Some technology companies build software.
Some build marketplaces.
Orbio World builds brands.
From its headquarters in Kaunas, the Lithuanian company develops consumer products, creates brands around them, markets them directly to customers and handles the complicated machinery required to sell those products around the world.
Its portfolio includes names such as Derila, Akusoli, Synoshi, Nuubu, Matsato and Ryoko, spanning wellness, household products, electronics and everyday consumer goods.
The individual products may look unrelated.
A pillow.
A cleaning device.
A portable internet router.
A kitchen product.
A wellness accessory.
But behind them sits the same machine.
Find a consumer problem.
Develop a product around it.
Create the brand.
Test the message.
Acquire customers digitally.
Measure what works.
Scale the winners internationally.
That machine has become remarkably large.
In 2025, Orbio World generated €264.9 million in revenue and €15.3 million in net profit. Revenue increased by almost 73% in a single year. The company today employs more than 250 people and operates from offices in Kaunas and Vilnius.
For a business built in Lithuania without a network of physical retail stores, that scale makes Orbio World one of the more unusual success stories in the country’s digital economy.
It started with marketing, not products
The origins of Orbio World help explain how the company operates today.
The story begins in 2016 with YNOT Media, a performance marketing agency founded by Andrius Valatka.
Valatka later partnered with Marius Buzaitis to launch Ekomlita, a direct-to-consumer e-commerce business. Rather than simply marketing products for other companies, the team began developing and selling brands itself.
The Lithuanian legal entity behind today’s Orbio World was established in 2019.
Then, in February 2022, the business adopted the Orbio World identity as it entered a new stage of international D2C expansion.
That history matters.
Most traditional consumer-goods companies begin with a product.
Then they ask how to market it.
Orbio World came from almost the opposite direction.
Its original expertise was understanding how products are sold on the internet.
From there, it learned how to build the products and brands themselves.
Performance marketing becomes product development
Performance marketing is based on measurement.
An advertisement is shown.
Someone clicks.
Someone buys.
The company measures how much it cost to acquire that customer and whether the economics work.
Different messages can be tested.
Different prices.
Different videos.
Different audiences.
Different countries.
For a traditional advertiser, that information tells you how well a campaign is performing.
For a company like Orbio World, it can tell you something much bigger:
whether an entire consumer product has the potential to scale.
The company can develop an idea, create advertising around it and rapidly receive signals from real consumers.
Do people understand the product?
Does the problem resonate?
Which benefit attracts attention?
Which country responds?
What price works?
What creative actually produces sales?
Instead of treating marketing as something that happens after product development, digital distribution becomes part of the product-development process itself.
That feedback loop is one of the fundamental advantages of the D2C model.
A factory for brands
Orbio World describes itself as a direct-to-consumer retailer, but operationally it resembles something closer to a brand factory.
Its teams work across product development, marketing, creative production, e-commerce, technology, analytics, operations, finance and logistics.
A product idea can therefore move through much of its commercial lifecycle inside the same organisation.
The company identifies opportunities.
Develops or sources products.
Creates positioning and visual identity.
Builds the online storefront.
Produces advertising.
Runs customer acquisition.
Processes payments.
Provides customer support.
Organises fulfilment.
And then continues optimising the brand after launch.
The result is not one enormous master brand.
It is a portfolio of separate consumer brands, each capable of targeting a different problem and audience.
Among the names Orbio World currently highlights are Derila, Akusoli, Synoshi, Nuubu, Matsato and Ryoko.
To the customer buying one of those products, Orbio World may be almost invisible.
That is largely the point.
The consumer sees the brand.
Orbio World operates the machine behind it.
Lithuania is the control room, not the market
A company generating more than a quarter of a billion euros in annual sales clearly cannot depend on Lithuanian consumers alone.
Orbio World is built around international distribution.
Recent company material describes a global D2C operation, while company representatives say its customer base has expanded across more than 100 countries. One 2026 account of the company’s scale put the total at approximately 8.5 million customers across 131 countries.
Earlier recruitment material already described more than three million customers across 50 countries, illustrating how quickly that international footprint has been expanding.
This creates an interesting type of Lithuanian company.
The headquarters, product teams, marketers, analysts and much of the organisational knowledge can remain in Lithuania.
The market does not.
Kaunas becomes less the place where Orbio World sells its products and more the control room from which a global consumer operation is managed.
The physical world still matters
Selling online can sometimes make e-commerce sound almost completely digital.
It is not.
Every advertisement that successfully convinces someone to buy a physical product creates a logistics problem.
The product has to exist somewhere.
It has to be stored.
Packed.
Transported.
Delivered.
Sometimes returned.
And if delivery takes weeks, the world’s best digital advertising may not save the customer experience.
One of the major contributors to Orbio World’s 2025 growth was the expansion of its warehouse network to 15 countries, according to CEO Tomas Mačernis.
This illustrates what happens as a D2C company matures.
At first, growth may be dominated by digital advertising.
Eventually, logistics becomes part of the competitive advantage.
The closer inventory is to the customer, the faster products can arrive and the easier it becomes to compete with established local retailers.
Behind the apparently simple act of clicking “Buy now” is increasingly a physical international infrastructure.
D2C no longer means avoiding marketplaces
Direct-to-consumer companies were originally defined partly by bypassing traditional retailers and selling through their own websites.
That distinction is becoming less rigid.
Another major contributor to Orbio World’s 2025 growth was expansion through global marketplaces, particularly Amazon.
That represents an important evolution in the model.
A brand can discover customers and build its economics through its own direct channels.
But once proven, there is little reason to restrict it to a single route to market.
Its own store can coexist with Amazon.
Affiliate marketers can promote it.
Selected products can enter traditional retail.
A successful D2C company therefore becomes less about where the transaction takes place and more about retaining control over the underlying product, brand, data and economics.
Affiliates become another distribution network
Orbio World has also built a substantial affiliate operation.
Rather than acquiring every customer through advertising purchased directly by the company, external publishers and marketers can promote Orbio World products and receive compensation when their traffic generates sales.
The company offers affiliates access to numerous brands, localisation across different geographies and currencies, marketing materials, product samples and CPA-based payouts. It also supports cash-on-delivery markets where card ownership is less widespread.
This adds another layer to the distribution machine.
Orbio World does not have to personally create every advertisement seen by every potential customer.
It can create an economic incentive for thousands of other marketers to find customers too.
Once again, the core competency becomes less about a single product and more about constructing a system in which successful products can be distributed repeatedly.
Sometimes Orbio World buys the brand instead
Building brands internally is not the only way the company has expanded its portfolio.
In 2022, Orbio World acquired Fraîcheur Paris, a beauty brand created by entrepreneur Ingrida Černiauskaitė.
The brand was already selling internationally and its cold-therapy facial roller had appeared through retailers including ASOS, Cult Beauty, Notino and Harrods. Orbio World said the acquisition allowed it to enter the skincare category with an established brand and customer base.
That transaction showed another possible version of the Orbio World model.
A founder can create a successful product and initial brand.
Orbio World can then bring the marketing, operations and international distribution infrastructure required to scale it further.
That turns the company not only into a creator of brands but potentially a platform for acquiring and scaling brands developed elsewhere.
2025 changed the scale of the company
Orbio World had already been a large business for several years.
In 2021, revenue exceeded €115 million.
In 2022, it reached €126 million.
In 2023, nearly €140 million.
In 2024, €153 million.
Then came 2025.
Revenue jumped to €264.85 million.
That is an increase of more than €111 million in a single year.
Profitability also rebounded dramatically.
Net profit had fallen to just under €2 million in 2024 as the business invested and margins tightened.
In 2025 it rose to €15.32 million.
Those numbers make an important distinction possible.
Orbio World is not merely a startup promising that one day it might discover a scalable business model.
It already operates one.
The challenge now is maintaining that machine as its scale becomes increasingly large.
AI enters the customer-service machine
Scale also creates less glamorous problems.
Millions of customers generate enormous numbers of questions.
Where is my order?
Can I return this?
When will it arrive?
How do I use the product?
A company can respond by continuously adding support staff.
Or it can try to automate more of the work.
Orbio World is increasingly choosing the second path.
According to Mačernis, AI systems now handle more than 80% of the company’s written customer inquiries and more than half of incoming English-language calls.
This is not the most spectacular application of artificial intelligence.
It may be one of the economically useful ones.
For a company selling millions of physical products globally, customer service is a recurring operating cost attached to every sale.
If automation reduces that cost while maintaining service quality, AI directly changes the economics of the entire business.
The interesting thing about Orbio World’s use of AI is therefore not that it makes the company sound more technological.
It is that automation is being inserted into an already enormous commercial machine.
More than 250 people behind an automated business
Orbio World can appear almost completely digital from the outside.
In reality, it requires a substantial organisation.
As of mid-2026, Lithuanian employment data showed around 260 employees, while recruitment material describes teams across marketing, technology, product, creative, operations, analytics, finance and people functions.
The company also maintains its two principal offices in Kaunas and Vilnius.
That combination is worth noticing.
E-commerce businesses are sometimes imagined as small teams operating websites and outsourcing everything else.
At Orbio World’s scale, building brands is multidisciplinary.
Someone has to identify the product opportunity.
Someone has to negotiate manufacturing.
Someone has to understand regulation.
Someone creates the packaging.
Someone produces hundreds of advertisements.
Someone builds the checkout.
Someone analyses conversion data.
Someone forecasts inventory.
Someone manages warehouses.
Someone handles payments and fraud.
Someone deals with customers.
The website is merely the point where all of these systems meet the buyer.
From a call centre in the Netherlands to €265 million in sales
The founder story adds another distinctly Kaunas element.
Andrius Valatka spent years in the Netherlands before returning to Lithuania. He has spoken publicly about working in a call centre, experimenting with different businesses and experiencing projects that did not always succeed before eventually building the company that became Orbio World.
His own description of entrepreneurship is considerably less romantic than the usual mythology around perfect startup ideas.
One of the lessons he emphasises is not becoming too attached to the original idea.
Ideas can be wrong.
Advertising can fail.
Products can fail.
Markets can fail.
The important capability is continuing to test, learn and execute.
That philosophy fits unusually well with the business Orbio World eventually became.
A company built around performance marketing effectively institutionalises experimentation.
Try something.
Measure it.
Keep what works.
Discard what does not.
Then try again.
The product is partly the company itself
It is easy to look at Orbio World and ask which of its brands is the most important.
But perhaps that misses the more interesting asset.
Individual consumer products have limited lifetimes.
Preferences change.
Competitors copy successful ideas.
Advertising becomes more expensive.
A product that scales spectacularly today may eventually plateau.
If Orbio World depended entirely on one product, that would be dangerous.
But the company is building something more reusable:
the ability to repeatedly turn consumer-product ideas into international businesses.
The creative teams are reusable.
The advertising infrastructure is reusable.
The checkout technology is reusable.
The analytics are reusable.
The affiliate network is reusable.
The customer-service infrastructure is reusable.
The warehouse network is reusable.
And the lessons learned from millions of previous transactions can be applied to the next product.
Viewed from that perspective, Derila or Synoshi is one product.
Orbio World’s real product may be the machine that creates them.
Building global retail from Kaunas
Lithuanian technology success is often discussed through fintech, SaaS, cybersecurity or companies such as Vinted.
Orbio World represents a somewhat different category.
It sells physical things.
There is no software subscription generating predictable monthly recurring revenue.
Every euro of revenue ultimately requires an actual product to reach an actual customer.
Yet the company has used many of the same advantages that make software businesses globally scalable:
data;
automation;
digital distribution;
rapid experimentation;
centralised technology;
and the ability to operate internationally without recreating the entire company in every market.
The result is a business headquartered in Kaunas that generated almost €265 million in sales in 2025, serves customers around the world and is still growing at a pace normally associated with much younger companies.
Orbio World began with expertise in getting people to click advertisements.
A decade later, the organisation surrounding that skill includes brands, products, software, warehouses, marketplaces, affiliates, artificial intelligence and millions of customers.
That evolution captures something fundamental about modern e-commerce.
The internet did not eliminate the need to build consumer-goods companies.
It created an entirely new way to build them.