FF Podcast: Stanislav Galandzovskyi on the New Economics of…
The retail trading industry spent years operating under a relatively simple assumption: buy traffic, convert traders quickly, scale aggressively, and rely on introducing brokers or affiliates to fill the gaps. During periods of cheap traffic and strong market participation, that approach worked well enough for many brokers and prop firms. According to acquisition and growth specialist Stanislav Galandzovskyi, those conditions no longer exist, yet much of the industry continues to behave as though they do.
During a FinanceFeeds Podcast interview with FinanceFeeds Editor-in-Chief Nikolai Isayev, Stanislav described a market where customer acquisition costs continue to rise, retention remains underdeveloped, and many firms still underestimate how much trust, content, social proof, and long-term engagement now influence conversion rates. The conversation moved beyond simple marketing commentary and into operational realities inside brokerage and prop firm growth strategies, including funnel design, acquisition economics, regional localization, discount structures, retention systems, and the growing divide between firms investing in long-term infrastructure and those still chasing cheap leads.
Why Isolated Acquisition No Longer Works
One of the central themes throughout the discussion was that isolated acquisition strategies no longer function the way they did several years ago. Stanislav argued that many brokers and prop firms still approach growth as though Google Ads or Meta campaigns alone can produce sustainable profitability. He explained that this was more realistic during earlier market cycles, when traffic was cheaper and competition was less intense, but conditions changed significantly across fintech and trading markets.
“Four or five years ago, firms could launch acquisition campaigns on Google or Facebook and become profitable relatively quickly,” Stanislav commented. “Today, competition across fintech, brokerage, and prop trading is much higher. Traffic became significantly more expensive, customer lifetime value declined, and isolated acquisition no longer works the same way. A company can still generate leads through paid acquisition alone, but payback periods became much longer unless acquisition is supported by retention, social media, PR, education content, and platform optimization.”
Trust Became Part of Conversion Infrastructure
He repeatedly returned to the idea that many trading companies still underestimate how interconnected modern marketing has become. According to Stanislav, acquisition campaigns no longer operate independently from social proof, reputation, or trust infrastructure. Traders increasingly compare platforms side by side, research firms across multiple channels, and use social activity itself as evidence of legitimacy.
“A trader might open ten prop firm websites or ten brokerage websites at the same time,” Stanislav said. “The dashboards look similar, the websites look similar, and the offers look similar. The client needs an additional reason to trust one company over another. If one broker actively posts on social media, appears in articles, maintains educational content, and has visible engagement, while another broker has not updated Instagram in three years, the difference becomes psychological. The trader starts questioning whether that broker even continues operating.”
Trust became one of the interview’s strongest recurring themes. Stanislav argued that many firms still treat branding, PR, Trustpilot management, social engagement, and educational ecosystems as secondary marketing layers rather than core conversion infrastructure. He explained that traders became far more cautious after years of broker scandals, failed prop firms, payout disputes, and disappearing platforms. That caution now directly shapes conversion behavior.
“If somebody buys a ten-dollar product in ecommerce, maybe they do not care about researching the company deeply,” he said. “But brokerage is different because traders deposit real money, often hundreds or thousands of dollars. They want proof that they can withdraw funds later. They search review websites, social media accounts, articles, and comparison platforms because they want confirmation that the company exists, operates normally, and continues paying clients.”
Why Brokers and Prop Firms Need Different Funnels
The discussion then moved into one of the biggest structural differences between prop firms and brokerages. Stanislav explained that while both industries use similar acquisition channels, including Meta, Google, affiliates, influencers, PR, and social media, the underlying economics and customer journeys are fundamentally different. Prop firms often optimize around repeated challenge purchases, while brokerages optimize around longer-term trader value, deposits, and retention.
“For brokers, the ideal client might be somebody capable of bringing one million dollars over time,” he commented. “For prop firms, the ideal client is often somebody who buys multiple challenges repeatedly. From my experience and discussions across the industry, the average prop firm needs roughly between 4.5 and 5.5 challenge purchases per client to build sustainable economics. If the client buys one challenge and disappears, the business model becomes much more difficult.”
He also explained that brokerages continue underestimating how long conversion windows actually became. According to Stanislav, many firms still expect acquisition to generate immediate profitability even though the customer journey increasingly stretches across multiple weeks or months.
“Approximately 88% of first-time deposits happen during the first three weeks after registration,” he said. “Maybe around 30% happen during the first day and another 20% during the following several days, but most conversion activity still happens inside those first weeks. Many brokers continue acting as though a trader clicks a banner, registers, deposits immediately, and starts generating revenue the same day. In reality, traders compare multiple brokers, research regulation, read reviews, and evaluate products before funding accounts.”
Cheap Leads Are Often Expensive Customers
That transition led naturally into one of the interview’s most detailed sections: the industry obsession with cheap leads. Stanislav described how management teams often pressure marketing departments to reduce acquisition costs while sales teams simultaneously complain about lead quality. He argued that many firms continue focusing on surface-level metrics without understanding the deeper economics underneath those numbers.
“A common situation is management asking for cheaper leads while sales teams complain that the leads are low quality,” he said. “Then marketing improves quality, acquisition costs increase, sales become happier, and management complains again because the leads became more expensive. This cycle repeats constantly because firms focus too heavily on cost-per-lead metrics instead of analyzing actual customer value, repeated deposits, retention, and long-term profitability.”
The conversation also included several concrete acquisition benchmarks rarely discussed publicly by brokerage executives. Stanislav noted that some brokers currently consider approximately €1,500 per funded account in Germany relatively acceptable under current market conditions. He contrasted this with cheaper lead markets such as Latin America, where lead costs may appear significantly lower but often produce weaker long-term economics.
“Germany might cost around 1,500 euros per funded account today, and some firms already consider that almost cheap,” he said. “Meanwhile, some LATAM leads can cost five or seven dollars, which sounds attractive on paper. But the probability of finding higher-value clients in Germany is much greater. This is why focusing only on cheap acquisition becomes dangerous because lower acquisition costs do not automatically mean higher profitability.”
The Industry Still Underinvests in Retention
Retention emerged as another major weakness across the industry. Stanislav argued that while many brokers built retention departments around phone sales teams, relatively few developed modern retention marketing systems using behavioral segmentation, app engagement, education flows, and automated communication.
“Most brokers already have huge amounts of customer data because many users complete KYC even before funding accounts,” he said. “The company already knows where the client comes from, what products interest them, what assets they viewed, and how they behave inside the platform. But many firms still only send generic messages asking clients to deposit money instead of using that data intelligently.”
He pointed specifically to mobile applications as one of the industry’s underused communication channels. According to Stanislav, brokers frequently spend heavily acquiring users into mobile ecosystems and then barely communicate with them afterward.
“I have maybe fifteen or twenty brokerage apps installed on my phone, and only a few actually send meaningful notifications,” he commented. “The broker already has direct access to the user’s device, but they rarely use it properly. Instead of generic ‘deposit now’ messages, firms could send educational content, market updates, or trading ideas connected to the trader’s interests. For example, during strong gold rallies, brokers could send historical market analysis or educational material explaining how previous gold cycles behaved rather than simply pushing for deposits.”
How Extreme Discounts Damaged Prop Firm Economics
The interview also explored one of the most controversial trends inside prop trading: aggressive discounting. According to Stanislav, many firms effectively commoditized their own products through constant promotions and large percentage discounts designed to accelerate short-term growth.
“Many prop firms look almost identical today,” he said. “The dashboards are similar, the rules are similar, and the challenge structures are similar. Because of this, companies started competing through discounts. Some firms offered 70%, 75%, even 85% or 89% discounts. The problem is that traders quickly become conditioned to buying only discounted challenges.”
He argued that the strategy often damages long-term retention because traders lose any incentive to purchase challenges at full price later. According to Stanislav, several prop firms achieved strong short-term acquisition numbers while weakening the sustainability of the business itself.
“If a trader buys a challenge for 30% of the normal price, why would they later pay full price for the same product?” he asked. “Some firms generated huge volumes of first purchases but failed to create healthy retention economics. A lot of prop firms that relied heavily on extreme discounts eventually closed because clients purchased one challenge and disappeared.”
Why Localization Means More Than Translation
Regional expansion strategy formed another important section of the conversation. Stanislav argued that many firms still misunderstand localization by treating it purely as translation rather than cultural adaptation. He gave examples of companies using global promotional templates across regions without adjusting messaging, visuals, or campaigns to local audiences.
“Some firms simply copy campaigns from Europe into completely different markets,” he said. “You can even see Christmas campaigns running in Saudi Arabia or other Muslim countries. Technically, the campaign still exists and generates impressions, but culturally, it does not make sense. Localization is not only about translating the website. It is about understanding how traders in that region think, what products they prefer, and what type of messaging actually resonates.”
He suggested that Asia currently offers stronger opportunities for prop firms than many Western regions because competition remains lower while trading interest remains high. At the same time, he argued that Latin America underperformed relative to expectations in prop trading.
“If somebody asked me whether to start in the UK or Asia today, I would probably choose Asia,” Stanislav said. “The UK remains important, but competition became extremely aggressive. In prop trading specifically, some Asian regions currently offer stronger economics. LATAM is actually weaker than many people expect in prop trading right now. In some cases, Africa even performs better.”
The IB Model No Longer Guarantees Survival
The discussion also touched on introducing broker dependence across retail brokerage. Galandzovskyi argued that many firms still rely heavily on legacy IB models because they remain uncomfortable with modern acquisition economics, where firms spend heavily upfront without immediate guarantees of profitability.
“Some brokers still do not even have proper affiliate systems because they remain focused almost entirely on IB relationships,” he said. “With IBs, firms usually pay after deposits arrive. With direct acquisition, the company spends money up front and may wait many months before recovering acquisition costs. Many brokers still psychologically struggle with this shift.”
He warned that acquisition economics will likely become even more difficult during the next several years as larger brokers accept longer payback periods and compete more aggressively for higher-value clients.
“Some firms are already prepared to wait twelve or even eighteen months for acquisition payback,” Stanislav commented. “That means they are willing to pay much higher CPAs than before. If a broker delayed building direct acquisition capabilities during the last several years, entering the market later will become significantly more expensive.”
Why Acquisition Costs May Keep Rising
The interview ultimately presented a picture of an industry entering a more mature and operationally demanding phase. Cheap traffic became harder to find, traders became more skeptical, and acquisition itself became more dependent on trust, retention, education, and brand infrastructure. According to Stanislav, firms still approaching growth as a short-term lead-generation exercise may struggle as competition continues intensifying across both brokerage and prop trading.
Takeaway
Stanislav Galandzovskyi’s interview outlined a trading industry moving away from easy acquisition economics and toward a more complex ecosystem built around trust, retention, and long-term customer value. The discussion highlighted how many brokers and prop firms still depend too heavily on isolated acquisition, cheap leads, aggressive discounts, or legacy IB models while underinvesting in owned traffic, education content, behavioral retention, and social proof.
The interview also introduced concrete benchmarks rarely discussed publicly, including 88% of first-time deposits occurring within the first three weeks after registration, German funded account acquisition costs around €1,500, and prop firms requiring roughly 4.5 to 5.5 challenge purchases per client to maintain sustainable economics. According to Galandzovskyi, the firms best positioned for the next phase of competition will likely be those capable of combining acquisition with stronger retention systems, localized positioning, and broader marketing ecosystems rather than relying purely on paid traffic alone.
Read More