In 2024, our company received the Fashion New Year Awards in the category "Most Effective Marketplace Management Partner." The award was accepted on behalf of the company by Maya Stanislavskaya.

For our team, this is an important professional recognition and confirmation that our approach to supporting brands on marketplaces delivers real results. The award is a rewarding outcome of extensive teamwork.

We thank the award organizers for this recognition, and our partners and clients for their trust.

We keep working and delivering strong results for brands on marketplaces!

In October, representatives of II Technology held a meeting with Errol Musk — an engineer, entrepreneur, and active participant in the international technology agenda.

The conversation focused on the prospects for artificial intelligence development, the application of new digital tools in business, and opportunities for international technology collaboration.

For our team, the meeting was a meaningful opportunity to discuss not only current trends, but also the broader context of technological development: how demand for AI is shifting, which directions are already becoming practical today, and where new growth points for joint projects may emerge.

The topics discussed were especially relevant given the context of Errol Musk's visit to Tatarstan. According to public sources, in October 2025 he visited Kazan and the Bashir Rameev IT Park, where he learned about local IT ecosystem projects, met with technopark residents, and noted the high level of infrastructure and the region's technological potential. The trip also included a visit to Innopolis and meetings with representatives of the academic and technology community.

Notably, the public coverage of his visit to Tatarstan touched on the topic of international scientific and technological cooperation. In particular, a meeting at the Academy of Sciences of the Republic of Tatarstan included discussions on promising areas of collaboration and opportunities for bringing high-tech services to international markets. This makes our conversation not a one-off encounter, but part of a broader agenda in which technology, education, entrepreneurship, and international ties are increasingly discussed together.

On our end, we see such meetings as an opportunity to align perspectives, better understand the global context, and sharpen our own direction. For II Technology, it is important to be not just an observer of the technology agenda, but an active participant in the conversation about how AI and digital tools can be applied in practice and deliver measurable business results.

We are grateful for the substantive exchange of views and consider such contacts valuable for the continued development of international professional dialogue in the field of technology.

sounds dramatic, but it is important to understand that this is fundamentally a story about control over delivery. And for Wildberries, delivery has long ceased to be a supporting function — it is one of the core pillars of the entire business model. The assets became part of the RWB group as part of a strategy to develop proprietary transport logistics services and RideTech infrastructure. The company is openly stating that the integration should accelerate order delivery in more than 100 cities across Russia, including Siberia and the Far East.

From a business logic standpoint, the deal looks fairly straightforward. For a large marketplace, one of the most expensive and sensitive parts of the operational model is last-mile delivery — intracity logistics and local fulfillment. If you have your own order volume, your own demand for moving goods, and a sufficiently dense geographic footprint, any transport asset stops being just a taxi service and becomes infrastructure for distributing load. A fleet can be used not only as a taxi service but also as a delivery service, filling capacity during hours and in areas where passenger demand does not use the full fleet. For a platform with this volume of deliveries, it is a perfectly rational economic hypothesis.

This is where things get interesting. In the ride-tech market, Yandex holds the strongest position, while Wildberries has a near-endless internal flow of its own logistics tasks. This creates an opportunity for asymmetric competition. Wildberries does not necessarily need to beat Yandex in classic urban taxi across all fronts — it is enough to embed transportation into the customer journey and its own logistics processes so that transport starts paying off not only through passenger rides, but also through goods delivery, parcel pickup, intracity movements, and regional routing. Competing head-to-head with Yandex will be difficult for Wildberries, but integrating passenger and commercial transport into the customer journey and last-mile delivery is entirely achievable.

There is another important layer: speed. In e-commerce, the winner is not the one who simply delivers — it is the one who turns delivery into a user promise. The larger a marketplace becomes, the closer it gets to urban infrastructure: pickup points, sorting, couriers, returns, express scenarios, same-day delivery, and movement between nodes. Against this backdrop, acquiring existing transport aggregators is an attempt to cut the time needed to build one from scratch — taking over a ready-made network is always faster than building it from the ground up, even if you then spend a long time fixing the integration, IT layer, and operational model.

But this is exactly where, as with any coin, the other side appears. This strategy makes sense on paper, but it is highly capital-intensive. Forbes, citing experts, reports that the deal itself may have cost between 3–4 billion and 5–8 billion rubles, and the full development of Citymobil alone within the RWB ecosystem could require a similar amount again. This means the question here is not only about logic, but about having the resources to execute. Turning this asset into a stable, technologically embedded service within the ecosystem is no trivial task.

Against this backdrop, the market inevitably looks at the other side of the balance. In March 2026, the platform changed its payout policy, extending the payment period for sales revenue from one week to one month, and introduced a paid "Withdraw Now" feature for early access to funds at a 4% fee. Many media outlets reported seller complaints and technical delays even for those who attempted to withdraw funds early. In this context, any new capital-intensive acquisitions will automatically be evaluated by the market through the lens of liquidity and management focus — not because the idea itself is bad, but because every big idea has a price, and that price is especially visible when partners already have grievances over money.

So the key conclusion, in my view, is this:

From a strategic standpoint, this is a very logical deal. For Wildberries, a transport service is a potential lever for improving the efficiency of the entire commercial machine. If the integration succeeds, the company will strengthen its last mile, increase delivery density, and gain an additional tool for competing with Yandex — not head-on, but from an angle.

But if resources and management attention fall short, the market will see yet another example of a large ecosystem trying to take on too much. Will it succeed? We will find out soon.

Ilya Ostrovsky

Or a takeover of the last mile?

sounds dramatic, but it is important to understand that this is fundamentally a story about control over delivery. And for Wildberries, delivery has long ceased to be a supporting function — it is one of the core pillars of the entire business model. The assets became part of the RWB group as part of a strategy to develop proprietary transport logistics services and RideTech infrastructure. The company is openly stating that the integration should accelerate order delivery in more than 100 cities across Russia, including Siberia and the Far East.

From a business logic standpoint, the deal looks fairly straightforward. For a large marketplace, one of the most expensive and sensitive parts of the operational model is last-mile delivery — intracity logistics and local fulfillment. If you have your own order volume, your own demand for moving goods, and a sufficiently dense geographic footprint, any transport asset stops being just a taxi service and becomes infrastructure for distributing load. A fleet can be used not only as a taxi service but also as a delivery service, filling capacity during hours and in areas where passenger demand does not use the full fleet. For a platform with this volume of deliveries, it is a perfectly rational economic hypothesis.

This is where things get interesting. In the ride-tech market, Yandex holds the strongest position, while Wildberries has a near-endless internal flow of its own logistics tasks. This creates an opportunity for asymmetric competition. Wildberries does not necessarily need to beat Yandex in classic urban taxi across all fronts — it is enough to embed transportation into the customer journey and its own logistics processes so that transport starts paying off not only through passenger rides, but also through goods delivery, parcel pickup, intracity movements, and regional routing. Competing head-to-head with Yandex will be difficult for Wildberries, but integrating passenger and commercial transport into the customer journey and last-mile delivery is entirely achievable.

There is another important layer: speed. In e-commerce, the winner is not the one who simply delivers — it is the one who turns delivery into a user promise. The larger a marketplace becomes, the closer it gets to urban infrastructure: pickup points, sorting, couriers, returns, express scenarios, same-day delivery, and movement between nodes. Against this backdrop, acquiring existing transport aggregators is an attempt to cut the time needed to build one from scratch — taking over a ready-made network is always faster than building it from the ground up, even if you then spend a long time fixing the integration, IT layer, and operational model.

But this is exactly where, as with any coin, the other side appears. This strategy makes sense on paper, but it is highly capital-intensive. Forbes, citing experts, reports that the deal itself may have cost between 3–4 billion and 5–8 billion rubles, and the full development of Citymobil alone within the RWB ecosystem could require a similar amount again. This means the question here is not only about logic, but about having the resources to execute. Turning this asset into a stable, technologically embedded service within the ecosystem is no trivial task.

Against this backdrop, the market inevitably looks at the other side of the balance. In March 2026, the platform changed its payout policy, extending the payment period for sales revenue from one week to one month, and introduced a paid "Withdraw Now" feature for early access to funds at a 4% fee. Many media outlets reported seller complaints and technical delays even for those who attempted to withdraw funds early. In this context, any new capital-intensive acquisitions will automatically be evaluated by the market through the lens of liquidity and management focus — not because the idea itself is bad, but because every big idea has a price, and that price is especially visible when partners already have grievances over money.

So the key conclusion, in my view, is this:

From a strategic standpoint, this is a very logical deal. For Wildberries, a transport service is a potential lever for improving the efficiency of the entire commercial machine. If the integration succeeds, the company will strengthen its last mile, increase delivery density, and gain an additional tool for competing with Yandex — not head-on, but from an angle.

But if resources and management attention fall short, the market will see yet another example of a large ecosystem trying to take on too much. Will it succeed? We will find out soon.

Ilya Ostrovsky

From April 8 to 10, the II Technology team will be representing our company at the XX Russian Venture Forum in Kazan.

We are thrilled to be there to present our project Altermega — the world's first AI system that helps sellers work not only with what has already happened, but to see changes in key metrics in advance and make decisions on pricing, advertising, and assortment ahead of time.

Also on the program is a Tech Shorts presentation by Ilya Ostrovsky on the topic "Phase-Based Sales Management on Marketplaces," taking place on April 10 at 11:00 in Pitch Hall No. 1. Ilya will talk about how to shift marketplace sales management from reactive mode to systematic, proactive work with clear economics.

Representing the company at the forum:

— Alexey Mazuga, our COO

— Maya Stanislavskaya, Co-founder of II Technology

— Ilya Ostrovsky, Co-founder of II Technology, OneWinSeller

— Alexander Turbin, Head of Analytics

— Errol Musk, Engineer and entrepreneur with global experience in business scaling.

We would love to see you at our booth — C40.

If you would like to discuss a partnership, pilot project, investment, or have interesting applied AI/B2B solutions related to systematic marketplace growth — we should definitely meet.

Those who come to see us in person will be the first to hear some very important news about our work with Huawei.

See you in Kazan!

Today our team presented our products to the Head (President) of the Republic of Tatarstan, Rustam Minnikhanov, at the XX Russian Venture Forum in Kazan.

This year the forum is held under the theme "Technological Leadership — Investing in the Future" and brings together startups, investors, corporations, and teams working at the intersection of science, infrastructure, and applied technology. For us, participating in such a platform is an opportunity to showcase our developments and discuss them in the context of real economics, technological sovereignty, and practical implementation.

Two areas were presented at the II Technology booth.

The first is a proactive marketplace sales management system. This solution allows businesses to respond to changes not after the fact, but in advance: the system calculates optimal actions on advertising and pricing based on the business's revenue and margin goals.

The second area is an autonomous AI computer with its own operating system and proprietary LLM, designed to operate in a closed environment without constant dependence on external infrastructure. Our collaboration with Huawei.

It is also worth noting that the presentation took place at the Russian Venture Forum itself — one of the country's key platforms for technology projects. This year the forum brought together more than 150 high-tech startups, participants from more than 20 countries, and over 6,000 attendees.

We are very glad to be among them. For us, this was an important step in the public presentation of developments that our company is bringing into practical application: from managing marketplace sales economics to building autonomous AI infrastructure. And when such solutions are discussed not in theory but right at the booth — with specific questions and requests for a live demo — that already makes a significant difference for our development.

In April, our team participated in the Russian Venture Forum 2026 in Kazan. For us, this was a working trip with a clear objective: present the project, hold meetings, get market feedback, and discuss further development opportunities with potential partners and investors. We delivered on all fronts.

At the forum, we presented the first working prototype of Altermega for the very first time. During our participation, the team worked at the booth, delivered project presentations, engaged with a targeted audience, and took part in pitches. We prepared both Russian and English-language materials, which proved useful — there were many international participants on the floor, giving us the opportunity to hold negotiations with them as well.

As a result of the trip, we gathered a significant number of valuable contacts. Some are on the commercial side, others on the investment side. For us, this is a solid practical outcome — concrete new connections to build on. With some of them, we are already discussing further collaboration even as we write this article.

We were genuinely pleased by the level of interest in the product itself. At the booth, we demonstrated the working prototype, answered questions, and discussed the practical applications of the project. It was important for us to test how the idea lands in live conversation — and we are glad that this format generated useful reactions and helped us better understand which aspects of the project resonate most with people.

We also delivered several substantive project presentations. One of them ran significantly over the allotted time (we are not complaining), as additional questions and interest in the topic emerged during the talk.

The cherry on top: Following our participation, the Altermega project received the Finalist Diploma of the International Exhibition of Advanced Innovative Projects. A strong result for the trip, we think.

Overall, we consider the trip to Kazan a success. We were able to present the project, hold negotiations, gather interested contacts, and confirm appetite for further dialogue. We are now following up on the forum outcomes and developing the connections made at the event.

We would like to separately thank the forum organizers for the opportunity to participate, and everyone we had the chance to speak with in Kazan — for their interest in the project and the quality of the conversations. Our team members who attended the forum also noted the exceptional level of organization/

Wildberries has launched a digital auto lending service. Users can now not only select a car in the "Automobiles" section, but also submit an application entirely remotely, receive a bank decision, upload passport photos, and sign the agreement with an electronic signature. The first transaction was completed on a Baic U5 Plus at a rate of 0.01% per year under a manufacturer-subsidized program. The service is currently operating in test mode and is available on the web version of the platform.

From a strategic standpoint, the news makes perfect sense. If a marketplace already sells cars, the next logical step is building services around that category: lending, insurance, and additional financial products. Wildberries itself explicitly explains the launch by pointing out that a significant share of new cars in Russia are purchased on credit, and a fully digital transaction makes such a purchase simpler and faster. This is a completely natural evolution of the category.

It is also worth noting that car sales on marketplaces are no longer a novelty. Ozon was the first to launch full online car sales back in 2023, and by the end of 2025 more than 2,300 vehicles had been ordered through the platform. The most expensive purchases in this category included a Range Rover P530 Autobiography priced at 22 million rubles — a transaction we were directly involved in, incidentally. The market is gradually growing accustomed to purchasing technically complex and high-value goods through digital storefronts.

The logic behind Wildberries' move is therefore clear: if a category is taking shape, infrastructure needs to be built around it. For the marketplace, this is a way to increase average order value, go deeper into fintech, and keep customers within its own ecosystem. For buyers, it is a way to remove some of the friction from the process — no need to visit third-party websites, travel to a bank branch, or piece the transaction together manually.

There is another side to this, however.

The launch of subsidized auto loans is happening against the backdrop of notable tension in Wildberries' relationship with its sellers. In March, the company changed its payout rules — proceeds from sales may now arrive not within a week, but at the end of the following month. At the same time, the marketplace offers a "Withdraw Now" service which, according to the official Wildberries instructions, costs 4.3% of the withdrawal amount. As we know, payment issues arose even for some sellers who paid extra for early access to their funds.

This is precisely why the auto lending news reads on two levels. On one hand, the platform is building out services in a high-value product category and strengthening its own fintech. On the other — when money becomes more expensive and slower to reach sellers on the way out, but cheaper and more convenient for buyers on the way in, it is perceived not only as product development, but as a redistribution of financial priorities within the ecosystem.

In my view, the key takeaway here is this: auto loans on Wildberries are an expected development and not a one-off PR move. It is a sign that marketplaces are going deeper into high-value categories and beginning to build fully-fledged financial products around them. For the market, this matters. For buyers, it means convenience. For sellers and partners, it is one more reason to look not only at the growth of the storefront, but at the economics behind that growth.

Author: Ilya Ostrovsky

Introducing our new product: AlexMind

AlexMind is a specialized AI chat for solving business tasks. Built from scratch by our team, it is a working tool for entrepreneurs, executives, and teams who need to quickly understand data, prepare materials, and make decisions without unnecessary manual work. It helps deliver practical results for business.

What AlexMind can do:

— analyze data and identify what matters most;

— help with calculations and conclusions;

— prepare texts, reports, documents, and presentation materials;

— generate ideas, hypotheses, and strategies;

— analyze work situations and suggest the next step;

— turn conclusions into clear tasks for the team.

AlexMind is suitable for those who work with decisions, numbers, texts, and processes every day:

— entrepreneurs;

— executives;

— marketing and sales teams;

— analysts;

— HR and training teams;

— operations teams;

— anyone who wants to move faster from question to action.

The main goal of AlexMind is to save time and improve the quality of decisions. When you need to quickly prepare a document, analyze a large amount of information, find a strong idea, formulate a strategy, or understand what to do next, AlexMind helps you get through this process faster.

Try AlexMind on a real task from your work:

https://ii-tech.ru/alexmind

II Technology at Upgrade Retail: participation highlights

Last week, our team took part in Upgrade Retail, a business platform for representatives of retail, e-commerce, manufacturers, sellers, and service companies. In other words, for the many different professionals across our industry.

For us, it was an eventful and productive working day, with a business program, meetings at the stand, discussions of business challenges, and introductions to companies with which we already see potential for further cooperation.

Upgrade Retail left us with a very positive impression. The event took place over one day, and participants came with a clear purpose: to listen to the presentations, which were genuinely strong; get up-to-date insights on an industry that changes every week; discover new business solutions; and, of course, find new opportunities for growth. These were exactly the opportunities we were there to offer.

At our joint stand with our colleagues from OneWinSeller, we spoke with entrepreneurs, sellers, manufacturers, representatives of service companies, and potential partners. We are happy to say publicly that, thanks to the event, we made many useful contacts and are already discussing further cooperation with them — from support and promotion to analytics and scaling.

Upgrade Retail clearly showed that the market is interested in practical solutions. Many participants came not just to learn about new services, but with a specific goal: to find concrete tools for solving real challenges in their work.

We would like to thank the organizers of Upgrade Retail for creating a high-quality business platform and giving us the opportunity to meet with the professional retail and e-commerce community. We look forward to future meetings!