"Tashkent sells more than all cities in Kazakhstan combined," says CEO of 1Fit about the results of 2025

We are beginning to wrap up 2025 and are launching a series of interviews with 1Fit, a company that is actively developing in the markets of Azerbaijan, Kazakhstan, and Uzbekistan.

Vitaliy Kotelnikov, the new CEO of 1Fit, shared his experience in managing the company, his strategy for sustainable growth, the application of AI and a data-driven approach, as well as the principles of corporate culture. Read more in our interview.

Vitaliy Kotelnikov, city – Almaty, CEO of 1Fit, LinkedIn, Instagram

About Me

I am the CEO of 1Fit. My journey with 1Fit began four years ago when I joined as the Sales Director, then led the Central Asia region, and since July of this year, I have been serving as the company’s CEO.

Before joining 1Fit, I worked at Kaspi.kz for 10 years, where I held the position of Head of Online Auto Lending.

Vision and Strategy

After deciding to focus on the Central Asian markets following the phase of active expansion, our strategy has evolved. Previously, it was oriented toward proactive expansion; now, we pay more attention to the efficiency and sustainability of our processes.

Automation is considered an important tool for us today. We actively apply it in customer service, particularly in support chats: about 20% of user requests are handled using AI. The system kicks in when the team is unable to process all inquiries in time, while maintaining the same level of service quality.

AI is also used in sales, anti-fraud, marketing—for example, for creating video content and creatives—as well as in data analytics. For us, AI is not just a trendy tool. We clearly understand where and how to apply it and can measure the real value it brings to the business.

Whether growth, profit, or sustainability takes priority depends on the stage of the market. We have been operating in Kazakhstan for seven years, and the phase of dynamic growth, when we could grow exponentially, is behind us. Currently, the company demonstrates stable annual growth of 10-20%, and our main focus has shifted toward increasing net profit.

At the same time, we continue to develop the ecosystem around our core product—creating new services and solutions aimed at supporting and promoting a healthy lifestyle among our users and clients.

Technology and Innovation

Today, everything is developing too quickly, and it is becoming increasingly difficult to rely solely on intuition. Data allows us not only to see what happened but also to understand why it happened, when it happened, and what to do next.

For example, at 1Fit, we regularly analyze user behavior: how and how much they train, at which stages motivation drops, what types of workouts they choose, and we can predict the likelihood that they will stay with us. This approach allows us to make decisions not based on feelings but on facts. Data-driven management makes the business more transparent, predictable, and efficient.

Regarding data security, we work exclusively with aggregated data and do not transmit users’ personal information. Security is an absolute priority for us.

Team and Culture

Our team operates in three regions: Azerbaijan, Kazakhstan, and Uzbekistan.

Azerbaijan has the smallest team, consisting of around 20 people. At one point, we paused operations there, but after seeing the potential and the emergence of the BNPL tool, we resumed work in February. Conversion rates began to rise, and by August, we achieved positive unit economics. For now, we are not pushing for rapid growth and are operating with the current team size and budget. If the momentum continues, we will gradually increase investments and expand the team.

Uzbekistan is showing particularly dynamic development. This year, it surpassed Kazakhstan in annual revenue. The city of Tashkent is an absolute leader: it sells more than all cities in Kazakhstan combined.

The headquarters is located in Kazakhstan, where the top management and core team are based. In total, we have about 250 employees across the three countries.

Regarding innovation culture, for us, it is not a separate direction but part of the company’s DNA. We understand that to stay on top, we need to keep up with trends and constantly try new things.

In our culture, every employee has space for experimentation and initiative. We encourage learning by doing—instead of formal training, we give people the opportunity to take responsibility for a project or hypothesis. Mistakes are part of the process, and we are not afraid of them.

Additionally, we actively apply a data-driven approach—we back every decision and action with numbers and analytics, because, as they say, numbers don’t lie.

Business and Markets

We have revised our strategy. If previously it was oriented toward active expansion, now we have decided to focus on our home markets and consolidate our sustainable positions there. The potential of Kazakhstan and Uzbekistan remains colossal—we see that we can bring even more value to users.

Currently, our focus is on Kazakhstan, Uzbekistan, and Azerbaijan. In Uzbekistan, we continue to demonstrate high growth rates: by the end of 2025, our sales are expected to double compared to last year. Kazakhstan is also growing, but less dynamically, and here we are focused on improving processes, working with partners, developing customer service, and refining the product.

The potential for Central Asian IT companies to expand into global markets is high. Based on our experience, we have confirmed that with detailed research, financial stability, and a clear understanding of product profitability, companies from the region are capable of successfully competing internationally.

The key barriers to entering global markets are preparation and calculation: it is necessary to understand the stage of market development, account for the presence of competitors, and have sufficient funds so that launching in a new country does not affect the stability of current operations.

In terms of interacting with foreign partners and investors, our corporate culture helps. 1Fit has clearly defined values that are not just written down but are part of our daily work. The main one is “We work honestly.”

We adhere to this principle at all levels—from founders to managers. We openly share metrics, results, and mistakes, publish investor reports, and honestly talk about the current situation. Such transparency and honesty build trust, allowing partners and investors to see the real picture and be confident in our reliability.

The Future

Our mission remains unchanged—we continue to make a healthy lifestyle accessible to everyone. In addition to our current product, a single subscription, we plan to develop new products that, together with the subscription, will help our clients build a healthy and balanced lifestyle.

To aspiring IT entrepreneurs at the start of their project, I would advise to look not just for employees, but for thinking partners, as we have in our company. Founders must have a shared vision and goal, and they need to work diligently toward it together with the team.

The second piece of advice: fall in love with the problem, not the product. It is easy to get carried away with an idea and build what you like, but it is not guaranteed that clients need it. Success comes when you truly solve the client’s pain point, not just create a beautiful project.

The third piece of advice: test hypotheses with available resources. Do not wait to show traction and immediately get investment—this does not always work.

And finally, something I particularly like and that we practice: do not be afraid of mistakes. Let the team make mistakes—it fosters initiative, motivates testing hypotheses, and encourages proposing new ideas.