Outsome Founder Sprint (FS) Batch 3 Review | Jessy Yoon, CEO of In10s Lab

Hello! Today we’d like to introduce the story of In10s Lab, a team that completed Outsome Founder Sprint (FS) Batch 3.
Among the teams in this cohort, In10s Lab stood out for having a particularly clear sense of the problem they were solving and strong execution. We asked them for an interview because we believed they could best share how their thinking evolved during the program and what concrete actions they took that led to real changes. This post contains a firsthand account from the In10s Lab team about their experience in FS3. We hope it provides practical insight for founders considering applying to Outsome.
‍

Q. Can you introduce your company/product in one sentence?

Hello, I’m Jessy Yoon, CEO of In10s Lab, and we participated in Outsome Founder Sprint Batch 3. We are a team that structurally matches Korean companies with the local networks (talent, partners, operators) they need to create real traction in global markets. In particular, we focus on major exhibitions such as CES and MWC, which serve as gateways to global expansion. We help teams design and execute local networks in advance so they can connect with real deals on the ground.
‍

From “global ambition” to an executable strategy

Q. If you had to describe your situation before joining FS in one sentence?

“We dreamed about going global, but without the execution methods or benchmarks, we were circling within the Korean market.”
We started with a co-founder in March 2023, and established the company in January 2024. Although we had some recurring revenue, the unit price was too low (less than ₩5M/month) to sustain a team of 5–6 people. We had also reached the conclusion that the Korean market alone would not be sustainable long-term.

‍

Rethinking the revenue model

One of the biggest mindset shifts came from pricing and positioning. Before the program, In10s Lab believed growth would come from selling many low-priced contracts. Their service was priced around ₩500K–₩700K per client. But during Founder Sprint, they were challenged to rethink this assumption.

Q. What was your biggest challenge before joining? Why hadn’t you solved it yet? How did you discover Outsome?

Our biggest challenge was that we had no sense or framework for how to introduce our service to the global market or how to approach it step by step. There was a lot of information available, but we lacked a workflow for:
- What to validate first
- Who to meet
- How to approach them
While researching global expansion resources, we came across Peter’s posts on LinkedIn. They weren’t just theoretical insights — it felt like they came from someone who actually understands how things work in the field. That built trust and eventually led us to apply.

Q. Were there any assumptions you later realized were wrong?

Yes, two major ones.
1️⃣ We assumed that repeating small transactions many times would lead to growth.
‍2️⃣ We assumed that B2B SaaS should build the product first, then sell it.‍

Looking back, both assumptions were dangerous. Especially the second one — we were prioritizing development before validating the customer problem or willingness to pay.

‍

Q. Before FS, how were you approaching U.S. expansion and customer acquisition?

Because we already had recurring revenue in Korea, we assumed that since the U.S. is a bigger market, applying the same model would produce similar revenue results. So we:
- translated our service into English
- searched for similar customers
- assumed a small pivot and localization would make it sellable
But in hindsight, the premise itself was flawed. We hadn’t validated:
- market structure
- purchasing behavior
- competitive dynamics
Our biggest mistake was thinking “since the market is bigger, repetition will work.”In reality, we were trying to expand globally before fully validating the problem and the market.

‍

Building real pipelines, not just ideas

Q. What made you ultimately decide to apply to Outsome?

Our internal decision process is: “Apply first, decide later if accepted.”
There are many free global expansion programs and government-supported initiatives. Compared to those, Outsome was a paid program, so we had to ask ourselves: “Is this really worth the investment?”
Eventually we concluded that the perspectives and structures we could gain from the program were far more valuable than simple information or networking. Once we believed the return would exceed the cost, we decided to participate.

Q. What result were you hoping to achieve before joining?

Realistically, we wanted to build a pipeline that could generate paying customers. Previously, even after repeated 20–30 minute calls, our conversion price was only ₩500K–₩700K, which made the ROI unsustainable.

Q. What was the team situation at the time?

We had a team of 5–6 members, had already raised seed investment in 2024, and were selected for TIPS. Although we had operational funding, we weren’t generating operating profit. Once the TIPS funding ended, our runway would also end. Our monthly revenue was still under ₩5M, which wasn’t enough to sustain the team. Like many Korean startups, we had survived through government support programs, but we realized that this model wouldn’t lead to long-term growth.

‍

Q. What were the three actions you executed most during the 4 weeks?

The main actions were customer interviews and sales execution. We already did many interviews before, but the program pushed us to execute far more aggressively. One memorable moment was when we were given an assignment: “Do the maximum sales you can within 3 days.”
Within three days we contacted 12 teams directly, organized our calendar and actions, and shared them. The feedback we received was:
“With this level of execution, you will definitely succeed.” That experience gave us confidence that if we had the right direction, we were capable of executing.

Q. What was the hardest assignment?

It wasn’t that the assignment itself was difficult. The challenge was the sheer volume of execution required. Because it was a paid program, we were determined to extract as much value as possible. My co-founder and I would review each assignment late into the night, repeatedly asking:
“How do we apply this to our business?”
It was tough, but it also strengthened our team’s alignment and direction.

Q. How did you meet your co-founder?

Through Entrepreneur First (EF), a founder-matching program. We lived together in the founder space for 10 weeks and repeatedly went through:
- idea sprints
- problem definition
- execution experiments
Through that process we validated each other’s capabilities and direction. From the beginning, our team was formed with global scale in mind, not a small-market survival model.

Q. What was the most impactful feedback Peter gave you?

“Charge outrageous prices.” I had worked in corporations for over 10 years before starting this company — at Kakao, Kolon, etc.
At that time, if you had a good service, raising investment was relatively easy. So my default mindset was:
- services should be used by as many people as possible
- prices should be low
- ideally close to free
Even charging ₩500K felt expensive to us. But Peter said the opposite:
“Solve a painful problem for a niche but wealthy customer — and charge a lot.”

‍

Q. What feedback changed your perspective the most?

“Customers first. Product second.” I used to believe that you shouldn’t sell until the product is ready. But Peter said: “Never build a product no one will buy.” “Only build what someone has already agreed to buy.” That changed my thinking dramatically.

Q. What stood out about the program?

Peter’s execution ability. Running offline operations, online operations, mentoring, content creation, and even the US Track immediately afterward — all largely by himself was very impressive.

Q. What frameworks do you still use?

Not a visual framework, but a core principle: “Only build a product when a customer says yes and agrees to pay.”

Q. Did your team structure change?

Yes. Originally we were a 6-person product-centric team:
- Frontend
- Backend
- Full-stack
- UX designer
- CTO
- PM

After the program we restructured. Founder + Growth now handle BD and sales, meeting customers first and designing the sales strategy.
The product team builds features based on validated customer requirements. So the organization shifted from: Product-centric → Sales-centric.

Q. What was the biggest change after FS?

Two major ones. 1. Organizational structure: Product-centric → BD/Sales-centric
2. Pricing strategy : ₩500K–₩700K → customized packages based on customer needs.

‍

Q. Numerically, what changed the most?

The biggest change was pricing. Before: ₩500K–₩700K per client. Now: ~₩10M per client

‍

Q. What advice would you give your pre-FS self?

“Stop thinking about it. Just join.”

‍

Q. What confidence did you gain through Outsome?

That global business is not limited to people with special backgrounds. You don’t need:
- foreign education
- overseas work experience
If you understand global customers, build products for their needs, and create the right network — it’s possible.

Q. What would you say to founders considering Outsome?

If global expansion is truly urgent for you — do it.
If it isn’t — don’t.

‍

The shift that mattered most‍

Looking back, the biggest change wasn’t just pricing or strategy—it was perspective. Founder Sprint helped In10s Lab move from
“building a product and hoping customers will come” to
“talking to customers first, then building what they will pay for.” Today, the company operates as a global network matching infrastructure—connecting startups with trusted operators, partners, and local talent to help them create real traction in international markets.

‍

‍