How KOKO improved growth across three markets
Higher Conversion
Faster Planning
Markets Aligned
The engagement started when KOKO's founder realized that expanding into three new markets simultaneously had created more confusion than growth. Each market had its own dynamics, its own customer feedback, and its own set of priorities — but the company was trying to run all three with a single playbook that fit none of them.
Bailey Hart worked with KOKO's leadership to separate signal from noise across the three markets, identify which insights actually warranted strategic changes, and build an operating rhythm that let the team move quickly without losing coherence.
KOKO had entered three new markets in quick succession, driven by strong early traction and investor enthusiasm. But the speed of expansion had outpaced the company's ability to process what it was learning. Market feedback was flowing in from sales teams, customer support, and local partners — but it was landing in different formats, different channels, and different people's inboxes.
The leadership team found itself in a familiar trap: drowning in information but starving for clarity. Every planning session turned into a debate about which market deserved more attention, which signals were meaningful, and which bets to prioritize. Decisions took weeks, and by the time they were made, the market had often moved on.
Jessica Mercedes
Founder at KOKO
Bailey Hart introduced a structured feedback synthesis process — a simple system for collecting, categorizing, and prioritizing market inputs so that leadership could see patterns instead of individual data points. Each market was given a clear set of leading indicators to track, replacing the sprawl of metrics that had been obscuring more than it revealed.
The planning process was redesigned around a two-week sprint cycle. Instead of quarterly plans that were outdated before they launched, KOKO's team began making smaller, faster bets informed by the most recent market data. Each sprint ended with a clear review of what worked, what didn't, and what to try next.
Conversion rates improved by forty-four percent across the three markets within two quarters — not because of a single breakthrough, but because the team was iterating faster and learning from each cycle. The shift from quarterly planning to biweekly sprints meant that good ideas reached the market sooner and bad ones were killed before they consumed resources.
The less visible but equally important result was internal alignment. The leadership team stopped debating what to prioritize and started operating from a shared view of what the data was actually saying. Planning meetings that once took half a day were reduced to focused ninety-minute sessions that ended with decisions, not more questions.
