Boris Hodakel arrived in the UK a decade ago with borrowed funds and a bold vision. Today, his wellness brand Feel boasts an eight-figure turnover, a presence in six global markets, and a revolutionary approach that merges technology with health solutions. In this exclusive interview with The Executive Magazine, the serial entrepreneur shares the journey that transformed a €3,000 investment into a global wellness empire.
From near-bankruptcy to pioneering vegan collagen products, we discover how Hodakel’s technology background created an unprecedented 95% customer retention rate. The founder reveals his unique approach to business resilience, his strategy for expanding into the UAE market, and his vision for integrating artificial intelligence into personalised wellness solutions that are reshaping the industry.
You arrived in the UK a decade ago with just €3,000 to start your first business. What were the most crucial lessons you learned during those early entrepreneurial days that continue to guide your decision-making today?
“The biggest lesson was resilience. When you have limited money, every decision matters. I had to be resourceful, learning digital marketing, SEO, and branding on my own. I also realised that building a strong network is just as important as having cash. Today, I make decisions based on data, stay flexible, and focus on solving real problems, just like I did in the early days.”
Feel has achieved an impressive 95% recurring revenue rate, significantly higher than industry standards. How has your background in technology rather than consumer goods shaped this success?
“Feel is built like a tech company, not a traditional supplement brand. I guess this happens when a guy from tech/SaaS starts a consumer business. We go deep into technology and a lot of data to create a seamless customer experience. Our team is obsessive about convenient software solutions. This means we can personalise products, optimise retention, and keep customers engaged. Most consumer goods companies focus on selling products and discounts —we focus on building long-term relationships through ease of use.”
The wellness supplement industry is notoriously competitive. What specific gaps did you identify in the market that led you to launch Feel in 2019?
“We saw a major gap in the industry—most supplements were full of fillers, outdated formulas, and vague claims. We wanted to change that by creating a brand that is 100% science-first. Everything we do is research-backed, from the ingredients we use to the way we formulate our products. We don’t just follow industry trends—we innovate. If we’re pushing boundaries with tech, we’re doing the same with our supplements. Innovation in both tech and ingredients is in our DNA, and that’s why Feel is different.”
Your company is described as “60% a software business and 40% a beauty-from-within business.” Could you elaborate on how this hybrid model provides competitive advantages in the wellness sector?
“Technology allows us to give customers a better experience. With 30% of our team in tech, we personalise recommendations, automate services, and make ordering simple. Same approach as our formulations. We go deep into the science of ingredients, just as we do with tech.
“Beauty-from-within is a fast-growing, but often overlooked as a category. It’s not just a trend—it’s a real industry and one we’re disrupting. Women’s health and wellness, in particular, has been underserved for years. We’re changing that. Our products, like Feel Pro Collagen and our menopause support range, are market leaders—some of the first of their kind. We don’t just follow what’s already out there; we set new standards, whether that’s through new ingredient combinations or first-to-market research-backed formulas. Our innovations in tech and supplements go hand in hand—when we push boundaries in ML, we’re also pushing boundaries in formulations. That’s how we stay ahead.”
Feel recently expanded into the UAE market. What factors make this region particularly attractive for your business model, and how are you adapting your approach for this new market?
“The UAE has a strong wellness culture and a growing demand for high-quality supplements. People there care about premium health products and are comfortable shopping online, which makes it a great fit for Feel. We’re adapting by localising our marketing, working with key influencers, and making sure our products meet the needs of customers in the region.”
You’ve experienced near-business failure before Feel, being saved by last-minute venture capital. How has that experience influenced your approach to risk and resilience?
“That experience was self-inflicted because I took a high-risk, a calculated bet on myself. Sometimes business bets don’t pay off, but betting on yourself pays off more often than not—that’s what really matters. I put everything on the line because I believed in the vision, and even though I was days away from losing everything, that risk led to something much bigger. Did you know, early-stage investors invest in people and teams first, as ideas and the course of the business will change many times, the person they invested in – will hopefully remain the same person, just with more learnings.
“As a CEO, that experience shaped how I think about risk. It taught me to trust my instincts but also to plan for every possible outcome. I encourage my team to take smart risks, because real growth doesn’t happen when you play it safe. At Feel, we don’t just follow the market—we push boundaries, whether in product innovation, technology, or expansion. That mindset came from betting on myself when the odds were against me, and it’s a core part of how we operate today.”
With 30% of your headcount being developers, how do you balance technological innovation with creating effective wellness products that deliver tangible results?
“It’s not common to have both—a consumer marketing brand and a software company. Most businesses do one or the other. But at Feel, we don’t balance the two; we run them separately. Our software and product teams have different principles, different management, and different expectations. The only thing that unites them is the vision, the mission, and me at the helm, laying out the roadmap.
“There are no strict barriers between the teams, but we allow them to work in isolation so they can go deep without distractions. But we celebrate the wins together. This approach allows us to innovate in both areas at the highest level without compromise.”
Feel is poised to implement more machine learning and AI capabilities. What specific improvements do you envision these technologies enabling?
“AI will help us personalise customer journeys even more. We’ll be able to predict what people need before they even realise it, automate support, and refine our product recommendations. It will also improve inventory management and help us develop new products based on emerging health trends. Just like we innovate in supplements, we’re pushing the boundaries in AI. It’s not just about improving operations—it’s about redefining how wellness works.”
The wellness industry often struggles with trust and transparency issues. How does Feel approach scientific validation and communicate efficacy to customers?
“We focus on being open and honest. Every ingredient we use is backed by science, and we share that research with customers. We don’t make wild claims, and we make sure people understand exactly what they’re getting. We follow clinical studies and published research but make our science claims simple so anyone can understand them. Explaining complex things in simple ways is our superpower. That’s how we build trust—by making sure customers feel informed, not confused.”
Looking ahead, how do you see the intersection of technology and wellness evolving, and what position do you want Feel to occupy in that landscape?
“At the speed things are moving, these two industries—tech and wellness—must become one. The future isn’t just about supplements or AI-driven health—it’s about integrating them seamlessly. Our goal is to be at the forefront of that convergence, setting new standards and leading the way for how people engage with their health.”
