For me, real business growth is not luck — it comes from real work, where I actually learned effort, bookkeeping and responsibility. That was the beginning of a path I now apply to business consulting and development — a path that started in the health market but did not stop there.
In 2018 I entered the MBA program at the Faculty of Economics, Tehran, and studied marketing academically. What I read in class looked completely different in the real market — and that gap between theory and reality pushed me toward practical work.
I built the startup 'Nashta' in online food ordering — a service where we had to build the whole chain from zero: onboarding restaurants, delivery logistics, payments and earning user trust. Covid in 2019–2020 ended that path; but the experience of building a business from zero through operations to its closure can't be learned anywhere except in practice.
Out of that failure I entered medical marketing — a market that few in Iran truly work. My first serious project was a maxillofacial radiology center in Saadat Abad: from branding and identity to website, SEO, Google Ads, Instagram and a patient acquisition & scheduling system. The result in two years: 400% growth for the center.
That experience grew into a company: RETA. For years we worked with dozens of dental clinics, laboratories and radiology centers — building for each one a brand, a website, patient-acquisition channels and result-tracking tools; in total, more than 34 projects in the health sector. In 2025 we decided to close RETA — not out of failure, but by choice.
The choice was simple: concentrate all that experience into one brand — my own name, Navid Eskandari. Today, instead of a company, I work directly with businesses: from clinics and service businesses to other sectors — for example, consulting for the company Radota in the immigration field. My method is not tied to one industry: the six pillars of a business are the same in every field.
These years taught me that most businesses do not suffer from a lack of advertising; they suffer from the wrong priority. That is where I start now: understanding the business, finding the real bottleneck, and building the development path together with the owners. If you would like to build that path for your business, it starts with one conversation.
