A first purchase can be arranged. There is a photograph to take, a promotion to schedule, a persuasive person to put in front of a camera. The second purchase is a less obliging creature. The customer has opened the parcel, tried the product and formed an opinion. By then, the advertising has had its say. Jae Park built his approach to commerce around what happens next.
Park, also known as Jae Bin Park, is the Seoul-based CEO of Beauty Selection, the company behind Biodance. His career connects two businesses that seem distant at first glance: a technology company expanding overseas and a consumer company trying to earn another order. The connecting question is how people choose. A market can be reached without being understood; an audience can be counted without being persuaded.
The scale has changed considerably. Beauty Selection reported approximately ₩250 billion in revenue for 2025, with Biodance sold in more than 90 countries. Yet the useful place to begin is smaller: two collaborators, a selection of products, and a hypothesis about what customers might reward. Park’s story is a succession of choices about where to direct attention, money and responsibility.
Two people, one question
Before Beauty Selection, Park worked at Hyperconnect. From 2016 to 2019, he led the global business team responsible for the Middle East. It was a career in taking a Korean technology business into another market, with all the translation that requires beyond translating words. Overseas growth would later become central to his work again, this time with physical products moving through warehouses and shops.
His connection with Altos Ventures began earlier, as an intern. When the firm later invested in Beauty Selection, investor Han Kim described the deal as special for that reason: a former intern had joined a portfolio company, Hyperconnect, then built a business of his own. Kim praised the company’s bootstrapping and profitability. The relationship had travelled from an early career opportunity to an investment decision.
Mihwa Kim brought a different apprenticeship. She had worked in home shopping and started buying and selling cosmetics as a one-person business in 2017. By 2019, she and Park were testing selected products through social-media group purchases. Their question was whether product quality could become a customer’s first reason to choose, even when a smaller brand lacked the distribution and marketing resources of a larger company.
Beauty Selection was incorporated in January 2020. Kim handed the CEO position to Park in September 2021, explaining that the growing company needed someone who could look ahead and draw the larger picture. She remained central to the products. It is an unusually useful origin story because the change of title explains the partnership: one person could keep her attention on the detail while another took responsibility for the expanding business.
The arithmetic of coming back
In October 2022, Park put numbers to his commercial argument: 500,000 cumulative purchasing customers, an average order in the ₩100,000 range, a return rate of 0.2% and a new-customer conversion rate of about 15%. These were company figures for that period, rather than promises about every future channel. They show what he chose to measure and discuss when explaining the business.
He also made a distinction that gets lost easily in a headline. The 80% repeat-purchase figure was measured over the customer’s lifetime; within one year, the figure was 70%. Time belongs in the sentence with the percentage. Otherwise, a statistic arrives dressed for a different occasion.
Two measurement windows. One reason to read the small print.
The model gave influencers a continuing role in explaining products and gathering customer reactions. Park described some collaborators returning to the same product through dozens of sales rounds. His emphasis was on a relationship that could survive the first transaction. A recommendation carries a personal stake: a disappointed buyer knows whose advice they followed.
A year later, he was still stressing that Beauty Selection took responsibility for planning, development and distribution. The company was doing more than assembling a temporary sale. Owning those stages gave it somewhere to send a complaint, and something to change afterward. In that arrangement, listening had a practical destination. The next version of the product could carry an answer.
A company learns to choose
There is a temptation in a growing consumer business to keep adding things. Another brand offers another story to tell. Another category gives a presentation another slide. Beauty Selection had built a portfolio, but the decision that reshaped it was a concentration of effort. Biodance, launched in 2021, became the centre of the company’s international ambitions.
After seeing evidence of overseas potential in 2023, Park and the team directed company resources toward Biodance’s global expansion in 2024. People and budgets followed the same priority. This is the quieter part of a growth story: choosing what receives the organisation’s attention before the resulting sales make the choice look obvious.
The revenue figures give that decision a visible outline. Beauty Selection went from roughly ₩41.5 billion in 2023 to ₩135.7 billion in 2024, then approximately ₩250 billion in 2025. The figures describe the company, not Park’s personal wealth. Across those two years, sales increased about sixfold. For a business that ships physical goods, every upward step also means more production, stock and orders to handle.
Park has continued to give Kim credit for the products. Their division of work remains part of the story even as the brand grows more recognisable than the company behind it. The business began with a question about selection; its own consequential act of selection was deciding which brand deserved the fullest commitment.
A new market needs a new explanation
Biodance entered Amazon in the United States in 2022. Park’s account of the subsequent response contains an instructive detail: the team changed the way it described the mask for American customers, using the name “overnight mask.” The wording helped communicate how the product was intended to fit into someone’s routine. Information that sat on a product page had not been doing the same job.
That episode is a reminder that crossing a border asks more of a business than putting its existing explanation into another language. A customer brings habits and expectations to a purchase. The seller has to find a useful place among them. In this case, a name gave the customer a more immediate picture of the occasion for using the product.
By December 2024, Park was talking about the next challenge: international physical retail. He wanted to build the company quickly and said a stock-market listing was not the immediate priority. Online sales had carried the brand abroad; retail relationships would give it other ways to meet shoppers. The ambition had become organisational as well as commercial.
The following year, Biodance’s arrival at Sephora put that change into practice. Park announced the launch on LinkedIn in both Korean and English, then used the announcement to recruit. The next work, he wrote, involved positioning the brand, strengthening the partnership and building long-term growth. An arrival was also a job description.
“Our next step is to strategically position the brand, strengthen our collaboration with Sephora, and build long-term growth.”
Jae Bin Park · LinkedIn, 2025
The internet gets a shop window
In March 2025, Biodance announced that its products were available in more than 400 Sephora stores across the United States, as well as online. A customer who had previously encountered the brand on a screen could now find it during a shop visit. The route from recommendation to purchase had acquired another entrance.
The wider setting matters. Biodance was among a group of Korean brands entering Sephora that year, alongside Torriden and Hanyul. Park’s company was expanding into a retail environment where other Korean businesses were expanding too. There would be more opportunity to be discovered, and more neighbours on the shelf. A buyer could make comparisons without opening another browser tab.
A pop-up photograph from the company’s overseas activities gives the transition a rather cheerful physical form: a pink Biodance display, large lettering and people gathered around it. The setting is public and sociable. A brand developed through online relationships is making room for an encounter on the street. Commerce, occasionally, gets fresh air.
For Park, this adds another layer to the original question about returning customers. A retailer can introduce someone to the brand. The company still has to make the purchase worth repeating. Each new channel broadens the audience while adding work behind the display: stock availability, partner coordination and the consistency of the customer experience.
The next bet is on people
On October 7, 2026, Beauty Selection announced a larger senior leadership team. Sanghoon Lee joined as COO, responsible for production, supply-chain management and quality. Geonsik Shin joined as CCO to oversee global business. Andrew Stanleick became an advisory board member supporting strategy in North America and Europe. The appointments followed CFO Eunjoon Park’s arrival in September 2025.
The incoming leaders brought experience from cosmetics manufacturing, consumer businesses and international brand management. Park explained the purpose in terms of matching the management system to the company’s scale. Fast sales growth had to be accompanied by the operating standards expected of a global brand. Responsibility was being assigned more explicitly as the business became harder to hold in a few hands.
There is another outward sign of that expansion in the United Kingdom. Park was appointed director of Beauty Selection UK Ltd on July 17, 2026. A legal entity is less photogenic than a shop display, but it belongs to the same story. International ambition eventually acquires paperwork, named officers and local structures. The map becomes a set of obligations.
His current plans also include applying AI to decision-making and execution. Beauty Selection’s own website describes a move toward an AI-native way of working, and its creative recruitment has included roles using AI and 3D tools for visual content. The useful test will be what those tools let the team accomplish. Park has linked the ambition to better products and customer experience.
An order worth earning twice
The early version of Park’s business depended on a customer trusting someone’s recommendation. The present version has to carry that trust through an expanding set of markets, retail partners and internal teams. His work has moved from testing a selling method to choosing a brand, then to putting people and systems around its growth. Each decision changes who else can do their job well.
The second purchase remains a useful place to finish. It arrives after the launch announcement, after the shelf photograph, after the first impression has cooled. It is a small action with a long memory. Park’s career at Beauty Selection has been built around making room for that judgment, then organising a company capable of hearing it again.