Valentine Boyev

CEO at Halo Lab ✦ Helped 500+ companies to raise 💲revenue and investments through digital design and marketing → $500M+ in client total funding

With a passion for creating unique and scalable digital products, I help brands achieve their goals and enhance their online presence.

Key Achievements:

✅ $500m+ in client total funding

✅ 500+ happy clients

✅ 99+ international awards

✅ 120+ glowing reviews


I specialize in:

⤷  Web Design Services: Creating eye-catching and user-friendly websites that grab attention and drive results.

⤷  Website Development: Building strong, reliable websites that fit your business perfectly.

⤷  User Experience Design: Making sure your users have a smooth and enjoyable experience.

⤷  Brand Design: Crafting unique brand identities that really pop.

⤷  Conversion Optimization: Helping turn your visitors into loyal customers.

⤷  Digital Web Solutions: Providing all the web solutions you need in one place.

⤷  Website Redesign for Results: Giving your old website a makeover to boost performance and engagement.

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My Journey

My career began 15 years ago as a UI/UX designer, driven by a passion for creativity and beauty. For me, design is more than a job—it’s a way of life, an ever-exciting, fantastic world.

I believe in thinking outside the box and continuously renewing my knowledge. This mindset has guided me in helping people fall in love with brands and assisting agencies in winning new business.

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Halo Lab

Another passion I discovered is mentoring young designers at Halo Lab, where I help them become true professionals. Sharing my knowledge not only helps others but also fuels my own learning journey.

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Have a BIG idea in mind?

Contact me directly: inquiry@halo-lab.com

Co-Founder & CEO

Halo Lab is a full-stack design & development team.

We created digital projects almost every day since 2013.

We work with a diverse range of innovative startups and established companies. We've launched over 350 projects, helping our clients secure a total of $370M in funding. 

Some of our standout projects include:

- Kinetik: A healthcare platform with over 3,500 integrated providers.
- Bookclub24: A German online library for book collectors.
- Raven.gg: A leading brand in custom esports clothing design.
- Mighty Buildings: Pioneers in sustainable 3D-printed houses.

“How much does it cost to design a website?”

Classic answer: “It depends.”

But that’s not helpful, especially when you’re trying to plan budgets and justify ROI to your board or investors.

So let’s break it down.

1. Landing page.
$1000–$5,000
A single conversion-focused page - ideal for campaigns or product launches.
Quick, simple, measurable. But every word and visual must work perfectly together.

2. Small business website.
$5,000 – $15,000
Usually 4–6 pages (Home, Services, About, Contact, maybe a Blog).
You get custom branding, a consistent UI, and a trustworthy structure that helps people understand and act.

3. eCommerce website.
$25,000 – $100,000
Product pages, filters, checkout flow, mobile optimization.
At this range, you’re investing in UX that prevents drop-offs and builds trust.

4. SaaS website.
$75,000 – $300,000
A good SaaS site tells your story, guides visitors to demos, and aligns with your product UI.

5. Enterprise website.
$20,000–$100,000+
Think of this as a digital ecosystem - dozens of templates, multilingual layouts, case studies, and complex integrations.

A website isn’t an expense. 
It’s your digital sales team that works 24/7.
And like any high-performer, it needs training, systems, and strategy behind it.

So the next time someone asks, “How much does it cost to design a website?”
The better question is “How much revenue am I losing by not investing in a site that converts?”

You can calculate the cost of your project on our website using the smart calculator - https://lnkd.in/dZMaFF5E

♻️ Share this to help others estimate better.
🔔 Follow Valentine Boyev for more updates!

CEO @ Halo Lab ✦ Leading a 130+ design-driven B2B software company → 500+ products shipped & scaled

Website design cost

Most MVPs are built to present.

Very few are built to produce.

That’s the difference between a demo and a business.

An MVP doesn’t have to be the smallest version of your product.
An MVP is the smallest collection of components required to provide value.

→ What is the one thing a user will need to do repeatedly?
→ What elements do you need to incorporate into your design so that it runs immediately, independent of any human activity?
→ When is the moment that you will take all of the variables and make one conclusion -insight, application, analysis, and improvements?

When you look at it through this lens, the MVP is a live vehicle.
The intended result is:

1. One workflow: the only way users will need to interact with your product.
2. A single loop that will continue to serve you every time you iterate.
3. The least amount of interference to provide that measure.
4. The most convenient manner to interact with it.
5. One measure of success, not an explanation.
6. Nothing else supports those goals.

This sets the stage for how you build early traction.
You don’t do that by shipping less of your product.
You do that by shipping the right product.

Build the smallest collection of components that can generate value for others and is therefore your MVP.
That is the difference between a demo and a business.

🔔 Follow Valentine Boyev for more updates!

The MVP You Actually Need

Most leaders will agree that "good UX matters."

But few can prove it in financial terms.

That’s where growth is slowly leaking.

When design is measurable, it is also scalable.
When it is scaleable, it is a competitive advantage.

This is what the math shows:

✦ Each $1 spent on UX returns between $2 and $100. (Forrester)

✦ A load time faster by 0.1 seconds can boost conversion up to 10%. (Deloitte)

✦ 18% of customers abandon the website because the site is hard to use. Baymard Institute)

✦ Companies with design maturity outperform similar companies by 2x in revenue and shareholder returns. (McKinsey Design Index)

So why measure your UX ROI?
Because if you do not measure it, design becomes "subjective."

When you measure it, you have a lever to influence:

1. Conversion rates and average order value.
2. Operational efficiency and support costs.
3. Customer lifetime value and churn.

Here’s how leading companies do it:

1. Benchmark experience metrics – funnel conversion, time-to-task, support volume.
2. Make UX optimizations – simplify flows, reduce friction, increase clarity.
3. Measure the delta – either revenue, savings or time.
4. Quantify into dollars.

UX isn't about how good your product looks.
It's about how much it earns.
When organizations measure that, UX is no longer subjective.

♻️ Share this to help others measure UX ROI.
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A few months ago, one of our partners came up with a challenge.

"We’ve raised our Series A, we have product-market fit, but we’re stuck in endless design-dev loops. Can we ship an MVP that investors can demo this quarter, not next?”

We delivered it in 42 days.
Here’s what actually made it possible.

1. 10-day strategy sprint.
We used a pre-built discovery framework with templates for personas, flows, and decisions on technology stacks.
We only focused on the unknowns and skipped documenting the things that the team has already validated.
The result was a 70% faster alignment phase while maintaining context.

2. Parallel design & development.
In traditional teams, design "hands off" to devs, and that is where weeks go to die.
We run parallel pipelines: The dev team starts building the architecture and reusable components in parallel.
We do design QA in a sprint and not at the end.
The result: Reduced the cycle from design → dev delay from 3 weeks to 10 days.

3. Reusable design systems.

4. Senior leads keep hands-on.
Every project has a lead designer, tech lead, and PM who stay involved daily, not just at kickoff.
You speed delivery up by removing the invisible friction between discovery, design, and dev.

At Halo Lab — Your Digital Partner, we build like product teams.

If you’re a founder racing toward your next funding milestone, DM me.

🔔 Follow Valentine Boyev for more updates!

Rebecca Jenkins

Sales Director UK & I

Working with leaders to deliver revenue growth through strategy, execution and scaleable processes. I previously scaled to £55m in annual sales, I now help leaders secure and scale revenue. Author | NED

ARCHITECT YOUR REVENUE GROWTH

Secure, Scale & Sustain High Value Client Wins.

I partner with founders and CXOs to align strategy, trust, and execution into a revenue engine for sustainable multi-million-pound growth.

When growth plateaus, or sales teams struggle to win and expand strategic accounts, the issue is rarely effort. It’s usually a leadership and strategy gap:

• Weak positioning of trust
• Lack of alignment between sales, marketing, and delivery
• No scalable method to secure and expand high-value clients
• Overreliance on senior leaders in every deal

I partner with leadership teams to close those gaps with precision.

WHY TRUST & ALIGNMENT DRIVE GROWTH

Enterprise buyers don’t want another vendor. They want a partner who de-risks execution, aligns with their strategy, and delivers results they can trust.

Trust isn’t soft — it’s the multiplier that creates alignment across your commercial function and turns unpredictable deals into reliable growth.

Most companies fail to land and grow large accounts because they:
→ Sound like suppliers, not strategic partners
→ Struggle to speak the language of the C-Suite
→ Can’t align internal teams around account growth
→ Don’t measure the moments that build long-term trust

I change that by embedding trust, aligning leadership and teams, and executing your revenue architecture.

PROVEN RESULTS

• £250M in new contractual revenue secured
• 130% profitability increase for a logistics firm
• Enterprise wins with Cisco, ASDA, and The Body Shop
• 8.67x growth for a scale-up in under 12 months
• Doubled client lifetime value with aligned account growth strategies

WHO I WORK WITH

I partner with ambitious founders and CXOs ready to:
✔ Break through a revenue plateau
✔ Align leadership and teams around one growth strategy
✔ Build a revenue engine that scales without chaos
✔ Earn trusted-partner status with key clients
✔ Expand and retain high-value accounts with strategic precision

READY TO RAISE THE BAR?
Message me for a confidential conversation,
or download the 2025 CEO Revenue Architecture Briefing in my Featured section.

Founder | Director

Working with ambitious business owners and executives to transform sales and business growth.

Key Projects include:
Strategic planning, leadership 
Business growth strategy and implementation
Commercial development

 
Delivery of Sales & Key account transformation programme across various sectors to achieve key account growth, partnership status, success mindset. See testimonials below from Cisco and PLB

"The techniques, skills, and methods that I gained enabled me to deliver significant new business with a totally new project that wasn’t in the budget.” Cody – PLB Account Manager

“This programme is transformational on so many levels, I can replicate the success with all customers to create a massive sales funnel” – Nisar, Cisco

Business consulting - strategy development for Rhenus Logistics
Development of a cross-country key account management and sales strategy.

CML
Business performance consultancy - 
Sales - Winning of profitable accounts.
Customer Experience - Helping achieve silver then gold investors in customers.
Marketing - Positioning of business expertise, increasing lead generation.
Financial Performance - improved financial performance & divisional turnaround.
Leadership – leading sales, marketing team & mentoring of management team.

Asda – To You
Customer Experience Consultancy Project.	
Workshops to develop client pledges to support new market proposition. 

Latham Direct - Business Consulting project 
Development and implementation of the business and marketing strategy. Testimonial below.

'We have won new business and developed a healthy pipeline of prospects, and significantly enhanced our brand image. I would like to say how much I value your support, skills and knowledge throughout". – M. Hughes,  M.D.

Past Veuve Clicquot Businesswoman of the Year finalist
MBA guest Lecturer | keynote speaker

When revenue slows, it’s tempting to look straight at sales.

More often, the issue sits higher up, in how leadership roles are designed, and who actually owns turning strategy into action.

One of the most thought-provoking questions I was asked in 2025 came during a working session with a CEO.

We were deep into a growth discussion, developing the strategy and what needed to change for the business to scale.

After a short break, some fresh air and strong coffee, the CEO asked:

“Are we asking too many people in the leadership team to be strategic?”

It stopped us in our tracks because it challenged something fundamental;
the infrastructure supporting revenue growth, and how strategy would turn into results.

We gave the question a thorough airing and landed on something important.

Not every leadership role needs to create strategy.
But every leader does need to translate the company strategy into clear plans with defined objectives, key results, and milestones, and then execute with pace.

When that doesn’t happen, the risks are big.

→ Ownership starts to blur
→ Priorities compete
→ Revenue slows

We redesigned leadership roles around clear outcomes, directly aligned to the company’s strategic goals.

When roles are built to deliver outcomes, not just hold responsibility, revenue growth becomes more focused, and clarity sharpens.

If growth is lower than you expected, it’s worth looking beyond sales activity.

Ask yourself:
How clearly is the strategy being interpreted?
And critically, who owns turning it into action?

It was a simple question, but it forced a hard look at how strategy becomes action.

That’s where growth is either unlocked, or quietly stalls,

Partnering with CEOs to build revenue that scales - win, expand & retain strategic accounts | Built business to £55m | Former FTSE 250 Sales Director | Author “Winning Big in Sales” | People → System = Scale

It's frustrating to have your flights cancelled, but on this occasion it revealed something I wasn’t expecting. 

Our return flight from Finland to the UK was cancelled last week, and we were taken to a different airport, Rovaniemi.
The official home of Santa Claus. 

I was surprised to see the airport full of excited children who usually visit Santa before Christmas. 

Not this time. 

They had travelled after Christmas to thank him. 

That made me think, because it was a good reminder that value doesn’t end at the moment of delivery. 

In business, we tend to design everything around winning new work. 

The pitch. 
The close. 
The handover. 

But where growth compounds, it starts before new business is secured, and continues after delivery is complete. 

Before, in how expectations are shaped and trust is built. 
After, in how value is reinforced, relationships deepen, and partnerships expand. 

That’s the difference between closing deals and moving on, or building partnerships where value and revenue compound.

When leaders only optimise for the transaction, revenue resets. 
When they design for the full lifecycle, revenue compounds. 

And that difference quietly influences whether revenue accelerates or stalls.

One line in a client meeting summed up why most revenue forecasts are unsupported assumptions.

They were reviewing the year ahead, order book vs opportunity pipeline, when the conversation drifted into “ballpark”.

Someone asked for the number.
Someone offered an estimate.

The MD cut through it:
“I don’t go on guesswork. We consolidate when we have the information."

That’s not micromanagement.
That’s revenue discipline most boards wish they had.

Here’s the rule:
If it doesn’t meet the standard of evidence, it doesn’t get to live in the forecast.

Because the forecast drives hiring, cash, capacity, and the confidence people borrow against.

False confidence is expensive.
A forecast isn’t a feeling, it’s a standard.

Where are you letting “probably” influence decisions that require “proven”?

In a client session, we talked about revenue growth. 
Forecasts, target accounts, resources. 

Then the conversation focused on a handful of clients who take up a disproportionate amount of their time. 

“We spend a lot of time keeping them happy.” 

That statement lingered, because those clients are rarely the biggest. 
They’re rarely strategic, and they’re often harder work than they’re worth. 

They absorb attention. 
They pull teams off course. 
They quietly shape how the business behaves. 

What rarely gets said out loud is this....
When you tolerate clients who will never become partners, you cap your ability to grow the ones who could. 

It’s about taking an honest look at where energy is focused and at what cost to the business. 

Some relationships will never move beyond transactional. 
No matter how much effort you put in, or how well you deliver.

Keeping them feels safe. 
Yet letting them go feels risky. 

But the real cost shows up elsewhere, in leadership time, in team morale, and in the opportunities with greater potential that don’t get the care they deserve. 

The businesses that scale most effectively don’t just win new work. 
They decide, deliberately, who they are building the future with. 
And they design growth around those relationships. 

That decision alone often changes the growth trajectory more than any new sales initiative.

Most revenue problems don’t start in sales.

They start much earlier in how leadership decisions are made, owned, and translated into action.

When strategy is clear but execution is slow, the issue is rarely effort.
 
It’s usually one of three things:
• Ownership is unclear
• Roles are designed around responsibility, not outcomes
• Decisions rely on assumption instead of accountability

Sales teams feel the symptoms.
Revenue reflects the cost.

The root cause sits higher up, in leadership design and operating system.

When leaders are clear on who owns what, how decisions move, and how value is created across the lifecycle, revenue behaves differently.

It compounds.

When this clarity is missing, revenue has to be re-won again and again.

That’s not a sales problem.
This is about how leadership roles and decisions are designed

Over time, certain patterns become hard to ignore.
One of the most common shows up when leaders talk about revenue growth and in the same breath talk about time.

“Business has taken me wildly off track.”

I heard it again last week.
The CRO had come through difficult QBRs.
A key team member was off long-term sick.
The operation was still absorbing the strain of a successful promotion.

This wasn’t about the wrong strategy.
The system slipped when pressure hit.

Growth depended on leadership attention, rather than a system that continues to perform when focus is pulled elsewhere.

I’ve seen the same pattern in large organisations too.

A senior leader steps away, parental leave, illness, transition, and suddenly deals are questioned, priorities reshuffled, accounts re-qualified.

The opportunities didn’t change.
The system stalled.

So if revenue growth feels inconsistent, the question is:
Does your revenue engine run without you, or only when you’re available?

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