Project
Early Marketplace Pivot (B2C to B2B)
Co-Founder, Everynite
Identified through real booking data and retention signals that B2C promoters were dissatisfied and churning — the demand side was broken, not the supply side.
- Pivoted the marketplace model toward B2B: venues, corporate event buyers, and professional promoters who had recurring booking needs and higher lifetime value.
- Reshaped the platform UX, onboarding logic, and positioning to serve professional buyers — a structural lesson in matching product shape to actual market behaviour.
Overview
Everynite launched B2C — the hypothesis was that private individuals and casual promoters would book artists for their events. The data said otherwise. What emerged from real usage was a more interesting and higher-value demand signal: professional venues, corporate buyers, and repeat-booking promoters. I led the pivot to follow that signal.
The problem
The B2C model had a structural retention problem. Individual promoters booked once and rarely returned. The chicken-and-egg dynamic was compounded by the fact that casual buyers don't have the recurring need that makes a marketplace sticky. Meanwhile, venue operators and professional event buyers showed up with repeat needs, larger budgets, and a genuine desire for a reliable booking process.
The core marketplace dynamic was also misaligned: without reliable repeat demand, artists had little reason to invest in their profiles, which made the supply side less compelling over time.
What I did
I analysed booking patterns, retention behaviour, and the qualitative feedback from both sides of the market. The findings were clear: the B2B segment had stronger retention signals, higher booking values, and a genuine operational pain point we could solve.
The pivot involved:
- Repositioning the product proposition — away from casual individual bookings toward professional event operators with predictable, recurring needs
- Reshaping onboarding and UX — the demand-side flow needed to speak to venue managers and event professionals, not casual consumers; requirements, confirmations, and trust signals all changed
- Adjusting availability logic — professional buyers needed more structured availability windows, clearer cancellation terms, and confirmation workflows that casual bookings didn't require
- Updating the pitch to partners — how we spoke to artists, venues, and potential investors shifted once the segment was defined
The pivot happened while I was working full-time, which meant decisions had to be crisp and scope had to be tight.
Impact
- The B2B segment showed stronger retention and higher booking values compared to B2C
- The structural lesson from this experience: a marketplace pivot is not just a positioning change — it changes onboarding, supply-side expectations, UX, and trust mechanics all at once
- COVID ended the project before the B2B model could be fully validated at scale, but the pivot work informed how I think about marketplace design and demand-side segmentation more broadly