). JPMorgan Chase’s UK digital platform reached 1.6 million customers in 2023 (Reuters). The revenue gap is widening: while legacy banks struggle for marginal deposit growth, digital-first banks are expanding at rates of 40% or more.

Micro-Transactions: The Global Bypass

The migration of micro-transactions away from traditional banks is most visible in rural and low-income markets, where agent networks and mobile money services—often run by telcos—have become the default. The Dominican Republic provides a concrete example of the scale of this bypass, even in the absence of a local fintech ecosystem.

• Population (mid-2024 est.): 11.5 million
• Rural share (official data): ≈ 85%
• Rural population using only feature phones (field surveys): ≈ 70%
• Active mobile phones (all types, global): 8.3 billion (BankMyCell, 2025)
• Feature (“button”) phones still in use (global): ≈ 1.1 billion (13%)
• Average fee for a sub-US $5 bank transfer in LICs: US $0.50–0.90 (10–18%) (MoneyTransfers)

Assuming each rural adult in the Dominican Republic makes one US $5 peer-to-peer transfer per day using a mobile wallet or agent network (with no bank involvement), and that a traditional domestic bank transfer of the same size would cost approximately US $0.60 in fees (mid-point of the 50 DOP Caribe-Express tariff):

• Rural users: 11.5 million × 85% ≈ 9.8 million
• Annual transfer flow: 9.8 million × $5 × 365 ≈ US $17.8 billion
• Forgone fee income: 9.8 million × $0.60 × 365 ≈ US $2.1 billion per year

Result: In this scenario, banks in the Dominican Republic forfeit approximately US $2 billion in fee revenue annually on micro-payments alone, while US $17–18 billion in transaction volume bypasses the formal banking rails. The same pattern is observable in many other countries with high rural populations and widespread mobile phone use.

Global Perspective: The Scale of Bypassed Banking

Extrapolating this model globally:

• Global rural population: ≈ 3.4 billion (World Bank)
• Assume 30% of those adults (≈ 1.0 billion) have access to a feature phone and mobile wallet/agent.
• Each makes one US $5 transfer per day.
• Average legacy-bank fee if using the formal system: 10% (US $0.50).
• Daily volume bypassing banks: 1.02 billion × $5 ≈ US $5.1 billion
• Annual volume bypassing banks: US $1.86 trillion
• Annual fee revenue forfeited: 10% × 1.86 trillion ≈ US $186 billion

Even if only one in four rural residents transacts daily and the average fee is halved, the annual loss remains between US $40–90 billion.

Structural Barriers to Reversal

• Physical reach: ATMs number just 2.95 million worldwide—a 2,800:1 ratio versus mobile phones. Branch networks are shrinking by 3–7% annually in most low-income countries.
• Cost structure: An on-us rural ATM transaction costs a bank approximately US $0.25–0.35 to service. Agent/mobile-money networks operate at less than US $0.08 per transaction, often subsidized by telcos.
• Device reality: Over a billion users have no smartphone; USSD/SMS wallets are their only digital finance channel. Banks rarely support USSD directly, while agent networks and telcos do.
• Behavioural lock-in: Once users trust a mobile wallet or agent for daily micro-transactions, larger remittances and savings migrate there as well, accelerating deposit leakage (already −4.8% in the U.S. legacy sector in 2024).

Lessons from M-Pesa: Missed Opportunities and Global Impact

A similar model has already demonstrated its transformative power elsewhere. In Kenya, M-Pesa—a mobile money service launched by Safaricom and Vodafone—now processes over $300 billion in transactions annually, with 51 million users and 59% of Kenya’s GDP flowing through its rails (Forbes, 2024). M-Pesa’s success was not the result of a bank-led initiative, but of a telco’s willingness to serve the unbanked and underbanked with simple, accessible technology.

Notably, Visa did not acquire M-Pesa. Instead, in 2022, M-Pesa and Visa partnered to launch the M-Pesa GlobalPay virtual Visa card, enabling M-Pesa users to make international online payments (Safaricom). The ownership of M-Pesa remains with Safaricom and Vodacom, who acquired the brand from Vodafone in 2020.

In 2013, a project with similar ambitions was proposed to banks in the Dominican Republic, aiming to bring agent-based, mobile-enabled financial services to rural populations. The proposal was dismissed as “excess service.” In contrast, M-Pesa’s model has since generated billions in revenue and transformed financial inclusion in multiple countries.

Conclusion: A Structural Shift, Not a Passing Trend

In countries with high rural populations and limited banking infrastructure, billions in annual fee income are bypassed on micro-transactions, with trillions in transaction volume moving outside the formal banking system. Globally, over $186 billion in micro-transaction revenue is now captured by telco-led or agent-based rails—roughly double the combined 2024 profits of the five largest U.S. banks.

The data is unambiguous: the migration of micro-transactions to mobile and agent networks is not a marginal trend, but a fundamental reordering of the financial landscape. The infrastructure and business models of traditional banks are being outpaced by the scale, efficiency, and reach of mobile-first and agent-based solutions—especially in rural and low-income markets.

Sources:

• BankMyCell: How Many Phones Are in the World? (2025)
• World Bank Rural Population Data (SP.RUR.TOTL.ZS)
• FinTech Weekly
• EMB Global: Digital Banking Market Size
• MoneyTransfers: Caribe Express Fees
• The Straits Times: Trust Bank Hits 1 Million Customers
• Reuters: JPMorgan Chase UK Digital Bank
• Finextra: HSBC Branch Closures
• Forbes: M-Pesa’s Global Impact
• Safaricom: M-Pesa GlobalPay Virtual Visa Card

For further context on the 2013 project offered to Dominican banks, see:

• Project details in Spanish
• Project details in Russian

The numbers, trends, and structural realities point to a new era in financial services—one where mobile and agent-based platforms are not just competing with, but overtaking, traditional banking infrastructure, especially in rural and low-income markets.

Cedula: The Dominican Republic is transitioning from a simple plastic card with a photo to a full-fledged electronic document with an embedded chip. A lot of Dominicans and expats have expired cedulas on hands. Each visit to JSE and request to update ends in nothing.

The President has issued a decree that expired cedulas are valid. However, employees of international embassies and airports are not aware of the Dominican decrees.

By Yenifer Fernandez (yenifer.fernandez@lagente.do)

Periodista de LaGente.do

My ID expired in February 2024, and as a law-abiding citizen, I went to the civil registry office to renew it.

“Come in October,” the civil registry clerk replied. “Your ID is valid until the end of October 2024.” “It’s a pity that nobody knows about it except the civil registry staff,” I thought.

In the past, in 2023, I returned to the Dominican Republic from Istanbul with Lufthansa. The entry stamp to Turkey was in my Russian passport, so I bought the Lufthansa ticket with my Russian Federation passport.

After the events in February 2022, holders of Russian passports worldwide faced unprecedented difficulties in travel. Lufthansa staff at Istanbul International Airport began to refuse me boarding, even though everything was correctly arranged.

Only my ID with my permanent address in the Dominican Republic, along with my Dominican driver’s license, saved me. These two documents convinced Lufthansa staff that I was flying home. After 30 minutes of coordination with management, they let me board. Other Russian passport holders were less fortunate. As you understand, if at least one of the documents I presented had an expired date, I would still be at Istanbul Airport.

Now, with an expired ID until the end of October 2024, My tourism should be limited to within the Dominican Republic. Because only the civil registry staff knew that the ID was valid. Because when I go to the embassies for a visa, they look at the expiration date of my expired ID. And not at the government decree.

I think many expatriates living in the Dominican Republic who turned to the civil registry for renewal of their Dominican ID faced a similar problem.

Let’s see what the official website of the JCE (https://jce.gob.do/), the authority responsible for the Dominican ID renovation, says:

…

As we can see, searching for information about the delay in exchanging identification documents on the official JCE website yielded no results.

Let’s stick to tradition and Google it:

…

Google provides only one link to information on the official website (as we saw, the site’s own search function doesn’t work). Following the link to the only document available from the search, dated June 2022, we learn that the process of updating identification documents will begin in August 2024. Which, to put it mildly, is not true.

The communication department of the civil registry, to put it mildly, misinformed the public about the start date of the document renewal process.

The only material with a future date available at the time of writing this article is found in a Google search from the newspaper “Diario Libre”:

…

From this material, we learn that it will only be possible to renew expired identification documents in October 2024. And that the new ID card will have a new design and an embedded electronic chip.

Since this is the only available information at the moment about the renewal of expired identification documents in the Dominican Republic, we are publishing the full material from “Diario Libre”. The link to the original is here.

Cedula: changes that the new identification document will undergo:

Despite the fact that the current identification document expires this year in 2024, the Central Electoral Board (JCE) has established that it will remain valid for citizens to exercise their right to vote in both municipal and congressional as well as presidential elections.

Author: Stephanie Hilario Soto

January 4, 2024

…

…

The process of updating the identification and electoral cards will begin on October 26 of the current year, 2024, with the issuance of a new document equipped with a microchip and other security measures aimed at addressing the deficiencies of the current document.

In advance, the Central Electoral Board (JCE) provided political parties with a report on the characteristics and the project itself for updating the identification (ID) and electoral cards. This report was submitted on December 21 with a deadline of 10 working days for providing feedback.

The current ID, which will be replaced after the elections, is made of plastic and can “delaminate,” meaning its elements can be separated. It does not have a microchip and is not electronic.

…

The new identification card is expected to be equipped with a microchip and other security measures aimed at addressing the deficiencies of the current document. (EXTERNAL SOURCE)

…

The material chosen for the new identification card is polycarbonate, which is used in most countries such as the United States, United Kingdom, Finland, Mexico, Ecuador, and Uruguay. It facilitates the integration of security features that hinder their reproduction on other materials, such as windows with engraved and embossed effects.

Polycarbonate does not delaminate like the current ID material, and attempting to alter the data on it will result in destruction. It has a long service life and durability.

The photograph on the current ID has a dark background and does not comply with the specifications of the International Civil Aviation Organization (ICAO), and it will be produced in shades of high-quality gray, “sufficient to identify the bearer,” as specified in a document accessed by Diario Libre. All data will be stored in color and printed on robotic devices at the only center operating in the country.

It is proposed that the citizen’s photograph will appear three times on the identification card, i.e., on the front side. The map of the Dominican Republic, currently located in the bottom left corner, will be placed above the photograph in the bottom left corner.

The integrated circuit or microchip embedded in the card will allow identity verification in offline mode. It will contain an electronic signature, be embossed with names, and allow biometric comparison of a fingerprint recorded on the chip with a live one captured within a few seconds.

The current identification cards and electoral cards expire this year in 2024, but according to the decision of the Central Electoral Board (JCE), they will remain valid for citizens to exercise their right to vote in both municipal elections in February and congressional and presidential elections in May.

Author: Stephanie Hilario Soto
Twitter: https://twitter.com/stephaniesotord?s=21
A journalist from the Dominican Republic, a graduate of the University of Santo Domingo (UCSD). She also works as a broadcaster, emcee, model, as well as host and producer of her own digital project “Acceso VIP.”

At the moment, this is the only information available on the timing of exchanging Dominican identification cards found through Google search.

We hope that this material has been helpful to expatriates and citizens of the Dominican Republic who have expired identification cards.

If this material receives enough likes or comments, we will reach out to the civil registry office and the manufacturer of the new identification card for further details.

By Yenifer Fernandez (yenifer.fernandez@lagente.do)

Periodista de LaGente.do

Brief
The U.S. merchant account services market is a battlefield. New tech disruptors are storming the field, legacy giants are digging in, and a handful of former titans are losing ground fast. This is not just a story of numbers, but of people, technology, and the relentless drive for relevance. Here’s who’s winning, who’s losing, and why it matters for your next career move, your sales strategy, or your business’s bottom line.

The SMB Payments Market at a Glance

Sources: TSG Payments, Business News Today, company filings, industry interviews

The SMB Payments Rising Stars: The Disruptors Changing the Game

Shopify POS
Shopify is no longer just an e-commerce platform. Its POS system is now the go-to for D2C brands and pop-ups, letting retailers unify online and in-store sales, launch new locations in weeks, and leverage deep customer data.

“Shopify POS gives us one customer view whether they click or tap a card. That’s been a game-changer for our retail expansion.”
— Travis Boyce, Head of Global Retail, Allbirds (Shopify Blog)

Retail on Demand
This shift toward omnichannel isn’t just theory. In May 2024, sleepwear brand Lunya opened three NYC pop-ups in just 21 days using Shopify’s “tap-to-open” iPhone POS. Local press called it “retail on demand,” and Shopify’s stock jumped 7% that week as analysts cited the event as proof of Shopify’s physical retail momentum.
Read more – Women’s Wear Daily, 5/17/24

Toast
Toast is the restaurant industry’s secret weapon. With features like ingredient tracking, kitchen displays, and payroll, it’s not just a POS—it’s a full restaurant operating system. Sweetgreen credits Toast with reducing waste by 15% and speeding up service by 20%.

“Toast isn’t a POS; it’s our sous-chef.”
— Jonathan Neman, CEO, Sweetgreen (Business News Today)

Tip War Fallout
This focus on specialization paid off during Toast’s “tip war” controversy in 2023. After media and customer backlash over automatic tip prompts, Toast responded by rolling out customizable tip screens and launching a “restaurant tech bootcamp” for staff. This quick, industry-specific response restored trust and improved client retention, showing how vertical focus can turn a crisis into a loyalty win.
Read more – The Wall Street Journal, 7/18/23

Helcim
Helcim is winning over cost-conscious SMBs with radical transparency. Its viral moment came when a Reddit thread revealed real savings and honest pricing, leading to a 50% spike in sign-ups.

“Dropped my processing bill from $400 to $320 the first month—no PCI junk fees, no ‘non-qualified’ surcharges.”
— u/mainstreetbooks (r/smallbusiness)

Reddit Goes Viral
This shift toward transparency isn’t just theory. In 2024, a viral Reddit post titled “Helcim vs. Everyone” saw dozens of business owners share screenshots of their savings after switching to Helcim. The company’s CEO even joined the discussion, answering questions directly. This public engagement and openness led to a measurable surge in new customers, confirming that transparent pricing is now a competitive necessity.
Read more – Helcim Blog, 6/2/24

The SMB Payments Giants: Defending Their Turf

Square (Block)
Still the king for microbusinesses and retail, Square’s ecosystem is unmatched for simplicity and breadth. Its new AI-driven loyalty and inventory tools are helping retailers like The Sill boost sales and reduce out-of-stocks.

“Square’s AI-driven inventory suggestions have helped us keep our bestsellers in stock and cut lost sales.”
— Eliza Blank, CEO, The Sill (Business News Today)

AI Boosts Sales
The power of AI isn’t just hype. In January 2025, Square rolled out its AI Loyalty Lab to 10,000 pilot merchants. Early results showed a 7% increase in average basket size. The move was covered by Forbes, which called it “a shot across the bow at legacy POS.”
Read more – Forbes, 1/15/25

Clover (Fiserv)
Clover’s strength is its deep integration with banks like Bank of America, making it the default for many new business accounts. Its hardware and app marketplace keep it competitive.

“Our partnership with Clover has made it easier for small businesses to get the tools they need, right from their bank.”
— Sharon Miller, President of Small Business, Bank of America (Business News Today)

Bank Partnership Pays
This strategy isn’t just theoretical. In Q1 2024, Bank of America began bundling Clover POS with new business checking accounts. The result was a 25% jump in new merchant accounts and a surge in positive reviews, demonstrating the power of bank partnerships in driving POS adoption.
Read more – American Banker, 4/2/24

PayPal/Zettle, Stripe, Adyen
These giants dominate online and hybrid commerce, with Stripe and Adyen especially strong among tech-forward and global SMBs.

DOJ Cracks Down
The importance of fair competition was highlighted in 2023, when Stripe agreed to a $120 million settlement with the U.S. Department of Justice over alleged anti-competitive practices. The company responded by opening its API to more third-party integrations, which analysts say helped it regain trust among developers and SMBs.
Read more – Reuters, 9/14/23

The SMB Payments Losers: Why the Old Guard Is Retreating

Worldpay (FIS), TSYS (Global Payments), Elavon
Once titans, these legacy providers are losing contracts and sales talent at an accelerating pace.

• Worldpay lost a multi-state apparel chain to Shopify after a repricing standoff; leaked memos cite “product gaps vs. omnichannel challengers.” (Brand Spur NG)
• TSYS and Elavon are seeing double-digit attrition as reps defect to disruptors and SMBs demand better tech and clearer pricing.

Sales Team Exodus
The impact of outdated tech and poor support became clear in late 2024, when a viral LinkedIn post by a former Worldpay sales manager described a “mass exodus” of reps to Square and Toast. The post cited “opaque quotas and outdated tech” as key reasons for leaving, sparking a debate on Glassdoor and highlighting how lack of support and innovation can drive talent away.
Read more – LinkedIn, 11/18/24

The SMB Payments Talent War: How the Best Recruit, Train, and Keep Sales Teams

Bootcamp Boosts Retention
The value of investing in sales talent was proven when, after launching its “Restaurant Tech Bootcamp,” Toast saw a 30% increase in new-hire retention and poached dozens of sales leaders from legacy providers, as reported by Business News Today.
Read more – Business News Today, 8/15/24

The SMB Payments Market players. What Should You Do?

For Job Seekers:

• Don’t just ask about commission—ask about inbound leads, demo support, and product fit.
• Choose companies that invest in onboarding and have a product you’re proud to sell.

For HR and MASP Leaders:

• Speed up onboarding, invest in training, and be transparent about comp and quotas.
• Build partnerships and vertical expertise to stand out.

For SMB Owners:

• Use the competition to your advantage: get multiple quotes, demand clear pricing, and ask for references.
• Choose a provider that understands your industry, not just payments in general.

The Bottom Line

The war for America’s SMB payments is being won by those who move fast, solve real problems, and treat both merchants and employees as partners. The old playbook is obsolete. The new one is being written by rising stars, defended by giants, and abandoned by those who can’t keep up.

Sources & Further Reading

• TSG Payments, 2025 Directory Rankings
• Business News Today: Top POS platforms in 2025
• Shopify Blog: Merchant Services
• Brand Spur NG: Top Ten Payments Companies 2024
• Newsweek: Best Merchant Account Service Providers 2025
• Women’s Wear Daily: Shopify Pop-Up Lunya
• Forbes: Square AI Loyalty Lab Launch
• American Banker: Bank of America Clover POS Bundle
• Helcim Blog: Helcim vs. Legacy Processors
• LinkedIn: Worldpay Sales Exodus
• Reuters: Stripe DOJ Settlement
• The Wall Street Journal: Toast Tip Feature Controversy

Join the Discussion:
Is this war good for SMBs, or does it just create confusion? Can legacy giants stage a comeback, or are they doomed to retreat? Will the next big winner be a tech disruptor, a niche specialist, or a company we haven’t even heard of yet?
Share your stories, predictions, and questions below. The next chapter in the battle for America’s SMB payments is being written right now—will you be part of it?

Why does the U.S. keep running up debt? Why does the dollar remain the world’s currency of choice? And why do presidents’ promises to “fix” America’s trade problems never seem to work? The answer lies in a 60-year-old economic paradox called the Triffin Dilemma—a force that has quietly shaped the global economy and outlasted every administration.

The Lemonade Stand That Explains the World Economy

Let’s start with a story. Imagine a small town where everyone loves lemonade. Alice runs the only lemonade stand, and her lemonade is so trusted that people use it as money to trade and save. As the town grows, everyone wants more lemonade to keep trading, so Alice has to keep making more—even if it means borrowing lemons and sugar from other towns. If she makes too much, people worry her lemonade will lose value. If she makes too little, the town’s trading slows down.

This is the heart of the Triffin Dilemma: when your money is everyone’s money, you have to keep supplying it, even if it means going into debt. But if you stop, the whole system suffers.

Communicating Vessels Analogy:

Think of two connected tanks: one is the U.S. economy, the other is the rest of the world. The world needs a steady flow of water (dollars) to keep its tank full and its trade flowing. But the only way for the U.S. to keep the world’s tank topped up is to keep sending water out—by running trade deficits and borrowing more. If the U.S. sends too much, its own tank gets dangerously low (debt rises). If it sends too little, the world’s tank runs dry, and global trade suffers.

The Triffin Dilemma: A Paradox at the Heart of Global Finance

First described by Belgian-American economist Robert Triffin in the 1960s, the Triffin Dilemma is the catch-22 faced by any country whose currency is the world’s main reserve. To keep global trade flowing, the U.S. must supply dollars to the world—usually by running trade deficits and borrowing. Over time, this increases U.S. debt and can undermine confidence in the dollar, but if the U.S. stops, the world economy risks a shortage of dollars.

This paradox is not just academic. It has shaped the global financial system for decades, influencing everything from the collapse of the Bretton Woods system in the 1970s to today’s debates over “de-dollarization” and the rise of digital currencies.

Who was Robert Triffin?

Robert Triffin (1911–1993) was a Belgian-American economist whose work at Yale and with the IMF and OEEC shaped international monetary theory. His analysis of the Bretton Woods system exposed the inherent tension between supplying global liquidity and maintaining confidence in the reserve currency—a dilemma that still shapes the world economy.
Read more: Robert Triffin International Biography

How the Triffin Dilemma Works in Practice

The U.S. dollar is the world’s main reserve currency. Countries use it to trade, save, and pay debts. To meet this demand, the U.S. runs trade deficits (imports more than it exports) and issues debt (Treasury bonds). This keeps the world’s “lemonade tank” full, but means the U.S. keeps borrowing and spending.

This dynamic is why the U.S. can’t simply “fix” its trade deficit or stop issuing debt without risking global instability. The world’s thirst for dollars is both a blessing and a curse.

Seigniorage and Capital Flows:

The U.S. benefits from seigniorage—the profit from issuing currency used globally. But persistent deficits mean growing reliance on foreign capital, exposing the U.S. to external shocks and higher borrowing costs.

Historical Impact: From Bretton Woods to Today

The Triffin Dilemma played a key role in the collapse of the Bretton Woods system. In the post-World War II era, the U.S. promised to exchange dollars for gold at a fixed rate. But as global trade expanded, the world needed more dollars than the U.S. could back with gold. In 1971, President Nixon ended the dollar’s convertibility to gold, ushering in the era of floating exchange rates and cementing the dollar’s role as the world’s reserve currency.

Case Study: The Nixon Shock

By the late 1960s, U.S. gold reserves could no longer cover the volume of dollars held abroad. Nixon’s suspension of gold convertibility in 1971 was a direct response to the unsustainable pressures Triffin predicted.
Federal Reserve History: Gold Convertibility Ends

Today, the dilemma persists. The U.S. debt and trade deficit keep rising, but the world still relies on the dollar for trade, reserves, and investment. Even as alternatives like the euro, Chinese yuan, and digital currencies emerge, none have yet displaced the dollar’s central role.

U.S. Presidents vs. the Dilemma: Policy Attempts and Outcomes

Every U.S. president since the 1960s has faced the Triffin Dilemma, whether they knew it or not. Donald Trump tried tariffs, tax cuts, and “America First” policies to shrink the trade deficit and bring jobs home. Joe Biden has focused on infrastructure, green energy, and rebuilding domestic industry. Both have talked tough on debt and trade, but the numbers keep going up: U.S. debt has soared past $37 trillion, and the trade deficit hit nearly $1 trillion in 2024.

Expert Insight:

“While Trump’s and Biden’s teams have tried to address trade imbalances and boost domestic industry, neither could escape the Triffin Dilemma’s logic—global demand for dollars keeps the U.S. running deficits and accumulating debt.”
Investopedia: How the Triffin Dilemma Affects Currencies

Why? Because the world still wants—and needs—dollars. Whether it’s for buying oil, paying for U.S. weapons, or simply holding reserves, global demand for dollars keeps the U.S. running deficits and issuing debt. Presidents can tweak the system, but they can’t escape its logic.

The Numbers: Debt, Deficits, and Dollar Demand

The data tell the story. U.S. arms exports and international conflicts increase demand for dollars, but don’t solve the underlying dilemma—they just recycle dollars back to the U.S. Meanwhile, trade deficits and national debt keep rising, as the world’s need for dollars persists.

Sources:

U.S. State Department FY2024 Arms Transfers
U.S. Bureau of Economic Analysis, 2024 Trade Data
U.S. Debt Clock

Why Do Conflicts and Arms Sales Matter?

Many international conflicts have hidden economic motives: control of oil, gas, trade routes, or strategic resources. Publicly, leaders talk about security or values, but economic interests are often the real drivers.

U.S. arms sales are paid for in dollars, reinforcing the dollar’s dominance. U.S. sanctions work because the dollar is the backbone of global finance. The Triffin Dilemma means the U.S. must keep supplying dollars, even as it tries to manage its own economy.

Further Reading:

Council on Foreign Relations: U.S. Trade Deficit
Brookings: The Geoeconomics of Conflict

Source: ACLED: Global conflicts double over the past five years

Real-World Cases: The Dilemma in Action

• Russia–Ukraine War: The U.S. and EU have imposed sweeping sanctions on Russia, leveraging the dollar’s centrality in global finance. U.S. arms and aid to Ukraine are paid for in dollars, reinforcing global demand.
• South China Sea Disputes: The U.S. Navy’s presence and arms sales to regional partners are part of the system that maintains dollar dominance and global trade stability.
• Middle East Conflicts: Oil is traded globally in dollars (“petrodollar system”), reinforcing the need for countries to hold dollar reserves. U.S. arms sales to the region are paid in dollars, increasing global dollar demand.

The Five-Year Forecast: The Dilemma Endures

Looking ahead, the Triffin Dilemma isn’t going anywhere. Even if a future Trump (or any president) brings back tariffs, slashes taxes, or tries to force a weaker dollar, the world will still need dollars. Debt and deficits will keep rising. The dollar will remain king, but new challengers—like China’s yuan or digital currencies—will slowly chip away at its throne. Global volatility will likely increase, but the basic paradox will endure.

Practical consequences:

• Federal debt will likely exceed $45 trillion by 2030, with interest costs crowding out discretionary spending.
• Tariffs will keep inflation higher than it otherwise would be, and the trade gap will narrow only superficially.
• Geopolitical friction will boost U.S. arms and energy exports, recycling dollars back home.
• De-dollarization will progress incrementally, but the dollar will remain the world’s primary reserve.

Possible Solutions: Can the Triffin Dilemma Be Tamed?

While the Triffin Dilemma is deeply embedded in the global system, several solutions have been proposed to reduce its impact:

• Diversifying global reserves: Encouraging the use of other major currencies (euro, yuan, yen) or baskets like the IMF’s Special Drawing Rights (SDRs) could spread the burden of global liquidity, but requires deep, trusted markets and international coordination.
• Digital innovation: Central bank digital currencies (CBDCs) and blockchain-based assets may offer new ways to manage cross-border payments and reserves, though adoption and trust remain hurdles.
  ECB: The Triffin Dilemma in a Digital World
• Fiscal discipline: The U.S. could pursue more sustainable fiscal policies to reduce debt risks, but as long as the dollar is the world’s reserve, deficits are hard to avoid.
• Global reform: The most ambitious solution—a new international reserve system—would require unprecedented cooperation and trust, and faces resistance from those benefiting from the status quo.

The Bottom Line: Who’s Really Winning?

The Triffin Dilemma is still in charge. Presidents can change policies, but as long as the world wants dollars, the U.S. will keep running deficits and building up debt. The world’s thirst for dollars keeps America powerful—but also perpetually in debt. Until a true alternative emerges, the paradox will keep steering the global economy—no matter who’s in the White House.

If you want to understand the world economy, just remember Alice’s lemonade stand: when your money is everyone’s money, you can’t stop pouring, even if your own cup is running low.

Sources and Further Reading

• Robert Triffin and the Triffin Dilemma – IMF
• Bretton Woods Created – Federal Reserve History
• Gold Convertibility Ends – Federal Reserve History
• The Dollar Reigns Supreme as the World’s Top Currency – IMF
• U.S. Arms Exports FY2024 – U.S. State Department
• U.S. International Trade in Goods and Services, Annual 2023 – BEA
• U.S. National Debt Clock
• U.S. Trade Deficit: How Much Does It Matter? – Council on Foreign Relations
• The Biden-Harris Administration’s Economic Agenda – White House
• The Geoeconomics of Conflict – Brookings
• U.S. Arms Exports 2023 – SIPRI
• How Do U.S. Sanctions Work? – Council on Foreign Relations
• Territorial Disputes in the South China Sea – Council on Foreign Relations
• The Petrodollar System – Brookings
• How Do Western Sanctions Affect Russia? – Reuters
• The Budget and Economic Outlook: 2024 to 2034 – Congressional Budget Office

Is the Triffin Dilemma a blessing, a curse, or both? Can any president ever break free from its grip? What would it take for the world to move beyond the dollar? Join the discussion below.

Is That LinkedIn Medical Interpreter Offer Legit? Here’s the Truth Behind the Pitch

Ever get a LinkedIn message promising easy freelance work as a medical interpreter—plus a “must-have” training course? If you’re a newcomer to the U.S. or just exploring side gigs, you’ve probably wondered: Is this a real job, or just a clever way to sell courses?

Let’s cut through the noise. I dug deep into the U.S. healthcare language services market to find out which offers are genuine, who’s really hiring, and how you can actually land paid work as a medical interpreter.

The Problem: Too Many Promises, Not Enough Clarity

The U.S. medical interpreting market is booming, but it’s also crowded with companies eager to recruit—and sometimes upsell—newcomers. For professionals who only occasionally check LinkedIn, it’s easy to get lost in a sea of offers that blur the line between opportunity and sales pitch.

The Reality: Who’s Who in Medical Interpreting

A handful of giants—LanguageLine Solutions, CyraCom, AMN Language Services—dominate the market, serving hospitals nationwide with 24/7 coverage and seamless tech. But there’s also a long tail of regional players and startups, each with their own approach to hiring and training.

Here’s the breakdown:

• The top three companies control half the market and are always hiring, but competition is fierce—especially for common languages like Spanish.
• Mid-sized firms like Liberty Language Services focus on the Mid-Atlantic and are known for onboarding new interpreters, especially for rare languages.
• Most companies require a 40-hour medical interpreter certificate (CCHI/NBCMI-qualifying) as your ticket in.

To give you a clearer picture, here’s a snapshot of the market leaders:

OPI = Over-the-phone interpreting; VRI = Video remote interpreting; Onsite = In-person interpreting

How Do Hospitals Choose Their Vendors?

Hospitals and clinics overwhelmingly prefer the largest vendors, mainly for their 24/7 coverage, rapid response times, and seamless integration with hospital systems. Here’s how the “preference” breaks down among U.S. hospitals and medical clients:

Note: Hospitals often use multiple vendors, so totals exceed 100%.

The Solution: How to Spot a Real Opportunity

Worried that “training required” means “scam”? Here’s what matters:

• Legitimate companies (including Liberty) do offer both training and jobs—but you’re not forced to buy their course if you already have a recognized certificate.
• If you’re certified, you can apply directly for work. If not, their course is one of several reputable options.
• For rare languages, your chances of getting hired skyrocket—some companies hire 70% of new certificate holders in these languages.

To illustrate, here are estimated probabilities of getting hired with a fresh certificate and no prior experience:

What’s Your Best Move?

Want real work, not just another certificate? Here’s your action plan:

1. Get a recognized 40-hour medical interpreter certificate (CCHI or NBCMI-qualifying).
2. Apply widely—especially to companies known for hiring newcomers.
3. If you speak a high-demand language, highlight it. Flexibility and persistence pay off.

Bottom Line

Yes, there are real jobs out there. The U.S. medical interpreting market is hungry for talent—especially if you bring rare language skills and the right credentials. Don’t get distracted by the noise. Focus on certification, target the right companies, and you’ll find genuine opportunities.

Ready to make your language skills pay off? Don’t just scroll—take action. The opportunity is real, if you know where to look.

Sources

• Global Growth Insights: Medical Interpreter Services Market Size, Growth (2024)
• Nimdzi: Top 10 Healthcare Interpreting Providers in the US (2024)
• Business Research Insights: Medical Interpreter Services Market Share, Forecast 2025 – 2033
• KLAS Research, “Communication & Language Access 2024” (summary)
• Company career pages, Indeed, Glassdoor, interpreter forums (2024–2025 data)

If you have questions about specific companies or want advice on how to get started, feel free to reach out or comment below.

By Slava Riumin. Business blogs can be found at https://neploho.agency. I also run the blog “Fell, Got Up” at https://t.me/ruminblog.
The text is published with the permission of the author.
The original text is here.

I burned out as a programmer and turned my hobby into a business. Now I make 37 million a year selling on marketplaces.

I’m 42 years old, and like many IT professionals, I completely burned out by the age of 35. In gardening groups, I became friends with a chemist, and in December 2021, we decided to start producing fertilizers and soil for houseplants.

I didn’t start the trend of selling “crap” on marketplaces, but as an experienced gardener, I decided to take it literally and produce fertilisers instead of manure.

Although sometimes after marketplace tariff updates, there's a temptation to literally deliver manure to the pickup points.

I’ll tell you how to obtain the product using a concrete mixer, a drill, and Uralhim, why Ozon steals measuring spoons, what unpleasant condition Leroy Merlin imposes on manufacturers, why the Chinese don’t want to deal with powders, and how much my production earns and spends.

Usually, home gardening is perceived as a “hobby for old-timers,” with simple cacti or violets.

…

Everyone remembers the semi-alive greens in schools on shelves and windowsills.

In reality, the indoor plant market is worth billions. The cost of rare or trendy varieties of philodendrons, monsteras, alocasias can range from 20,000 to 50,000 rubles. And this is a common occurrence.

Professional fertilizers and soil are required for their cultivation. It’s another gigantic market where billions of rubles are involved. Today, let’s talk about it.

…

In the photo, a variegated Melanochrisum is growing.

If you know the difference between a Monstera and a fern, give a like, and share in the comments which plants accompany you!

DISCLAIMER: The article was written by the author of the blog “Fell, Got Up” based on an interview with the founder of a fertilizer production company, who chose to remain anonymous to preserve relationships with technology giants and retail chains.

Table of Contents

1. Introduction
   .
2. Business in Fertilizers from Scratch, Without Loans, Credits, or Government Support
   .
3. Revenue of Fertilizer and Soil Production
   .
4. Expenses of Fertilizer and Soil Production
   .
5. Profit Potential in Soil and Fertilizer Production

Business in Fertilisers from Scratch, Without Loans, Credits, or Government Support

For the initial purchase of ingredients, my partner and I each contributed 5,000 ₽, and we sold that batch through a VK group of fellow gardeners. Gradually, sales grew, and we first moved into a basement, then eventually to a full production facility.

The process of making our fertilizers looks like this:

1. Develop the formula – we reverse-engineer it using the Chinese method

We take an Indonesian or well-known American fertilizer and perform reverse engineering using the Chinese method.

That means we examine the ingredients listed on the label and ask the seller about the proportions from the perspective of experienced gardeners. Next, we study scientific patents to adjust the proportions. These patents describe the effects of various concentrations of essential ingredients on plants and are, by the way, freely accessible.

This way, we create our own product copy at 30% less cost than the original.

…

The Chinese approach involves taking a well-known product, reproducing it exactly, and then adding your own innovations.

2. Mix the necessary components

In the basement, we mixed the components using a concrete mixer and a drill with attachments.

At the production facility, we use powder mixers instead of concrete mixers, specifically “drunken barrel” mixers (2 units at 84.5 gallons each).

It turns out the classics were wrong when they said a concrete mixer only mixes concrete. It does an excellent job mixing soil and fertilisers too.

3. Package the fertilizers into bags and jars

In the basement, we used a chair, a scoop, and a bucket for this.

At the production facility: you load the mixture into an automatic packer, the machine fills it into jars and seals them. Labels are applied using a third machine.

Automatic packer - 700,000 ₽

Packaging machine - 350,000 ₽

We manually add measured scoops and pack them into sturdy bags with marketplace labeling (if required).

…

1. Primary raw materials: agricultural and fine chemicals.
   .
2. Grind the components into a powdered form.
   .
3. Mix the components according to the recipes into homogeneous blends.
   
   In the photo – the process of fertilizer production. Our fertilizer is half mineral (agrochemicals) and half organic: vitamins, amino acids, phytohormones (fine chemicals).

…

1. We package the fertiliser into PET jars of various sizes.
   .
2. We pack them into crates, palletize, and send them to warehouses or wholesale.

In the photo, packaging of fertilisers.

Similarly with soils: you load the mixture into the packaging line, the machine fills it into bags and seals them. Then you manually apply the label and pack them into boxes.

Packaging line - 950,000 ₽

We manually apply the labels and pack them into boxes.

According to wholesalers’ standards, we have a small volume. Printing houses reluctantly produce 5,000 labels, and if they do, it’s at 10 ₽ per label. But if you order a million labels, they come out to 1 ruble each. Therefore, we print the labels both in the basement and now on a printer, laminate them, cut them with a cutter, and stick them on self-adhesive paper.

…

1. We mix according to recipes. We add anti-fungal additives.
   .
2. Primary raw materials, divided into fractions: zeolites, bark, lava, and others.
   .
3. We pack them into bags, apply labels.
   .
4. We pack them into crates, palletize, and send them to warehouses or wholesale.

The process of soil production

4. We test the resulting mixture.

When introducing a new formula, we first test it on our own plants, then we pass it to a focus group – several familiar gardeners with a variety of plants and families (25 people). We give a trial jar to the laboratory. Then friendly nurseries test it on a mass scale of plants. If everything is fine, the product is launched into production (+ certification).

…

Some succulents have bloomed, while others have acquired beautiful colors, which means we can launch the fertiliser for sale.

At the start of our developments, there are often blatant failures. Complaints about hygroscopicity, clumping, powder hardening, burst packaging, and so on. Fortunately, customers provide feedback and advice – ultimately, we address the shortcomings and move forward.

In total, the estimates for the launch looked like this:

…

1. Concrete mixer
   .
2. Drill with attachments
   .
3. Buckets
   .
4. Shovels
   .
   Total: 200,000 rubles

Basement

…

Production estimate:

Soils:

1. 82.5 gallons mixer. Externally similar to a concrete mixer, but more powerful. 80,000 rubles.
   .
2. Automatic packer for packaging and sealing the mixture in bags. 950,000 rubles.
   .
3. Stone crusher for grinding components to the required fraction. 70,000 rubles.

Fertilisers:

1. Powder mixer similar to a “drunken barrel” (2 units). 640,000 rubles
   .
2. Dosing-packaging machine for packaging powder into PET jars. 700,000 rubles
   .
3. Capper for lids, also a dater, also a labeler. 350,000 rubles
   .
4. Mills for fine grinding of components (2 units). 60,000 rubles

Total equipment cost: 2,850,000 rubles

Production

The main problem in the production of fertilizers and soils is dust and dirt. It’s not like laboratory coats and clean offices. When mixing powders, dust rises, some of it is captured by the exhaust system, and some settles on all surfaces.

…

The same problem exists with soils: peat, stones, zeolites – almost every component generates dust.

Therefore, throughout the entire cycle, workers wear masks and special clothing. Afterwards, thorough cleaning and washing of all surfaces and equipment are mandatory.

…

Visually, it looks like this.

Revenue from the production of fertilisers and soils

As you can imagine, December 2022 was the perfect time to start replacing Western products with domestic alternatives. Some competitors disappeared. Due to sanctions and disrupted supply chains, Western original competitors became more expensive, while our product became 2-2.5 times cheaper, leading to significant growth.

Soils and mineral-organic fertilizers are purchased by everyone who imports, collects, propagates, grows, or resells houseplants, including expensive exotics and super-expensive new varieties.

The monthly revenue by channel is averaged over the last three months.

Marketplaces (WB and Ozon) – 1,410,000 ₽

Problems with marketplaces – items are thrown around, and components are stolen.

As a result, a customer might receive just a bag instead of a bag with fertiliser, or only a jar instead of a jar with a measuring spoon. However, in defence of marketplaces, it should be noted that sometimes buyers steal the measuring spoons and then refuse the purchase.

Warehouses have sealing machines that help reseal the product when the spoon has already been stolen. I don't know why this happens; maybe they use them for their meals.

…

User chose to hide their details: “This is the second product I’ve purchased, but there’s no measuring spoon again.”

Stolen again.

Retail – 190,000 ₽

We sell through a VK group to small towns where there are no Ozon or WB points. In Moscow, customers either pick up their orders or have them delivered by a courier. One person processes orders, and when they’re unavailable due to personal matters, we handle inquiries ourselves.

…

When the gardeners are satisfied, they send their horticultural successes.

Wholesale sales – 600,000 ₽

Nurseries buy wholesale. They nurture imported plants, acquire microclones from Taiwan, and sell them at x10 prices in Russia. To ensure good plant survival, they purchase specific soils and fertilisers.

Group orders – 850,000 ₽

In the most remote regions (Sakhalin, Kamchatka, Khanty-Mansi Autonomous Okrug, Transbaikal, etc.), it’s cheaper for gardeners to pool their resources and order a large batch. The organizer of such a purchase receives a 30% discount on the entire batch (this is their earnings), and in exchange, they advertise for us.

Leroy Merlin and chains – 0 ₽

To enter Leroy Merlin, an unpleasant condition must be met. The price at Leroy Merlin must be lower than the market price. For example, if fertilizer costs 1,000 ₽ in a VK group, 1,200 ₽ on a marketplace, it should be priced at 900 ₽ in Leroy Merlin. At this selling price, they want to buy fertilizers for 450 ₽ because the French markup is 100% of the purchase price. This is 250 ₽ cheaper than our usual wholesale price (our wholesale price is 700 ₽).

So instead of earning 700 ₽, I’ll only get 450 ₽, and this price doesn’t guarantee sales volume, especially since you’re competing with well-known brands on the shelves. Big players like PhosAgro or Uralchem are pushing through huge batches via chains.

In other words, to sell at Leroy Merlin, you yourself must promote the brand through advertising, just like with brands like Head & Shoulders, which were recognized on the shelf thanks to advertising. Otherwise, it’s just like on marketplaces, but with less favorable conditions for me.

Therefore, it's currently more profitable to collaborate with Ozon and WB than with Leroy Merlin.

Resellers – 0 ₽

Periodically, there are those willing to become dealers, and twice we even agreed.

For a reseller to make a profit, they sold at double the purchase price, meaning they bought for 700 ₽ and sold for 1,400 ₽. With such a price, they couldn’t compete with us (we sell for 1,200 on marketplaces). Selling wholesale for less is not interesting for us. And if we start raising retail prices, we reduce demand. It’s beneficial for us to keep prices below the market; then people come to us rather than to the Dutch.

Distributors were relevant before the era of marketplaces: you produce in Moscow, and customers are in Kamchatka. Postage is expensive, and then you need a dealer. They will bring in a wholesale load and resell it at retail there.

But now, with marketplaces everywhere, anyone in the countryside can order directly, and dealer intermediaries are no longer needed. And if we sell to resellers to trade on marketplaces, we have to give them a price of 250-300 ₽ because on marketplaces, the price from the purchase must be increased by three times for the math to work out. And for us, as manufacturers, it’s absolutely unprofitable to sell at such a price, let alone breed competitors.

…

Leroy Merlin and resellers – zero.

Ozon – 580,000.00 rubles

Wildberries – 830,000.00 rubles

Retail – 190,000.00 rubles

Wholesale – 600,000.00 rubles

Collective orders – 850,000.00 rubles

Total: 3,050,000.00 rubles

Production expenses for fertilizers and soils

Expenses calculated based on a turnover of 3,050,000 ₽.

Suppliers (ingredients and packaging) – 610,000 ₽

In nature, organic substances are generated by mold, bacteria—everything that exists in the soil. That’s why it’s not necessary to heavily fertilize plants in the field; minerals suffice—nitrogen, phosphorus, potassium—and the rest will come from nature. However, for potted indoor plants, nothing naturally comes to the pot, so besides mineral fertilizers, organic additives (fine chemistry) are included—vitamins, amino acids, phytohormones, sugars, and so on.

We source mineral fertilizers in Russia. We traditionally have many fields, so mineral fertilizers are abundant here. Russia also accounts for 16% of global exports in this sector. Previously, we bought from resellers, which was twice as expensive, but with a small volume, we couldn’t deal with major suppliers like PhosAgro and Uralchem, as they only deal with orders of at least 1 ton.

As for fine chemistry—vitamins, phytohormones, amino acids—we get them from China; they simply aren’t produced here. The Chinese trick is to dilute everything with maltodextrin, a derivative of white starch. As a result, you get a vitamin where half of the bag is maltodextrin. However, maltodextrin isn’t a problem in our business; in such cases, we can just use double the diluted component.

To avoid being deceived in China, you can find a buyer. These are specially trained individuals who speak both Russian and Chinese.

…

Through the website 1688, buyers purchase what you need, verify it, and send it to Russia.

An isolated issue in our niche is that no one wants to deal with powders. Customs scrutinise powders carefully.

…

You never know what you’ve mixed in there.

Your shipment from China can either be transported by auto as a consolidated cargo or in a maritime container, and you pay $1.5-2 per kilogram. That’s why we’re trying to transition to working with Russian wholesalers. They buy in bulk from China and distribute in Russia. It’s cheaper for them because large wholesalers fill a whole container with their goods, and the delivery cost per kilogram is only a few cents.

But we’ve had problems with other countries as well. For example, last year we ordered 20 tons of volcanic lava from Armenia for our soil. We expected stones sized 3-5 mm, but we received a truckload of lava sized 4-8 cm. We had to buy a crusher.

The 610,000 for suppliers is the total amount of purchases for the year divided by 12. We don’t calculate the cost for each item like large factories do because inflation has hit, and everything has gone up in price. The dollar has increased, Chinese components have become more expensive, etc. We just use a simple Excel sheet. I think 90% of accounting is the ability to input data, you can even do it in a very convenient accounting service, you just need to be diligent and enter the numbers. For now, it’s enough for us.

…

Self-employed – 342,000 ₽

We are located in an industrial zone (food industry, metal rolling), and nearby there is a workers’ settlement where many are interested in part-time work. We have a WhatsApp group with 8 people who work for us regularly. We set a project, for example, on Fri, Sat, Sun, the task is to produce, package, and pack 4,000 units of product. And whoever is available comes – usually 3-4 people.

Currently, we pay 1,000 ₽ per hour, and from this amount, the person pays taxes themselves. When we paid 500 ₽/hour, there was a high turnover, people could earn more easily as couriers.

If there are any issues, for example, if we prepared components for 4,000 jars, but we are told that only 3,500 jars were produced, we start checking the surveillance camera recordings.

Once we found out that a bag containing one of the components had been spilled, swept up, and simply thrown away.

People tend to stick to this job because they like the pay rate, so there are few problems.

…

We don’t prohibit the guys from taking fertilizers for their own flowers; they take one jar once every six months, which doesn’t make us poorer. Besides, fertilizers are not stolen willingly in general.

The main value of our company is the formulation, the secrets that cannot be shared with anyone. Therefore, when we invite employees, we prepare the components in such a way that they do not understand the composition; otherwise, this formulation will quickly leak from us. Our task is to prepare the bags, mix the fine chemicals into the primary mixtures. And we show the employees which bags to use to get the final product. These bags are already not labeled with what is what, and visually, you cannot guess.

Marketplaces – 496,800 rubles

At a turnover of 580,000 rubles, Ozon consumes 214,600 rubles (37%).

At a turnover of 830,000 rubles, Wildberries consumes 282,200 rubles (34%).

Tariffs are constantly changing, but for now, the margin allows it. We don’t buy premium, we don’t promote, we don’t monitor competitors, we don’t participate in promotions, and we don’t create colorful cards. Traffic on marketplaces is purely organic, through word of mouth – people search either by brand, product name, or through direct links.

…

To find us, you either need to know the exact name or click on the “Next” button. Currently, we are at the 250th position.

I think if we start advertising, we’ll end up giving away the remaining profits to the marketplaces. Additionally, we’ll have to produce more, deal with a lot of disloyal customers, and face many complaints. In essence, we’ll be producing more, earning less, and essentially working for the marketplaces.

…

Review: “Maxim: Pros – happy plants. Cons – none.”

Certification (spread over the year + government registration) – 100,000 ₽

In Russia, certification for fertilizers and pesticides is complicated, and everything remains from Soviet times, tailored to large enterprises. The agro-industry is state-owned, and it is not profitable for it to allow small companies into this sector, so they do not change the requirements, and they are very stringent.

To register mineral fertilisers, you need to pay 3 million for one position.

Exactly, for our 17 positions, we would have to pay 50 million. We wouldn't make that much income in 10 years.

Got it, since our fertilizers are not purely mineral but organic-mineral, with half minerals and half organic components, we don’t need to go through the Ministry of Agriculture and register with Rosreestr. Instead, we just need to obtain a declaration of conformity to GOST standards. This is a simpler process, and the certification for each product costs around 100,000 ₽ including testing. We have 17 products, and we periodically certify new ones, so I’ve budgeted 100,000 ₽ per month for certification expenses.

Advertising – 0 ₽

Group on VK, a few giveaways – and that’s it. We don’t run contextual ads, don’t attend exhibitions, and don’t engage in barter in exchange for praises about our products. We haven’t been working on the design of the group and cards for a long time – “it’s good enough as it is”.

Everything that promotes us at the moment is free word-of-mouth. There are plenty of groups and chats among plant enthusiasts – that’s where all this magic happens every day without breaks on weekends.

…

Review: “Pros: I love this stimulator. Plants grow roots superbly, quickly, and adapt painlessly.”

I believe that the best advertisement is recommendations from those who use the product, are satisfied with it, and share their emotions and impressions with others. And the overall estimate looks like this:

…

1. Taxes (7% of revenue) 213,500.00 rubles
2. Cost of goods (materials plus packaging) 610,000.00 rubles
3. Rent (plus utilities plus cleaning) 100,000.00 rubles
4. Equipment and depreciation 150,000.00 rubles
5. Certification (spread over the year plus government registration) 100,000.00 rubles
6. Payroll for order processing and assembly (3 employees) 150,000.00 rubles
7. Ozon commissions (37%) 282,200.00 rubles
8. Logistics (pallets and boxes, stretch wrap, and delivery to the marketplace) 50,000.00 rubles
9. Unforeseen expenses 40,000.00 rubles
10. Accumulated balance (reserve fund, 5%) 152,500.00 rubles
    

Total: 2,304,800.00 rubles

The total expenditure on turnover of 3,050,000 ₽ amounted to 2,304,800 ₽.

How much can you earn from the production of soils and fertilisers?

In the basement, the variable expenses included rent – 15,000 ₽, ingredient purchase for 700,000 ₽ revenue – about 100,000 ₽. We mixed, packaged, and sold everything with my partner. Since the process was not well-organized, we had about 5-7% returns. But still, out of 700k revenue, we managed to make about 300k profit.

If we look at the average over the last three months, the monthly calculation is as follows:

…

• Revenue: 3,050,000.00 RUB
• Expenses: 2,304,800.00 RUB

Total (for two): 745,200.00 RUB

For 745,200 RUB between the two of us, we each spend about 60 hours per month. I handle the formulations and production, while my partner takes care of finances, procurement, managing non-production staff, and order issues.

Currently, the quarterly growth is around 18-25%, and last year it reached up to 40%. There is virtually no seasonality (unlike the agrochemical market for summer cottages and gardens). The biggest contributors to growth are marketplaces and bulk orders.

In conclusion, I believe it is more sensible to invest in the product rather than advertising. A good product naturally encourages people to advertise for you.

…

Reviews: “Hello everyone! I read a post here that after using Micro Plus, orchids started to bloom. I decided to try it too. And indeed, after just one application, some of my orchids started to bloom (they rarely bloom for me). I recommend it.”

And there’s no better advertisement than that.
Thank you for reading, and please water your plants, not me, in the comments.

Credits

DISCLAIMER: This article was written by the author of the blog “Fell, Got Up” based on an interview with the founder of a fertilizer production company, who chose to remain anonymous to maintain good relationships with technological giants and retail chains.

I run the blog “Fell, Got Up,” featuring stories about real businesses, not just “success stories.”

You’ll read about: how I opened and failed a chain of nightclubs, how to properly glue cardboard to sell it on marketplaces for 50 million rubles a year, how a farmer spent 250 million in a village, why dumpling production is dying in the provinces, why a taxi fleet with 300 drivers and 40 cars is no longer a business, how a techie restored a Soviet camp but fell into a 60 million ruble cash flow gap, and other stories.

I write these articles for my blog, and my team and I also create commercial blogs, such as the blog for MoySklad. If you need content marketing, for example, on Habr or vc.ru, contact Ryumin.

By Slava Riumin. Business blogs can be found at https://neploho.agency. I also run the blog “Fell, Got Up” at https://t.me/ruminblog.
The text is published with the permission of the author.
The original text is here.

How one person’s ideas can destroy an entire city and strangle the auto industry throughout the country

…

Hey, it’s KOMREDA: Stories. We’re actually a content marketing agency, but we tell stories just for fun.

In 2013, Detroit was declared bankrupt with debts of $18.5 billion. It’s the largest American city ever to file for bankruptcy.

Today in this article, we’ll tell you:

• how Henry Ford sent the wrong person to the USSR and thereby killed the entire automobile industry in the USA;
  .
• why all the problems stem from childhood;
  .
• why using sledgehammers and stickers against competitors is necessary.
  
  It’ll be packed, we promise.

The main culprit.

Meet Walter Reuther — the highest-paid mechanic at the Ford plant.

…

In the 1930s, Walter organized the UAW (The United Auto Workers) — a union for automobile industry workers, which ultimately contributed to Detroit’s downfall.

Why did Walter decide to help the workers?

From a young age, Walter and his brothers were instilled with ideas of equality, brotherhood, and a world of broad opportunities for everyone. Every Sunday, their father organized debates for his sons to reflect on social issues: yellow journalism, child labor, civil rights, and the rights of women and black people. Quote:

On my father's knees, we studied the philosophy of the labor movement. We are confronted every day with the struggles, hopes, and aspirations of the working class.

At the age of 19, Walter got a job at the Ford plant and quickly rose in his career and salary. When he was 21, Ford offered him and his brother Victor to go to the USSR for 3 years and teach Russians how to work. Ford had sold its automobile assembly line technology to the Soviet Union, and someone had to show them how to use it.

…

In the USSR, Walter was shocked. People worked in half-destroyed factories, lived in unheated barracks, ate poorly, while the management lived in luxury and didn’t care about any improvements in the factories. Walter even wrote letters to various committees and to the Moscow Daily News, an English-language socio-political newspaper, criticizing how the communists managed the factories.

Walter lasted in Russia for almost two years and snapped. He took his brother Victor, bicycles, and went on a tour. On bicycles. From Nizhny Novgorod to Japan. On bicycles! He said he wanted to see how people worked in other countries. The irresponsible Soviet people really got to him. By the way, before arriving in Nizhny Novgorod, the brothers also cycled all over Europe.

Later, Walter said that the trip taught him a lot. He said:

All people on earth crave simple things: jobs with certain guarantees, vast opportunities for their children, and, of course, freedom. We feel that we can contribute to the common cause and help American workers build strong and democratic unions. That's why we joined the labor movement.

Walter’s three-point plan to help American workers:

After returning from his journey to Detroit, Walter decided that if he wanted to help workers in the automobile industry, he needed to go after the top three fattest producers: Ford, General Motors, and Chrysler.

He couldn’t do it alone, so he turned to his brother Roy.

…

Roy also felt deeply for American workers. By the time Walter approached him, Roy was already involved with unions himself, seeking to improve conditions in factories and bring back workers laid off during the Great Depression.

The brothers decided to form a workers’ union. That’s how UAW came into being, with nothing but good intentions. Later, however, all those intentions seemed to vanish somewhere, but more on that later.

Walter’s first strike

So, the target was the top. And Walter decided to start with “Ford”. But simply walking in and causing a stir wouldn’t cut it. So Walter decided to approach from the side — through the “Kelsey-Hayes” plant, which supplied “Ford” with brakes and wheels.

…

Walter learned that “Kelsey-Hayes” wanted to speed up production. And at this plant, workers already occasionally lost fingers, limbs, and sometimes even their lives. They complained that it was difficult to keep up with the constantly increasing production speed. That was the reason for the strike.

Walter sat the workers down. Literally. The workers refused to get up and leave until management spoke with Walter, their representative. Management attempted to enter the plant and remove equipment, but thousands of sympathizers blocked the passage from the outside of the plant.

A strike is the conveyor’s worst nightmare. Everything that goes down the line is products from other productions, where similar conveyors work. And if assembly stops, for example, wheels, then the entire production stops: cars will only be assembled up to the “inserting wheels” stage. And then nothing. There will be no cars, sales will collapse, dealers won’t get goods, managers won’t earn from sales, customers will turn to competitors, and the brand’s reputation will plummet.

…

A halt in the conveyor, even in one spot, immediately disrupts the entire production system. Restoring the operation of all companies requires a lot of time and money.

Let’s remind ourselves that “Kelsey-Hayes” supplied brakes and wheels to “Ford” — a major client that they didn’t want to lose. Therefore, the strike only lasted for 10 days. “Kelsey-Hayes” agreed to slow down production and provide equal pay for women. Additionally, UAW prohibited the company from firing workers who join the union.

Even if these workers were slacking off, drinking, and not showing up to the plant — to fire them, permission from UAW was required.

So now only Walter could decide who to fire and who not to.

After this event, everyone learned about UAW. 200 union members turned into several thousand. And Walter went to other plants to organize even more strikes.

Strike in Flint

When Roy and Victor learned about the victory, they immediately drove to Flint, a suburb of Detroit. And exactly one week after the end of the strike at “Kelsey-Hayes”, they sat down the workers of “General Motors”. It was December 31st.

The workers declared that they would celebrate the New Year at the plant and would sit for as long as necessary until the management made concessions and joined UAW, which had previously saved the workers of “Kelsey-Hayes”.

…

At that time, “General Motors” was the largest automotive corporation in the world, so they could withstand the strike. The management waved off the workers and cut off electricity and heating at the plant. They said, “If you’re going to act up, then so will we.” The workers were freezing, but they didn’t leave the plant.

A few days later, the whole country decided to support the guys from Flint, and sit-down strikes spread across the states.

The police came to the plant in Flint, trying to negotiate. Negotiations were conducted with tear gas and bullets. Meanwhile, Victor drove around in a car, shouting through a megaphone, urging the workers to resist. The workers sprayed the police with water from fire hoses. The temperature outside was -8°C.

The state governor sent 2,000 people from the National Guard. He didn't want to remove the workers from the plant, but to ensure safety.

…

General Motors owned the only plant in the country that produced engines for Chevrolet — their biggest client, from which the main income came. And when this plant also sat down, General Motors surrendered and signed a contract with UAW. The strike in Flint ended 44 days after it began.

Quote from Brother Walter about the Flint strike:

When the guys walked out of the plant, I had never seen such a night, and I probably never will. It was as if the whole country had gained independence, families were reunited for the first time since the start of the strike, children ran into their fathers' arms with tears in their eyes. It was a sea of humanity, where workers no longer felt fear.

A month later, 60,000 Chrysler employees were sitting on the floor. The strike lasted for four weeks. And they too signed a contract with UAW. Two out of three were wearing hats.

The ‘genius’ plan for Uncle Ford

The only one who understood what was going on was Henry Ford. He was against unions. To prevent workers from joining them, he empowered his security guards to roam the factories and ‘physically punish’ anyone who mentioned their rights or joining the UAW. This happened rarely because Ford’s workers labored at the most comfortable plant in Detroit and earned three to five times more than others. Therefore, they valued their jobs and understood that if they acted up, they would be fired. And somewhere else would be much worse, and even the UAW wouldn’t help.

Walter understood that everything was very well organized at Ford’s factories. And there was also a mini-army of three thousand security guards. It wouldn’t be possible to just storm the factory and cause a commotion. A plan was needed.

Two months after the strike at Chrysler, Walter invited friends and journalists to the Ford factory. There he simply handed out leaflets and called on them to join the happy 300,000 workers from other plants.

…

Ford’s security guards didn’t bother Walter and his company. So what if they were handing out leaflets? Nothing else happened—workers just took the papers and went back to work.

Movement was needed—Walter took two more UAW leaders and tried to force their way through the gate to get onto the factory grounds. But this couldn’t be done. Handing out leaflets was questionable, but okay. But no one invited him onto the actual premises.

For attempting to enter without an invitation, Ford’s security guards roughed up Walter and his friend, leaving them with bloody faces.

…

Walter Reuther (left) and Richard Frankensteen (right, also from the top of UAW). As you can see, Richard got much worse, but the press only wrote about Walter.

In essence, Walter just got his nose broken a bit, but the press really tried hard and solidified Walter’s title as the man who fights for workers’ rights to the last drop of blood.

The press started going all out against Henry Ford. Earlier, in 1932, there was the Hunger March—a procession of 5,000 people, which the headlines dubbed as the “Ford Massacre.” The press wrote then that the Hunger March started peacefully, but when the procession approached the Ford plant, they were met with clubs and bullets. Five workers died. Henry Ford took a beating from the press back then.

…

Walter got it from the security guards in 1938. Only six years had passed—the hunger march was still fresh in memory, and Ford was attacking people again. It didn’t matter that UAW provoked it themselves. So Walter’s broken nose was carried like a red flag. They wrote something like, “Workers of all countries, unite, or Ford will do the same to you.”

Ford tried to defend himself however he could. Four years after the provocation, he also accepted UAW’s conditions.

First closed plant in Detroit

UAW brought down the biggest manufacturers and gradually began to control smaller factories.

While the big three could withstand strikes because they could compete and make money selling cars, Packard couldn’t. First, UAW shut down several factories supplying parts to Packard, and then the Packard workers themselves went on strike. As a result, the factory closed in 1958, leaving 40 thousand workers jobless.

…

The factory still looks like this to this day. It’s gradually being demolished, but not very actively.

The building in the city center has turned into a huge abandoned area, attracting all the “undesirable” population of the city.

It can be said that the closure of "Packard" became a symbol of the impending collapse.

After the factory closure, those left without jobs began to leave the city abruptly. Only those who were extremely impoverished remained—mostly African Americans. With no work available, the situation worsened with the presence of white-hooded figures exacerbating tensions. Street protests, riots, police sirens, and increased military presence became more frequent for safety measures.

…

The final nails in Detroit’s coffin came from the Germans, the Japanese, and the UAW

Factories were slowing down, workers were being laid off, but some still remained. They had to work, they had to earn money. But in the 1950s, car sales suddenly plummeted, not because people lacked money, but because foreign cars appeared in the States, and manufacturers faced competition from other countries for the first time.

The first foreign car for Americans was the Volkswagen Beetle. It was several times cheaper and consumed less fuel. Americans saw the tremendous demand for the Beetle and tried to compete somehow. But the workers, who couldn’t be fired, didn’t care about the quality of their work, and unreliable and crooked cars often came out from under their hands. The cost of maintaining an American car skyrocketed—cars cost tens of thousands of dollars, consumed 6 gallons per hundred miles, often broke down, and parts were also expensive, not to mention that fuel prices went up.

…

People wanted cheap ordinary cars. The American automotive industry understood that it needed to change. But UAW hung over them and prohibited doing anything that could negatively affect the workers’ comfort, even if it meant preserving the industry.

And they couldn't care less that without the industry, there would be no workers, no Detroit, and no UAW itself.

Manufacturers tried to beg UAW for permission to restructure the assembly lines, production, and come up with new cars. But UAW refused and decided to be cunning. They engaged in propaganda to turn the population against foreign competitors. For instance, they bought Japanese cars, displayed them in public squares, and handed out sledgehammers to passersby. Yes, you read that right. To smash the cars.

…

People fell for the propaganda. And smashing cars didn’t just happen in public squares. It became normal to wake up in the morning and find out that your Japanese car had been stolen, vandalized, or set on fire. Not because you were a bad person, but because you bought the wrong car.

Laid-off factory workers were told that it was all the fault of the Japanese. They came and disrupted the American economy, rather than acknowledging that there were no jobs because UAW prohibited anything that could compete in the market, like reconfiguring assembly lines.

UAW members were even given bumper stickers reminding them of Pearl Harbour…

…

“Those same people who brought you Pearl Harbor brought you this. Be an American — buy American.”

And here it is, a little more minimalist:

…

Germans and Japanese were capturing the market so quickly that at some point even the American government stepped in. They issued a decree that reduced the volume of imported foreign cars. Upon seeing this, Honda and Toyota… built their own factory near Detroit. And UAW couldn’t infiltrate there because the factory operated under Japanese conditions, and union rules didn’t apply to them.

Manufacturers couldn't do anything against their competitors. They missed the market, and UAW didn't give them the opportunity to recover.

Workers didn’t want to work, UAW prevented restructuring of production and reallocating resources, car sales were weak, and automakers were running out of money. Factories were closing, jobs were being cut.

The city saw more and more abandoned buildings and closed businesses (not just automotive ones). The number of unemployed people was also increasing, and criminal gangs and drug trafficking were on the rise. Those who couldn’t leave had to find a way to live and make money.

…

Mostly marginalised and predominantly African American population remained in the city, organizing gangs. In the 70s, they almost entirely controlled local drug trafficking, which was growing due to heroin and cocaine epidemics. The city was then dubbed the murder and violence capital. This destroyed urban tourism, and other countries even issued warnings about Detroit for travelers. There could be no talk of reviving the status of the automotive industry king.

Frequent strikes shook protest sentiments among people. They were used to achieving their goals through undemocratic methods. Perhaps if it weren’t for this, Detroit would be different now.

And now Detroit is like this: life exists only in the downtown area. Buildings are being rebuilt there, cultural people are being attracted to turn the city into an art capital, and many sports competitions are being held, attended by tens of thousands of people. But the population talks about Detroit as if all the rebuilt and entertaining aspects are just facades for the sake of facades, and in essence, the government is not doing much to bring the city into order.

…

Beyond downtown, almost no one lives there; everything is destroyed, abandoned, and looks grim. There are areas where even the police don’t go. Ordinary people carry weapons in their pockets because they fear for their lives.

In the 1950s, the best time for Detroit, almost 2 million people lived in the city. After the Packard plant closed, people started leaving, and the population was decreasing every year. Now only 630,000 people remain in Detroit.

Bottom line

The main reason for the decline of Detroit is usually attributed to the UAW and Walter Reuther. If we judge Walter based on what we’ve written above, then his activities raise questions in some places. But what doesn’t raise questions?

• He devised a plan for Roosevelt to produce 500 aircraft per day through automobile factories, thus aiding in World War II.

• He persuaded Kennedy to create an organization that would later become the Peace Corps.

• He assisted Martin Luther King Jr. in marches against racism and spoke alongside him at the same microphone.

• He discussed civil rights legislation with Kennedy.

• He donated $50,000 from the UAW to striking sanitation workers, which was the largest financial contribution from any external source.

• He established the Department of Conservation and promoted environmental ideas, urging the purification of water, air, landfills, and slums, and advocated for creating “a common habitat worthy of free people.”

• He funded the first Earth Day, printed and distributed all necessary materials, and mobilized UAW members to participate in public demonstrations across the country.

…

And here’s another ambiguous fact: Walter, while advocating for workers’ rights, doesn’t seem to have been a communist because he fought against communist views within the UAW and expelled openly communist members from there. He even met with Khrushchev to discuss the fight against communism.

But! Despite this, Walter was constantly accused of being a communist, and there is evidence of his close friendly and financial ties with the Communist Party USA, which supported all of his activities and openly declared it. Walter vehemently denied his connections, but he began to deny them only when communists in the United States became sharply disliked.

That’s Walter Reuther for you. But you can draw your own conclusions

If you liked the text, you can order one for your company.

At KOMREDA Agency, we create blogs, media content, special projects, social media content, and much more. And in our Telegram channel, we share tips on building profitable content marketing strategies.

By COMREDA: Explore business, marketing, scandals, intrigues, and investigations through the lens of the content marketing agency project KOMREDA: https://komreda.ru/
The text is published with the permission of COMREDA.
The original text is here.

(please chose the relevant language in the menu and the rhymes translation from the following:

English translation. Chose “English” in the language menu: 9th of May, Victory day!

In the twilight’s haze, the monitor glows,
A boy with headphones, in the game, he goes,
For four hours straight, he’s been ensnared,
On Stalingrad’s mission, he’s deeply dared.

He cannot break free, in this virtual storm,
No matter how many times, he restarts, forlorn,
“Who’s crushing the fascists?” a voice from behind,
His grandpa appears, with a purpose in mind.

Groaning, he dons his glasses, and peers ahead,
The landscape familiar, memories spread,
He directs his grandson, with wisdom to share,
To liberate Stalingrad, with relentless care.

“Pause here,” he commands, as shots fill the air,
“We must aid our comrades, show them we care,”
The grandson obeys, with a quickened pace,
Guided by grandpa, he fights with grace.

Under grandpa’s guidance, the Germans fall,
The game’s developers, didn’t expect it all,
“Now take the medkit, heal up your pains,”
Grandpa advises, as history sustains.

A lone shot echoes, danger lurks near,
The sniper’s aim, fills them with fear,
“Let’s save, grandpa, before they draw near!”
“No retreat,” grandpa says, with a solemn tear.

With seasoned eyes, he surveys the scene,
“Put your helmet on rifle, for the fight, serene,”
Another shot rings, grandpa spots the foe,
“Let’s send him to Berlin,” his voice, aglow.

The grandson aims true, with precision refined,
Takes a breath, fires, Victory in his mind,
Grandpa leaps with joy, medals jingle loud,
“Lift your glass high, Victory’s proud!”

A wartime toast, for the battles they’ve known,
“I’m just a schoolboy,” the grandson intones,
“For Victory, soldier, a toast we’ll bestow,”
“Grandpa, did you play?” “No, grandson, I was there,” echoes the old, seasoned woe.

Today, May 9th, in history’s embrace,
This tale of valor, finds its place,
The grandson in the game, spent lives, a score,
But grandpa, with just one, fought the war.

Русский оригинал. Выбери “Русский” в меню языков: 9 Мая, День Победы!

В полумраке комнаты монитор мерцает.
Мальчишка в наушниках в шутер играет,
И не может пройти уже 4 часа подряд,
Словно проклятый уровень миссия Сталинград.

Голову не высунуть. Шквал огня ураганного. 
Сколько бы не пробовал, начинал уровень заново.
“Так кто же так бьет фашиста!” – вдруг сзади слышит укор.
И рядом с внуком дед уселся за монитор. 

Кряхтя надел очки. Узнал знакомый ландшафт.
И начал командовать внуком чтоб освободить Сталинград. 
“Остановись-ка здесь!” “Зачем, кругом же выстрелы?”
“Нужно помочь товарищу.” “Хорошо, только по-быстрому!” 

Внук крошил немцев по наводке своего деда. 
Разработчики игры вряд ли предвидели это. 
“Ну всё теперь бери аптечку, подлечи свои раны.” 
Сказал внуку дед, почесывая свои старые шрамы. 

Прозвучал Одинокий выстрел пуля лязгнула около уха. 
Ветеран узнал снайпера и машинально пригнулся. 
“Дед пока не убили нужно сохраниться быстрее!” 
“Нельзя. Тех кто сохранялся у нас расстреливали.” 

Старый опытный глаз оценила обстановку.
Надень-ка внучек каску на приклад своей винтовки. 
Ещё один выстрел. Дед на крыше стрелка разглядел. 
“А ну-ка бахни так чтобы он прямо в Берлин улетел!” 

Внук всё понял и ствол на врага навёл очень быстро. 
Прицелился, выдохнул, выстрелил. 
Дед подпрыгнул от радости звеня орденами. 
Поднял клюшку вверх, произнёс: “Победа за нами!” 

Он налил фронтовые 100 грамм себе и внуку немножко. 
“Я же школьник!” “Смотри сам, солдат, за Победу можно.” 
“Дед, скажи честно, ты эту игру уже проходил?” 
И дед, закурив папиросу ответил: “Нет, внучок, я там был.” 

Сегодня Девятая мая. Эта история всегда актуальна. 
Внук в этой игре столько жизней потратил на одном миссию. 
А дед прошёл всю войну с одной единственной.

Español traduccion. Elije “Español” en el menu de idiomas: 9 Mayo. El Dia de la Victoria.

En la penumbra, el monitor parpadea,
Un niño con auriculares, en un shooter juega,
Ya lleva 4 horas, sin avanzar,
Como en el nivel maldito, la misión Stalingrad al luchar.

No puede apartar la vista, es un huracán de fuego,
Por más que lo intenta, el nivel vuelve a empezar de nuevo,
“¿Quién golpea así al fascista?” – escucha detrás un reproche,
Y junto a su nieto, se sienta el abuelo, como broche.

Con un suspiro, se pone sus lentes, y el paisaje reconoce,
Comienza a dirigir a su nieto, para liberar Stalingrad, que conoce,
“Detente aquí”, ordena, “¿Por qué? Hay disparos por doquier”,
“Debemos ayudar al camarada”, “Está bien, ¡rápido hazlo sin parecer!”.

El nieto aplasta a los alemanes, siguiendo las indicaciones del abuelo,
Los desarrolladores del juego, esto no previeron, es un anhelo,
“Ahora toma el botiquín, cura tus heridas”,
Dice el abuelo, recordando sus cicatrices vividas.

Un disparo solitario, una bala silba cerca de su oreja,
El veterano reconoce al francotirador y se agacha con destreza,
“Abuelo, no te maten, debes salvar la vida, rápido”,
“No puedo. Soldados cobardes fusilados en el acto”.

Con mirada sagaz, evalúa la situación con destreza,
“Ponte el casco en la culata de rifle, ¡rapido sin pereza!”,
Otro disparo retumba, el abuelo alza la vista a la azotea,
“¡Apunta, envialo a Berlín, de manera fea!”.

El nieto comprende y apunta rápido al enemigo,
Apunta, exhala, dispara con ímpetu y abrigo,
El abuelo salta de alegría, el sonido de las medallas tintineria,
Alza su copa, y declara: “¡La victoria es nuestra, galantería!”.

Vierte 100 gramos para él y un poco para su nieto, del frente,
“¡Pero si soy solo un escolar!”, dice el nieto, un tanto impaciente,
“Observa tú mismo, soldado, por la victoria se puede luchar”,
“Abuelo, ¿ya has jugado este juego alguna vez?” “No, nieto, yo estuve allí”, sin dudar.

Hoy es el nueve de mayo, esta historia siempre es relevante,
El nieto gastó tantas vidas en esta misión de manera constante,
Y el abuelo pasó toda la guerra con la vida única y valiente.

By Vladislav Vorkel
Product designer at Yandex.
Founder of the service for finding internships: https://t.me/Intern_Sheep.
Author’s blog: https://t.me/designvorkel

My internship search product currently has over 300 paying users, and it generates a monthly income equivalent to the salary of an average IT professional. I dreamed of creating a product that people would use, even if just a couple of them.

Hello, I’m Vlad Workel, a product designer at Yandex and the creator of InternSheep, a community with internships for designers. I’ll share how I really wanted my product and how I made it happen.

…

Roughly, this is how my dog helped in creating the product.

Internship search: where did the dream originated

I am a product designer and have worked in product roles, but I have always been interested in looking beyond the design field. I wanted to experience a product from all perspectives, from the idea, development, and demand to working with my team. Moreover, having my own product means it’s solely my responsibility, my decisions, and only my success or failure.

In simpler terms, it’s like crafting a wooden bow for a child that actually shoots, and then proudly running to show it to the adults.

The first attempt

About 1.5 years ago, I decided to embark on my first project – Gradeup. It’s a test for designers that, upon completion, allows you to assess your skill level and receive a competency map. It is still operational, and you can find it here: gradeup.vercel.app.

I found a developer acquaintance who was just learning front-end, designed the interface, and created a test consisting of competency cards from various companies. Initially, we tested the demand for the MVP test using Google Forms, where the result was a PDF that I personally drew and sent to each test-taker. I initially found the first users through my channel, which had about 500 people at that time.

There were many different hypotheses on how to monetize this test, but we never got around to it. Perhaps it was because there was a lack of understanding of how to do it, or maybe it was because I had already burned out and lost faith. That’s when the idea of gathering internships for designers came to mind, as it is something everyone needs!

The second attempt

Yes, that’s the one: InternSheep. So, the main story will be about testing the hypothesis, how we implemented the service in a couple of days with a developer in a hackathon format, how we attracted the first users, how the internship bot turned into a community, and how we created an educational program.

How not to start

The first week, I spent on absolutely unnecessary research, thinking I had to do it the “right” way. I scripted interviews, found respondents, and asked them about their job search experiences, problems faced, and so on.

The truth is, research is necessary when you don’t understand the target audience or when launching the product costs more than the research itself. In my case, I had a clear understanding of the target audience’s problems because I had personally gone through internships, and everyone around me was job hunting. It was literally part of my daily life. As a result, I abandoned the research and started building the product.

My opinion (it’s just mine, but I like it): in personal projects, it’s better to solve your own problem, then you won’t need extensive research. If your solution works for you, it will likely work for someone else – we are not unique.

…

The simplest hypothesis test:
There is a website where only internships are published. Internships of all cool companies immediately appear on the website after the company posts them on its official website. You will receive a notification. Are you ready to subscribe to the service for 200 rubles?

Yes: 52%
No, I don’t need internships: 18%
No, I’m sorry for the money: 17%
No, I’ll write in the comments why: 1%

From idea to the first revenue in just a few days

So let’s begin! The idea of implementation was to write parsers for career websites of top Russian product companies, we started with 15. Write a bot in which parsers will instantly send internships to users. They decided to sell the service by subscription – 200₽ per month

I assembled Landos in 1 day using nocode. I found several respondents for a decision interview and sold 3 subscriptions to a non-existent product. I just remember how I almost begged for real payment – only the money on the card could confirm the hypothesis in my case. It was a little awkward, but I overcame myself))

So, 600 rubles on the card, 0 developments, 3 people are waiting for the product within 2 weeks.

Let’s start development

I messaged Roman, a developer from Yandex, shared the idea with him, and we immediately started implementation. We needed parsers!

What parsers? Are you stupid or what?

Roman Dubinsky

Roman’s righteous laziness prevented us from making that mistake. Finding a student from Voronezh who browsed 15 websites several times a day turned out to be 100 times easier and cheaper. Later on, we did write parsers for some websites, but that’s not as important now.

…

Those very parsers…

In less than a week, we did the most essential thing: a bot and its admin panel where we uploaded internships.

The bot consisted of…

The bot consisted of:

1. Choice of Specialty: We had 5 options, but in practice, only designers subscribed.
   .
2. Subscription Payment: Done through the external Donate bot directly in Telegram.
   .
3. Each Internship had a link to the vacancy.

The entire flow seemed quite convoluted and makeshift initially, or at least, that’s what we thought at the beginning. In reality, it turned out that almost no one got confused, and people joined us smoothly.

So, the launch!

Actually, when I received the first prepayments, I started warming up the audience in my channel, talking about the service and collecting applications.

I asked all my acquaintances with channels to mention the service, and many responded absolutely for free. Thank you, if you’re reading this, it might not have worked out without you.

In the end, before the launch, we had over 300 applications.

As a result, we decided to sell it for 290 rubles to everyone who left a request, and then raise the price to 390 rubles.

We announced a broadcast where I presented the product and talked in more detail, but we started registering applications and opening access a few days before the launch.

…

The very broadcast where I tell you why you need to pay me 290₽.

At the time of the launch, we had sold about 200 subscriptions.

Couldn’t believe it when my card had not just 600₽ but 60,000₽. The amount may be modest, but it’s not about the money. I did something useful, and I’m getting paid for it! Wow!

Creating a community

Initially, we didn’t plan on doing anything like that. The idea was just to create a bot with internships – that’s it. But users suggested that it would be cool to have a chat where people in similar life situations could connect, receive support, and exchange experiences.

Both we and the participants saw significant value in this. Over time, it evolved into a community where we engage in various activities, communicate, and build friendships. People come to the product for internships but stay for the community. Many have found jobs or internships but continue to be a part of our community.

I was building a product and found friends.

What’s happening in the community now?

Continuous communication – and this is the most important aspect. People share test results, discuss who received invitations and who didn’t, seek advice, and find support when things get tough. Natasha, the community manager, and I have established a culture of zero toxicity and maximum friendliness. Throughout our time, we can count on one hand the instances of toxic conversations.

Lead designers conduct reviews several times a month where anyone can submit their portfolio or test work and receive a quality analysis.

We regularly host online meetups in our Safe Space, where you can come and simply talk when facing challenges at work or when despair sets in.

There’s also a book club and a poster art circle. Together, we read design-related books and discuss them, and in the art circle, we create posters with a designer from Yandex.Eats.

We are creating a small, warm, and friendly world where one feels inspired to grow and develop.

Periodically, members of our community would share internships that we didn’t initially have information about. We started keeping track of new companies, and as a result, the count increased from 16 to 26.

The product after 9 months

We haven’t closed down.
We are working!

Currently, the InternSheep channel has 2500 subscribers, with around 300 paying users in the product. Over 30 individuals have secured internships in top companies.

Throughout this period, I’ve hardly invested in advertising. There were trial sowings that yielded no results. Our growth is solely organic, which is great, but it’s time to learn how to attract more.

The team consists of three part-time individuals, including myself – a community manager/SMM, a designer, and me. Occasionally, we bring in others for one-time tasks or consultations.

What are our metrics?

As in any subscription-based service, the primary metric is retention.

We retrieve data from the Donate bot, which tracks all charges, subscriptions, and cancellations. We create charts that illustrate retention across monthly cohorts.

Currently, our average conversion to payment in the second month is 75%. I’m not sure how good of a metric that is, but it certainly seems quite favorable.

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Retention from February to October.

I won’t talk about the number of paying users. It’s obviously important for us.

The second key metric is monthly revenue. From the start, we increased the cost twice – from 290 to 390, and then to 490. Subscription is not the only monetization model in the service – we sold partner products and channel advertising. Currently, we are developing our educational program and assisting companies in hiring talented interns, but I’ll write about that in the next article.

Let’s summarize

I dreamt of a product, and now I dream that it continues to live and grow. It’s a wonderful platform for experiments, for personal and professional growth. The most valuable thing I gained in the 11 months of working on the product is experience and passion.

Currently, the product brings in a monthly income comparable to that of an average IT specialist. A worthy reward.

Thank you for reading my story – perhaps it will inspire you to embark on your own pet project, or maybe it will just brighten your day a bit.

I would appreciate it if you subscribe to my Telegram channel (5000+) – I share stories about my projects, my work at Yandex, and the journey of self-discovery. I also throw in some humor occasionally.
The channel “InternSheep“: the product I talked about in this article.

By Vladislav Vorkel
Product designer at Yandex.
Founder of the service for finding internships: https://t.me/Intern_Sheep.
Author’s blog: https://t.me/designvorkel

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By Finder.work
https://finder.work – a service for finding vacancies and employees for remote work.
Our telegram channel https://t.me/theyseeku