How to create it. How to keep it.
THE MARKET LANDSCAPE HAS BEEN A UNIVERSAL CHALLENGE FOR THE DIRECT SELLING INDUSTRY IN 2024 .
This year, the World Federation of Direct Selling Associations (WFDSA) reported a continued decline in overall distributor numbers in North America, and it has not been uncommon for typically powerhouse companies to release revenue reports that show sequential decreases following the post-pandemic highs seen in 2021 and 2022.
Among the crowd, however, 12 North American companies with annual revenues exceeding $50 million have risen to the top, exhibiting not only resilience but an ability to create something every company wants: momentum. Direct Selling News sat down with the CEOs of these revenue-driving companies to learn from their business strategies and what it means to design a healthy company culture during rocket ship growth.
All companies featured in this article had a minimum of $50 million in annual revenue and 25% growth year-over-year in 2024. This list is not all inclusive. If you believe your company should be included on this list, please let us know so we can keep track of your important advancements at pr@directsellingnews.com.
ACTIVZ
FOUNDED | 2017
CO-CEOs | RYAN THOMPSON & DAVID BROWN
KEY STAT | TRIPLE-DIGIT GROWTH IN 2023 WITH MOMENTUM IN VIRTUALLY ALL MARKETS WORLDWIDE
RYAN THOMPSON AND DAVID BROWN LIKEN THEIR EXECUTIVE LEADERSHIP to a basketball team that has played together for many years. ACTIVZ’s top-tier leaders have worked together for at least a decade, some for as many as two, which allows them to pivot quickly while staying aligned with each other and their mission.
Q: WHAT HAVE BEEN THE KEY MOMENTUM DRIVERS FOR ACTIVZ DURING A SEASON THAT HAS PRESENTED SIGNIFICANT CHALLENGES FOR THE INDUSTRY?
A: WE DON’T PURSUE DIFFERENTIATION FOR DIFFERENTIATION’S SAKE. Companies can get lost chasing their tails in that never-ending pursuit, and it’s not what drives leaders. What drives leaders are value and viability. We have always focused on the value proposition of our best-in-class products and what makes them unique in the marketplace: epigenetics. We also designed our compensation structure with a bottom-up approach to growth, placing a premium on making a really strong middle class of distributors. We wanted to offer more money on the same amount of volume in low- to mid-level ranks than they would be able to earn at other companies. People stay with you longer when they make more money than they could somewhere else, and that trickles upwards. It adds to our leaders’ checks and places a value on our middle ranks.
Q: HOW HAVE YOU WORKED TO BUILD A HEALTHY COMPANY CULTURE ALONGSIDE THIS STRONG MOMENTUM?
A: OUR MANAGEMENT PHILOSOPHY IS NOT COMPLICATED. We prioritize how we treat each other, listen to each other and expect the same to occur throughout the rank and file of the company. That’s our expectation and how we preserve culture. One thing we’ve discovered over the years is that culture can get lost, and it gets lost when how we treat each other changes. We recognize talents and abilities; we largely promote from within; and we recognize people’s internal strengths. That goes a long way toward culture because people realize that they are seen as more than a rank or a dollar sign—they are seen as a person of value.
Bravenly Global
FOUNDED | 2020
CEO | ASPEN EMRY
KEY STAT | REVENUE GROWTH FROM $8M IN 2022 TO $19M IN 2023, WITH EXPECTATIONS TO DOUBLE IN 2024
BRAVENLY GLOBAL LAUNCHED IN DECEMBER 2020, right in the middle of an economic and social storm. As a result, the company has always operated in a way that is comfortable making constant adjustments and pivots and thrives on collaboration and attention to detail. Being what Aspen Emry calls “good stewards” of their finances means they prioritize people over profits and diligently plan and save for future expansions and task optimizations.
Q: WHAT HAVE BEEN THE KEY MOMENTUM DRIVERS FOR BRAVENLY DURING A SEASON THAT HAS PRESENTED SIGNIFICANT CHALLENGES FOR THE INDUSTRY?
A: A HUGE PART OF OUR GROWTH AND MOMENTUM HAS BEEN OUR COMMITMENT to embrace both social media and in-person building. In any given month, we have hundreds of field-led events hosted all across the nation. At each one, guests are invited to sample our products and learn about our Customer, Affiliate and Brand Partner options in a fun and casual environment. My husband and I, along with our five children, travel to many of the events and our commitment as a Founding Family has built trust and commitment within our community. They know we are committed to them and that we are obsessed with customer retention and creating a great customer experience.
Q: HOW HAS YOUR LEADERSHIP STRATEGY HELPED YOU MAINTAIN PROFITABILITY AND FLEXIBILITY?
A: FLEXIBLE IS JUST WHO WE ARE. As traditional business owners first and field leaders during that time, flexibility was a necessity. We stayed committed to our goals but recognized that new strategies and tools (like AI) would come along periodically to change the methods. We don’t let salaries and spending get out of hand, and we don’t spend anything we don’t have to. If it’s not going to serve our field well, impact our customers or do something amazing for our future growth, it doesn’t happen. It sounds basic, but every single penny that comes into Bravenly is allocated somewhere even if it’s to a specific account for something in the future. For us, it all comes down to stewardship and recognizing that there will be ups and downs and surprises in any business, and we want to be prepared when they happen.
Immunotec
FOUNDED | 1996
CEO | MAURICIO DOMENZAIN
KEY STATS | 89% CUSTOMER GROWTH; 38% GROWTH IN NEW GLOBAL RECRUITS; FOUR NEW MARKETS; $25M INVESTMENT IN MANUFACTURING
IMMUNOTEC THRIVES ON FACE-TO-FACE CONNECTIONS. In 2024, they hosted more major global events than ever before, setting a record with all four of its Q1 2025 conventions selling out in under three days. Immunotec’s commitment to building a strong, engaged community has driven their global expansion, with recent market openings in Germany, Austria and Switzerland—and they will soon launch in France.
Q: WHAT HAVE BEEN THE KEY MOMENTUM DRIVERS FOR IMMUNOTEC DURING A SEASON THAT HAS PRESENTED SIGNIFICANT CHALLENGES FOR THE INDUSTRY?
A: OUR DIFFERENTIATION LIES IN THE COMBINATION OF INNOVATIVE, SCIENTIFICALLY VALIDATED PRODUCTS and the strength of the ImmunotecPro community. Over the past 12 months, we’ve invested extensively to expand our capabilities and grow our team, adding new senior leaders who bring unparalleled expertise. Each of these leaders’ teams have grown, equipping us to drive innovation, enhance our operations and deepen our product research. We’ve also invested heavily in both infrastructure and support, putting $25 million into a state-of-the-art manufacturing facility and an additional $6 million in enhanced consultant tools and technology, including web improvements and a dedicated app. These investments provide the backbone for a resilient, innovative platform that allows our community to excel and meets the evolving needs of our Consultants and customers worldwide.
Q: HOW HAVE YOU WORKED TO BUILD A HEALTHY COMPANY CULTURE ALONGSIDE THIS STRONG MOMENTUM?
A: HAPPINESS IS AT THE HEART OF IMMUNOTEC’S SUCCESS. We are committed to fostering a culture where people come first, rooted in happiness, health, and connection. Immunotec fosters a community where individuals find purpose and joy in their work, which, in turn, drives growth and impact. By hosting immersive events that foster trust and shared purpose, we create a joy-centered culture that attracts and retains motivated individuals naturally. This people-first approach has been key to Immunotec’s strength, creating a resilient community where success is an enjoyable, shared journey at every level.
inGroup
FOUNDED | 2015
CO-CEOs | MICHAEL “HUTCH” HUTCHISON & FRANK CODINA
KEY STATS | +48% GROWTH IN ASIA PACIFIC; SERVED 450,000+ TRAVELERS
A GLOBAL FOOTPRINT HAS ENSURED INGROUP’S MOMENTUM CONTINUES BUILDING. Slowdowns in one market are offset by growth in others, translating to a pattern of paying out more commissions each year than the last. To date, inGroup has paid its Partners more than $375 million.
Q: WHAT HAVE BEEN THE KEY MOMENTUM DRIVERS FOR INGROUP DURING A SEASON THAT HAS PRESENTED SIGNIFICANT CHALLENGES FOR THE INDUSTRY?
A: INGROUP’S LEADERSHIP TEAM IS COMMITTED TO CONTINUOUS AND PROACTIVE PROBLEM SOLVING. COVID was a true stress test for us, and yet the company grew stronger and set the stage for continued growth. We’ve had remarkable performance despite industry challenges and that is driven by a proven core model and our ability to continually build and improve upon existing programs. We are committed to the direct sales model and our Partners largely trust this. That, combined with our substantial investments in technology that included a five-fold expansion of our tech team, have enabled us to maintain strong member engagement. We recently rolled out our revamped inStays platform and new inTours product, both of which are contributing to consistent revenue growth from both new and existing Members and Partners.
Q: HOW HAS YOUR LEADERSHIP STRATEGY HELPED YOU MAINTAIN PROFITABILITY AND FLEXIBILITY?
A: BLENDING BEST PRACTICES AND BACKGROUNDS from several industries, including technology, leadership, development, direct sales and travel has made us difficult to replicate. We leverage the fact that we have fewer obstacles to operating globally than most direct sales companies, and we actively evolve our core programs to not only embrace the desires of today’s traveler, but also help our Members travel sooner and our Partners earn faster. Our leadership team pays attention to Partner and Member feedback and our transparency and commitment to always doing business the right way with careful self-regulation has kept us ahead of many common industry critiques. When we have encountered opposition, we’ve taken it head-on as a strong and convicted advocate of the industry. That positions us to be a formidable force in travel rewards.
LifeWave
FOUNDED | 2004
CEO | DAVID SCHMIDT
KEY STAT | DOUBLE-DIGIT, YEAR-OVER-YEAR GROWTH
LIFEWAVE’S FOCUS ON PRODUCT AND TECHNOLOGY INNOVATION has created a culture within the company and in the field that has allowed them to collectively adjust, transform and deliver lasting value in today’s rapidly changing direct sales landscape.
Q: WHAT HAVE BEEN THE KEY MOMENTUM DRIVERS FOR LIFEWAVE DURING A SEASON THAT HAS PRESENTED SIGNIFICANT CHALLENGES FOR THE INDUSTRY?
A: AT LIFEWAVE, WE MANUFACTURE OUR TECHNOLOGY at our state-of-the-art manufacturing facility and apply advanced forecasting methodologies. With this approach, we stay ahead of our own growth to avoid inventory problems like “stock-outs.” Because our LifeWave products are patented and unique in the marketplace, it prevents copycat products from diminishing our product’s value and exclusivity, which is critical for success in direct selling. We’ve also increased our focus on supporting our strategic initiatives with tiered field communications to improve information channels and make them more timely, informative and transparent. This move has solidified even more trust within the LifeWave community and has allowed us to implement necessary change and keep up with accelerated transformation.
Q. HOW HAVE YOU WORKED TO BUILD A HEALTHY COMPANY CULTURE ALONGSIDE THIS STRONG MOMENTUM?
A: WE ARE CELEBRATING OUR 20TH ANNIVERSARY THIS YEAR with “Be the Light” as the foundation for the next stage of our brand transformation. Our continued investment in research and development and the Brand Partner experience demonstrates our unwavering commitment and respect for the channel and the people working within it. We take great pride in doing direct selling the right way and hold each other accountable to a higher cultural standard of integrity and innovation. Our LifeWave senior leadership team is filled with high-integrity, seasoned individuals who are unified in building high-performance teams in their respective areas.
LiveGood
FOUNDED | 2022
CEO | BEN GLINSKY
KEY STAT | 1.5M+ MEMBERS IN UNDER 2 YEARS
FULL TRANSPARENCY, FAST AND DECISIVE DECISION MAKING and doing the right thing are LiveGood’s top priorities. LiveGood CEO Ben Glinsky sees business as a team effort that leaves room for growth when the inevitable mistake happens. Leading by example with love and kindness is his go-to mantra.
Q: WHAT HAVE BEEN THE KEY MOMENTUM DRIVERS FOR LIVEGOOD DURING A SEASON THAT HAS PRESENTED SIGNIFICANT CHALLENGES FOR THE INDUSTRY?
A: WE BUILT LIVEGOOD TO ALIGN WITH WHERE AND HOW PEOPLE ARE SPENDING THEIR MONEY. Most network marketing companies are still trying to sell products at a significant markup so they can pay big commissions in a compensation plan. Companies can either align themselves with economic trends and give themselves a chance to win or completely ignore them and lose. Buying habits have shifted away from expensive goods toward affordability and value, and people are becoming savvy shoppers by comparing prices. Consumers are not going to buy a product at an inflated cost when they can find a better one on Amazon for half the price.
Q: HOW HAS YOUR LEADERSHIP STRATEGY HELPED YOU MAINTAIN PROFITABILITY AND FLEXIBILITY?
A: YOU NEED TWO THINGS TO RUN A PROFITABLE COMPANY: income (customers buying product) and low overhead (spending less than you make). We keep our overhead super low. We don’t have an expensive corporate office; we have zero salaried corporate officers. Our highest paid employees are our customer service manager, warehouse manager and head programmer. We are 100 percent debt free. All of this allows us to offer the highest quality product at just a few dollars above cost and still maintain profitability and scalability. We’re just getting started and expect to be at over 20 million members in the next three years.
OLIVEDA / Olive Tree People
FOUNDED | 2003 (GERMANY), 2023 (US)
CEO | THOMAS LOMMEL
KEY STAT | 2850% INCREASE IN SALES IN THE FIRST YEAR
OLIVEDA’S OLIVE TREE PEOPLE IS MORE MOVEMENT THAN BRAND. The company’s waterless beauty products focus on holistic practices that don’t sacrifice efficacy, and its direct-to-consumer market approach in the US is backed by a strategic retail model in Europe. Olive Tree People’s explosive momentum, which included a 2,850 percent increase in sales in its first year, led the company to establish its own warehouse operations and in-house logistics team to control inventory flow and fulfillment.
Q: HOW HAS YOUR LEADERSHIP STRATEGY HELPED YOU MAINTAIN PROFITABILITY AND FLEXIBILITY?
A: OUR DIRECT-TO-CONSUMER MODEL HAS BEEN THE CORNERSTONE of our flexibility and profitability, allowing us to remain agile in a constantly changing market. For instance, we’ve created exclusive incentive programs—one of our most unique offerings is a trip to our olive groves in Spain, where consultants get a firsthand look at our sourcing and production process. This deepens their connection to the brand and reinforces their role as brand ambassadors. Moreover, we believe that incentive trips should offer profound experiences rather than just exotic getaways. We take our team on journeys that create lasting memories, such as seeing how we set up water wells in Africa. These experiences highlight the connections between memories, emotions and personal growth, empowering individuals to break free from limiting beliefs and create a future aligned with their desires and intentions—a truly healing experience.
Q: WHAT UNIQUE LEADERSHIP STRATEGY HAS HELPED YOU BUILD A HEALTHY COMPANY CULTURE WHILE ALSO MAINTAINING POSITIVE MOMENTUM?
A: REGULAR ENGAGEMENT IS ESSENTIAL which is why, since our inception, we have placed great emphasis on training from the very beginning. These experiences have been vital in building long-term loyalty with both customers and consultants. Additionally, we host various live and virtual events several times a week, cultivating a dynamic, supportive network. These interactions have energized our internal team and created shared momentum within the community, fueling ongoing growth. For example, our weekly virtual wellness sessions have led to a 20 percent increase in consultant retention and a noticeable rise in product education and advocacy.
Partner.Co
FOUNDED | 2023
CEO | DARREN ZOBRIST
KEY STAT | COMPANY GROWTH +25%; BRAND PARTNERS ENROLLMENTS +52%; NEW CUSTOMERS +68%
PARTNER.CO’S QUICK ADAPTATION TO SHIFTING MARKETS, its consistent scheduling of digital improvements throughout the year and strategic investments to strengthen its global supply chain are all driven by its need to achieve excellence. The company leans on the mantra “we’re not ones to settle for good enough,” and it values its Brand Partners as true partners, working closely with field leaders to align on strategy and generate more business activity worldwide.
Q: WHAT HAVE BEEN THE KEY MOMENTUM DRIVERS FOR PARTNER.CO DURING A SEASON THAT HAS PRESENTED SIGNIFICANT CHALLENGES FOR THE INDUSTRY?
A: ONE OF OUR CORE VALUES IS “EXCELLENCE IN EVERY ACT.” This commitment means we’re focused on innovation, adaptability and collaboration with our Brand Partners who deeply understand their customer base. Our global team is relatively small, meaning we can stay imaginative and agile, and we’ve onboarded new leadership to breathe life into each department—trimming the fat where we can and making critical improvements to benefit all processes. We’ve revamped our product approach to allow customers to find precision nutrition solutions that give them the specific, lasting results they need, and this ongoing shift has reinforced our focus on customer health and transparency. We also consider ourselves in competition with every online retailer—not just our industry peers—so we invest in digital engagement tools like our Partner.Co Share platform, which centralizes our marketing and sales resources for Brand Partners.
Q: HOW HAVE YOU WORKED TO BUILD A HEALTHY COMPANY CULTURE ALONGSIDE THIS STRONG MOMENTUM?
A: WE BELIEVE THAT A HEALTHY COMPANY CULTURE STARTS AT THE TOP. Since Partner.Co’s launch, we’ve brought on an entirely new leadership team, each an expert in their craft who prioritizes a culture of excellence, transparency and empowerment. We align on business goals company wide with a strong social impact and health-focused mission, creating an environment where employees know they’re part of something meaningful.. We want every single person who works for Partner.Co or partners with us in the field to feel a sense of shared purpose, which is essential for maintaining engagement in today’s climate and share a positive outlook for the company.
QuiAri
FOUNDED | 2019
CEO | BOB REINA
KEY STATS | 2024 REVENUE EXPECTED TO TRIPLE FROM 2023
IN A WORLD WHERE THE GIG ECONOMY HAS MADE PAYDAYS quicker than ever, QuiAri has focused on how to stay relevant. The company’s “5-Minute Pay Compensation Plan” pays Promoters within five minutes after a sale is made, and Promoters have the option to load their commissions to a QuiAri-branded Visa black card. For QuiAri, it’s all about innovation and removing roadblocks for Promoters working to build their business and earn additional income.
Q: WHAT HAVE BEEN THE KEY MOMENTUM DRIVERS FOR QUIARI DURING A SEASON THAT HAS PRESENTED SIGNIFICANT CHALLENGES FOR THE INDUSTRY?
A: KEEPING OPERATING COSTS AS LEAN AS POSSIBLE, focusing heavily on global expansion and maintaining scalability have all contributed to our success. We have a special term for it: Controlled Urgency. Since everything is done in-house, including our world-class technology, we have been able to avoid typical obstacles. QuiAri is one of the few companies with an internal, full-time IT team, meaning our front- and back-end systems are all controlled and monitored by our talented team of experts. Our internal QuiAri team consists of the best and most experienced minds in the world. We all share the same mindset, allowing QuiAri to grow rapidly, yet still maintain our fundamentally important core values and principles.
Q: HOW HAS YOUR LEADERSHIP STRATEGY HELPED YOU MAINTAIN PROFITABILITY AND FLEXIBILITY?
A: QUIARI’S BUSINESS STRATEGY IS AND HAS ALWAYS BEEN doing what is ethically right and putting people first. Our three products, which form QuiAri’s Youth Activation System, are available in over 100 countries. The only place to purchase them is from QuiAri. We then dialed in every detail of our branding, taking into consideration all of our customers’ and promoters’ needs, wants and desires. But we didn’t stop there. All of our products are offered in single servings as well.
This makes it convenient and easy to “Try. Love. Share.” them with everyone they know. We also have the world’s first and only 5-Minute Pay Compensation Plan as well as one of the strongest infrastructures the industry has ever seen, as well as an unbeatable business model. Although we are a global company, we have the mindset and agility of a much smaller business, but the resources of a much larger company. This mindset has helped us maintain flexibility to fuel growth and longevity in many markets around the globe.
The Super Patch Company
FOUNDED | 2022
CEO | JAY DHALIWAL
KEY STAT | $60M 2023 REVENUE
JAY DHALIWAL SPENT 15 YEARS AND $25 MILLION DEVELOPING HIS OWN TECHNOLOGY before launching what he calls his “homegrown” business, The Super Patch Company. “Innovation is everything,” according to Dhaliwal, and owning his own intellectual property has provided security; helped the company survive inflation; and has given it a unique value proposition that won’t rise and fall with the tide of ever-changing fads.
Q: WHAT HAVE BEEN THE KEY MOMENTUM DRIVERS FOR SUPER PATCH DURING A SEASON THAT HAS PRESENTED SIGNIFICANT CHALLENGES FOR THE INDUSTRY?
A: SINCE INCEPTION WE HAVE TAKEN A VERY PROCTOR & GAMBLE APPROACH to our product, price and promotion. We built our entire business on understanding what our market advantages are and what positions us differently, not only in the network marketing world, but any world. I think a lot of that discipline is missing from the direct selling industry, where price and promotion is a function of the business model, as opposed to being a strong business and building the channel around it.
Our biggest, unassailable advantage is our price point. We did a 10,000-person pricing exercise in the US asking people what they would pay for a month’s supply. That’s how we got to $60. This is going back to that Proctor & Gamble way—you have to test everything. We tested for branding, color schemes, packaging, everything so that it was designed for the end user. Then we used that data to make solid business decisions and worked backwards to build an economic model on that final price. We didn’t force it into our comp plan. We built our comp plan based on what our end users wanted to spend on the product.
Q: HOW HAVE YOU WORKED TO BUILD A HEALTHY COMPANY CULTURE ALONGSIDE THIS STRONG MOMENTUM?
A: TRANSPARENCY WITH LEADERSHIP AND THE FIELD IS VITAL because we win together. We have a very good compensation plan that we launched in January 2023, but we’re always looking for ways to improve it. I know what the business can afford to pay. Once we had a year and a half of data, I found efficiencies for ways to add more. When other companies are cutting back, we added more. Why? Because we had the data to make the analysis and do the right thing.
Think+
FOUNDED | 2023
CEO | MICHAEL FALLQUIST
KEY STAT | DISTRIBUTORS INCREASED 112% IN THE PAST 12 MONTHS
ENERGY IS AN ESSENTIAL SERVICE, MEANING IT’S SOMETHING EVERYONE NEEDS. But Michael Fallquist is taking that one step further with Think+ by making energy an empowering choice as well. Through proprietary technology that unlocks more value for customers and puts them in the driver’s seat of their energy usage, Fallquist is making energy affordable, accessible and sustainable, and his company’s opportunity even more relevant for today’s consumer.
Q: HOW HAS YOUR LEADERSHIP STRATEGY HELPED YOU MAINTAIN PROFITABILITY AND FLEXIBILITY?
A: NO ONE HAS THE TECHNOLOGY WE DO AND IT’S TRANSFORMING the ways our Think+ Energy Advisors (EAs) engage with their communities. Our proprietary platform seamlessly integrates data science with advanced customer relationship management tools, which enables our EAs to acquire and retain customers more efficiently.
We’ve simplified the entire process by leveraging automation, predictive analytics and machine learning to offer personalized insights on the best strategies for success in each market. It’s the fusion of data-driven insights with easy-to-use technology that positions us ahead of the competition, driving profitability and flexibility in a way no one else can replicate.
Q: HOW HAVE YOU WORKED TO BUILD A HEALTHY COMPANY CULTURE ALONGSIDE THIS STRONG MOMENTUM?
A: WE WORK SEAMLESSLY WITH OUR FIELD LEADERS to build a network marketing opportunity that genuinely empowers both our corporate team and our EAs, and we’ve approached this by fostering transparency, open communication and strong relationships. We prioritize accessibility and connection and host weekly Fireside Chats and online Office Hours twice a week when EAs can join to ask questions, get support or simply spend time with the corporate team in a more casual, friendly environment. Our Think Leadership Council (TLC) is a collaboration between corporate team members and top EAs, which gives us real-time feedback and insights from the field. It marries the personal insights of the TLC with analytics to allow us to stay agile, identify and address challenges and create strategies that reflect the evolving needs of our business.
THREE
FOUNDED | 2023
CEO | DANIEL PICOU
DANIEL PICOU IS ALL ABOUT TRACK RECORD. Every layer of THREE is backed by experience—from material suppliers to the executive team—and Picou’s own success in the direct selling industry on a global scale has had profound influence on the vision he casts for his growing company.
Q: WHAT HAVE BEEN THE KEY MOMENTUM DRIVERS FOR THREE DURING A SEASON THAT HAS PRESENTED SIGNIFICANT CHALLENGES FOR THE INDUSTRY?
A: WHERE THERE ARE CHALLENGES, THERE ARE OPPORTUNITIES if you stay open to new ideas, remain adaptable and keep your pulse on what is happening. As a team, we have stayed focused on making sure we have the right partners from a vendor standpoint. The partners we have chosen have been both flexible and able to deliver on our plan of expansion and growth, which has been vitally important. Our manufacturers and supply chain have years of experience and are at the top of their game. We won’t ever experiment with someone who doesn’t have a long track record of delivering results. As for our corporate team, the past can be one of the greatest teachers, so we selected leaders with lengthy hands-on industry experience. We make decisions as a team and then accomplish our goals together.
Q: HOW HAVE YOU WORKED TO BUILD A HEALTHY COMPANY CULTURE ALONGSIDE THIS STRONG MOMENTUM?
A: WE ARE VERY PROUD OF THE AMAZING GROUP OF LEADERS who represent us daily in various markets around the world. We are less focused on revenue numbers and more focused on attracting the right people to our community. I believe that everyone brings a unique talent to the table, and part of our responsibility as leaders is to recognize these talents and help people maximize them in a way that helps the overall team. From a corporate standpoint, we have tried to foster a healthy culture of inclusiveness and team building where we work hard but also have a lot of fun together. I operate by the philosophy of “the best idea wins.” It doesn’t matter who brings the idea, so long as it moves the company towards our vision. If it does, we march forward as a group.
From the December 2024 issue of Direct Selling News magazine.
