brand-logo
Subscribe

ASEA Reaches Milestone of 50 Million Products Sold

by

ASEA LLC announced it has now sold more than 50 million products across 35 countries. Its redox-based health products rely on redox signaling technology, a scientific approach to supporting cellular communication and health at the cellular level, that have become the company’s differentiator.

Its flagship ASEA Redox Supplement accounts for 38 million of its sales since its launch, and the company’s product developments continue with its RENU28 skin revitalization gel and RENUAdvanced skincare line. All of these products are backed by research partnerships with respected universities across three continents and production facilities that hold FDA registration, NSF certification and GMP compliance.

“At ASEA, we use redox signaling molecules in our products to help people maintain their health and wellness,” said Hunter Dean, ASEA Senior Vice President of R&D and Product Operations. “Due to bio-availability, they are absorbed directly into the cell, where they act like an on/off switch, turning on cell signaling and communication.”

What started as a North American company has now expanded into 22 European markets and nine Asia-Pacific regions. The company’s international expansion strategy has consistently relied on intentional planning in contrast to aggressive scaling, and ASEA points out Australia as an example of developing markets that are driven by customer engagement. As the country became a high-demand market, the company responded with infrastructure like distribution centers in Sydney and Melbourne, creating what is now one of its fastest-growing regions in Asia-Pacific.

“Australia’s consumers are extremely informed and proactive about their health,” Dean said. “They value transparency and evidence.”

ASEA leadership insists that the company intends to stay loyal to the direct sales model, and states that “a principles-based approach to direct selling can weather industry headwinds.”

“Fifteen years of success is not merely a celebration of the past, but a launchpad for the future,” said Tyler Norton, ASEA Founder and Chairman. “We have built a strong, stable foundation. But by embracing both the heart and the opportunities of a start-up, along with [CEO] Jarom’s energetic and strategic leadership, we are poised to propel ASEA into a new era of growth and innovation.”

Coway Wins iF and Red Dot Design Awards

by

Coway’s flagship air purifier, the Airmega Mighty2 was recognized for its balance of modern design and functional innovation at both the iF Design Award 2026 and the Red Dot Design Award 2026. The next-generation of its bestselling Airmega Mighty AP-1512HH, the Mighty2 brings enhanced filtration, smarter controls and refined design, and offers the same compact design found in the original model.

The Mighty2’s redesign brings improved usability, energy efficiency, noise levels and now offers a side-access pre-filter that allows users to remove the washable filter without moving the unit.

Earlier this year, Coway’s Airmega Mighty2 was also designated a “Top Pick” from Wirecutter.

PM-International Named One of Germany’s Most Innovative Companies

by

PM-International AG was recognized as a TOP 100 Innovator, an award that honors Germany’s most innovative companies. This is the 24th consecutive time that PM-International has been included in this prestigious list.

PM-International prioritizes translating scientific research into clear, practical product messaging that fits into everyday customer conversations, and is committed to its scientific foundation of well-documented findings. For Team Partners who wish to learn more about its innovative approach to product development or discovery, the company offers digital learning programs and resources that allow individuals to explore the scientific background in greater detail. For PM-International, it’s a way for Team Partners to confidently explain products without having to master every aspect of the underlying scientific research.

“Receiving this award for the 24th time is not a milestone we consider the finish line – it is motivation to continue pushing innovation forward with consistency and determination,” said Sascha Gamper, PM-International Chief Sales Operations Officer Europe. “We would like to thank everyone who has contributed to this success and continues to shape our journey.”

ASEA Honored for Corporate Social Responsibility

by

ASEA and its philanthropic organization, the Advancing Life Foundation, was recognized at the TITAN American Business Awards, taking home a Silver award in the Corporate Social Responsibility category for its commitment to improving lives through sustainable humanitarian initiatives around the world.

Since its establishment in 2015, the foundation has contributed more than $4 million to global charitable programs that work to provide safe water access, education, community development and resources to vulnerable populations. Past philanthropic campaigns included building 450+ clean water wells in Cambodia and Africa, schools in Ghana and rural Ecuador and more than one million meals distributed to food insecure populations around the world.

“For more than a decade, the Advancing Life Foundation has demonstrated what is possible when purpose and people come together to serve others,” said KimMarie Larsen, Advancing Life Foundation Executive Director. “This recognition honors not only the work of our foundation and nonprofit partners, but also the thousands of ASEA Brand Partners and customers around the world who believe that improving lives and creating lasting change is a responsibility we all share. Together, we are helping communities thrive and creating opportunities that will impact generations to come.”

Sunrider Hosts North American Convention

by

Sunrider International held its North American Convention in San Diego, California, welcoming Independent Business Owners and customers for three days of education, personal development, recognition and vision casting. Themed “Limitless,” the convention was designed to help attendees “expand their vision, strengthen their belief and build momentum in both their Sunrider businesses and personal lives.”

Sunrider founders Drs. Tei-Fu and Oil-Lin Chen led keynote sessions, along with executive leadership, to focus on mindset, duplication strategies, customer growth and innovation that could be translated to practical business-building steps. This was illustrated through the SunFit 321 Ambassador Program workshop, an interactive session that fostered discussion and active participation.

Connection points throughout the event helped build community, including a Welcome Reception, Family Reunions, forums and the first-ever SunFit 321 Pickleball Tournament and Clinic.

“This convention truly reflects what it means to be Limitless,” said Sunny Beutler, Sunrider CEO. “It is about honoring our legacy while empowering our IBOs with the tools, confidence and inspiration to grow, lead and achieve more than they thought possible.”

Green Compass Transitions to Direct-to-Consumer Model

by

Green Compass announced a strategic shift away from multi-level marketing and will now enter its next chapter as a direct-to-consumer business model. The company had a rapid rise to success, garnering revenue of $50 million in its first two years, with 80% of its total revenue from recurring subscriptions. Since then, its annual revenue has remained around $20 million. Now, as a direct-to-consumer brand, Green Compass is investing in national “top-of-funnel awareness” and will empower affiliates to sell nationwide with an online content creation focus.

With this reimagined approach to what it calls “modern wellness,” the company is relaunching with an expanded product portfolio and identity, stating that the move reflects its commitment to making “high-quality wellness products more accessible, personalized and directly connected to the consumers it serves.”

“As a brand, we’ve spent years listening to our customers and learning what they truly need,” said Farah Azmi, Green Compass CEO. “This evolution is a direct response to that feedback. We’re more focused than ever on creating exceptional products, supporting the needs of our dedicated community of fans and followers, and expanding our relationships beyond our local roots. This is the version of Green Compass we’ve always been working toward.”

With a direct-to-consumer approach, Green Compass hopes to offer customers seamless access to its full product portfolio, as well as its educational wellness resources, expert guidance and a community that holds holistic wellness ideals, all in a model that is designed with the customer experience in mind.

“Since its founding, Green Compass has championed a ‘soil-to-shelf’ approach rooted in ingredient integrity, organic farming practices, transparency and consumer education,” the company wrote in a statement. “With the shift to a direct-to-consumer business model, that mission enters its next chapter as the brand expands its vision for modern wellness.”

Historically known as “advocates,” the Green Compass community will be invited to remain a part of the company as it shifts into an affiliate model and expands word-of-mouth marketing.

“Our growth has always been fueled by the strength of our community, built one relationship at a time,” said Meredith Cook, Green Compass Founder. “What began as a mother’s search for better options postpartum, grew into a mission to help families access products they could trust. Over the years, our advocates and customers have helped us challenge assumptions, raise standards and prove that transparency matters. I will always be grateful to the people who believed in this mission from the beginning. As wellness continues to evolve, we’re evolving with it. We’re expanding our vision beyond hemp into a broader portfolio of science-backed, plant-based solutions while remaining rooted in the values that brought us here: integrity, education, community and trust. The future of Green Compass is about reaching more people, serving them better and continuing to create products that genuinely improve lives.”

US Supreme Court Gives President Power to Remove FTC Commissioners without Cause

by

According to the FTC Act, the Federal Trade Commission (FTC) is to be directed by five Commissioners. Of those, only three can be of the same political party. These Commissioners serve for a seven-year term and may only be removed by the President for what the FTC Act calls “inefficiency, neglect of duty or malfeasance in office.”

Until now. In early 2025, President Trump announced the removal of Democratic Commissioner Alvaro Bedoya and FTC Commissioner Rebecca Slaughter without cause, stating their removal was based on service that was “inconsistent” with his administration’s priorities. Slaughter and Bedoya filed suit, winning in lower courts because of previous Supreme Court rulings that upheld the language of the FTC Act. This week, however, a landmark decision by the US Supreme Court in Trump v. Slaughter decided that the “for-cause” removal protections of Commissioners were unconstitutional and that the President can remove officers at will.

The Slaughter ruling is expected to have significant impact on the federal regulatory environment, as traditionally bipartisan agencies are reshaped between administrations, and businesses who engage with the FTC will almost certainly feel the effect of this shift moving forward. Legal experts are already predicting that regulatory enforcement will move quickly to match with the current administration, and that this will undoubtedly have long-term consequences for high-capital investments and planning, since predictability across Presidents will be almost impossible.

Building Better

by

How direct selling companies are strengthening people, communities AND The future of the channel

Today’s consumers want authenticity. Employees want purpose. Distributors want connection and mentorship. Communities want companies willing to invest beyond the bottom line.

Long before “purpose-driven business” became a corporate CATCHPHRASE, direct selling companies understood the value of investing in people. At its best, the channel creates entrepreneurs, develops leaders and builds communities. In an era defined by economic uncertainty, social isolation and declining institutional trust, those strengths are becoming increasingly valuable—not just culturally, but strategically.

Today’s consumers want authenticity. Employees want purpose. Distributors want connection and mentorship. Communities want companies willing to invest beyond the bottom line.

Products remain central to that equation. Innovation has been the heartbeat of direct selling for more than 150 years, helping companies differentiate themselves in increasingly competitive markets. As consumers become more selective about where they spend their dollars, products backed by research, experience and meaningful value continue to serve as important trust builders for both distributors and customers.

But products do more than generate revenue. They create belief. They provide a tangible expression of a company’s mission and give distributors a story worth sharing. When strong products are paired with leadership development, authentic connection and purpose-driven cultures, they become part of something larger: a foundation for long-term trust and sustainable growth.

Many direct selling companies are responding by building business strategies centered around leadership development, innovation, philanthropy and human connection. Increasingly, those efforts are proving to be more than goodwill initiatives. They are becoming competitive advantages that help create stronger, more resilient organizations.

Because when companies build better people, stronger communities and more meaningful customer experiences, they are also helping build a stronger future for the direct selling channel itself.

Building Community in a Disconnected World

As we reported last year, America is facing what experts describe as a loneliness epidemic.

In 2023, the US Surgeon General warned that loneliness and social isolation have become significant public health concerns, with health risks comparable to smoking up to 15 cigarettes a day. Meanwhile, remote work, digital communication and post-pandemic behavioral shifts continue reshaping how people connect with one another.

That environment creates a unique opportunity for direct selling.

Unlike many modern business models, direct selling is fundamentally relationship driven. Mentorship, collaboration, training events and teams are built directly into the channel’s structure. For many distributors, the business offers not only income opportunity, but also belonging, support systems and personal connection.

What makes direct selling particularly relevant in this moment is that community is not simply a byproduct of the business model—it is one of its defining characteristics. The most successful field organizations are built on relationships that extend beyond transactions.

Leaders coach and encourage team members. Distributors celebrate milestones together. Corporate events bring people together around shared goals and common purpose. In many ways, direct selling functions much like a modern-day community, connecting people who may never have met otherwise.

Research consistently shows that social connection is one of the most effective antidotes to loneliness. Communities create what sociologists call social capital—the networks, relationships and support systems that help individuals feel connected, valued and engaged. Direct selling naturally creates those opportunities through mentorship, recognition, training and shared experiences.

Companies that create strong cultures and authentic connection often build stronger retention, deeper engagement and more resilient organizations. In an era increasingly defined by disconnection, direct selling remains one of the few industries intentionally built around bringing people together.

Personal Development: Direct Selling’s X Factor

Direct selling has never been just what companies sell—it is the people they develop. And for generations, direct selling has offered something few industries can claim: a built-in system for personal growth.

Long before leadership development became a corporate priority, direct selling companies were teaching goal setting, communication, resilience, time management and public speaking.

That philosophy helped shape generations of direct selling leaders who drew inspiration from personal development icons like Napoleon Hill, Dale Carnegie, Norman Vincent Peale, Jim Rohn and John C. Maxwell. Their teachings became foundational to a channel built on helping people see possibilities in themselves that they may not have recognized before.

The impact extends far beyond business performance. While people may initially join direct selling for products or income opportunities, many stay because of what they become in the process. Distributors develop confidence, leadership skills and belief in their own potential. Those qualities often influence every area of life, from careers and finances to relationships and community involvement.

In a world where technical skills can be learned almost anywhere, opportunities for personal transformation are increasingly rare. Direct selling creates environments where people are encouraged not only to build businesses, but to become better communicators, stronger leaders and more capable versions of themselves.

Jim Rohn famously taught that success is less about what a person earns and more about what they become in the process. That idea continues to resonate throughout direct selling today. The channel’s enduring strength is its ability to help ordinary people discover potential they did not know they possessed—and then provide the support, mentorship and community needed to develop it.

Aligning Mission and Message

Today’s consumers expect companies to stand for something larger than profit. Companies are recognizing that authentic purpose enhances trust with consumers, distributors and employees alike.

Young Living illustrates how direct selling companies combine sourcing, philanthropy and brand identity into a cohesive mission strategy. Through the Young Living Foundation, the company invests heavily in education and community development initiatives in Ecuador, where it operates one of its major farms and distillation facilities.

The Young Living Academy, established near the company’s Ecuador farm, provides education opportunities for underserved children in the surrounding community. The organization recently committed funding for seven additional classrooms as part of its long-term investment in the region.

Damsel in Defense provides another strong example of how direct selling companies align product strategy with purpose-driven impact. Founded around the idea of empowering women through personal safety and preparedness, the company’s product portfolio—including pepper spray, stun devices and emergency tools—supports a broader mission centered on education, awareness and protection.

Damsel in Defense also provides personal safety education and supports initiatives focused on protecting women and children. Through programs like Safe Hearts, the company helps educate families about abuse prevention, body safety and healthy boundaries while promoting conversations around personal protection and preparedness.

The company has also supported organizations focused on combating abuse and human trafficking, helping reinforce its broader mission of empowering and protecting vulnerable communities.

Rather than treating philanthropy as a separate corporate initiative, these companies have built cohesive ecosystems where products, education, involvement and advocacy reinforce the same core message: creating better, more connected communities.

Building a Better Industry

Direct selling has always been a people business. But increasingly, the companies shaping the future of the channel understand that long-term success depends on more than sales performance alone.

The strongest organizations are building ecosystems of growth—developing leaders, empowering communities, investing in meaningful causes and creating products that genuinely improve lives. Those efforts are helping create a more durable, trusted and resilient industry. At a time when many institutions are struggling to build authentic loyalty and connection, direct selling still offers something uniquely powerful: people helping people succeed. And when companies build better people, better communities and better products, they are ultimately building something infinitely more important—a better, brighter future for direct selling.

Building Better in Action: The Case Studies

Amway / A Culture of Giving

Since its inception, Amway has operated as a values-driven community. This commitment means using strengths, time and resources to help make the world a better place.

“Amway focuses our funding on three pillars of Health + Wellbeing, Empowerment and Engagement,” shared Michael Nelson, President and CEO at Amway. “We chose these areas based on our products that support a healthy and active lifestyle; our business model that empowers individuals to build a path toward long-term financial stability; and a culture where employees and business owners connect and contribute to their communities.”

Amway fosters a culture of giving year-round, but the company highlights its philanthropic efforts locally every August during Amway Cares: Week of Service. During this week, Amway employees step away from their desks to address local needs in the company’s West Michigan community.

During last year’s Week of Service, more than 1,100 Ada-based employees volunteered their time to support over 35 community partners—contributing over 6,500 service hours supporting a variety of initiatives focused on housing and food insecurity, fresh produce distribution and creating safe environments for children to play—all in service of a healthier, stronger West Michigan.

But the giving doesn’t stop in their backyard. Amway contributed more than $17.7 million to support the company’s global communities in 2025. “Giving is not a separate initiative; it’s woven into how we do business every day,” Nelson explained. “We’re proud to help build healthier, more empowered communities around the world.”

SeneGence / Hometown Heroes

SeneGence has become an unexpected catalyst for economic revitalization in Sapulpa, Oklahoma, where the company has purchased multiple historic buildings throughout the city’s downtown district as part of a long-term effort to restore activity and investment to the area.

The initiative is deeply personal for Founder and CEO Joni Rogers-Kante, who grew up in Sapulpa and has spoken about the values and sense of community that shaped her childhood.

“I had so much fun and trust while growing up in this community,” Rogers-Kante recalled. “There’s something magical here, where your word is your bond. I think ultimately, that’s what brought us back.”

That personal connection helped shape the company’s vision for its hometown investment. Rather than viewing Sapulpa simply as the location of its corporate headquarters, SeneGence saw an opportunity to help preserve the character, history and economic vitality of a community that had played an important role in its own story.

The company chose to invest directly into the city surrounding its headquarters, helping preserve historic architecture while creating momentum for new business development and tourism.

SeneGence’s investments have included renovations to aging properties, restoration efforts and redevelopment projects designed to breathe new life into downtown Sapulpa. Local leaders have credited the company with helping generate renewed excitement and economic activity throughout the district.

The approach reflects a growing trend across direct selling as companies increasingly recognize that investing in local communities can strengthen corporate culture, employee engagement and long-term brand identity.

USANA / Helping the Hungry

Since launching in 2012, the USANA Foundation has focused on addressing hunger and malnutrition through sustainable, empowerment-driven solutions rather than
short-term aid alone.

One of the Foundation’s flagship initiatives is its Garden Tower program. The vertical growing systems allow families to grow nutritious produce using very little space and water—an approach designed to create long-term food independence in underserved communities around the world.

The Foundation has installed over 56,700 Garden Towers in 15 countries, where they collectively help provide more than 62 million meals annually. A fully developed Garden Tower can produce more than five meals per week for a family, while surplus produce can also be sold to generate supplemental income.

For Brian Paul, President of the USANA Foundation, the impact extends far beyond nutrition. “Programs like our Garden Towers help families grow their own nutritious food using very little space or water. That changes the conversation from temporary aid to empowerment.”

Paul recalled visiting communities in the Philippines where homes were once surrounded by trash and debris. When he returned a year later, the transformation was dramatic. “The trash was gone. The homes and yards were completely cleaned up. The Garden Towers were thriving, and families had started growing vegetables out of anything they could turn into a container.”

The Foundation’s work is also heavily supported by USANA’s distributor community through donations, volunteer service and humanitarian trips—creating a direct connection between the company’s mission and its field culture.

From the July/August/September 2026 issue of Direct Selling News magazine.

DSA Canada Celebrates Innovation and Excellence at Annual Conference

by

The Direct Sellers Association of Canada (DSA Canada) honored individuals and companies within the direct selling industry in Canada who are working to improve and advance the channel. These organizations and people support their communities and help customers and distributors create better lives and build sustainable careers.

This year’s awards included:

  • Industry Innovation Award – MONAT Global for their MONAT Meta Affiliate Program, which is pioneering a pivotal shift in the direct selling landscape through the strategic integration of social commerce
  • Making a Difference Award – Pampered Chef for their Round‑Up from the Heart – Give Back Set Campaign
  • Partnership in Progress – Quebec City Business Destination and Debbie Miller, who have a history of supporting direct selling events through securing venues, engaging meaningful and memorable local activities and exhibiting consistent professionalism
  • Distinguished Service Awards
    • Crystal Holtzendorff, Senior Vice President of Global Sales at PayQuicker, for her longstanding support of DSA Canada and its Annual Conference
    • John Bassindale, Partner at Millar Kreklewetz LLP, for his ongoing legal and regulatory assistance to DSA Canada and its members
  • DSEF Circle of Distinction – Julie Capito, USANA Health Sciences Customer Experience Manager, for her many years of service to the Direct Selling Education Foundation of Canada, including fundraising, DSEF research initiatives and the Annual Scholarship program

The Direct Selling Industry’s Most Important Consumer Protection Story Isn’t Being Told

by

In her June 13, 2026, Washington Post “Color of Money” column, personal finance columnist Michelle Singletary chronicled the devastating impact of a fraudulent scheme that left thousands of participants facing significant financial losses.

Her reporting raises an important question: If consumer protection is a shared priority for regulators, journalists, consumer advocates and businesses alike, what role should industries themselves play in protecting consumers?

For the direct selling channel, the answer begins with a simple recognition: consumer protection and entrepreneurship advance together.

Consumers benefit when they receive accurate information. They benefit when claims are truthful, expectations are realistic and deceptive practices are challenged. Businesses benefit from those same conditions. Trust and transparency are not obstacles to entrepreneurship. They help create the conditions that allow people to build businesses of their own.

That understanding led the direct selling channel to support the creation of the Direct Selling Self-Regulatory Council (DSSRC), an independent program administered by BBB National Programs.

DSSRC monitors earnings and product claims made throughout the direct selling marketplace. It reviews claims made by companies and individual salesforce members, publishes its findings and works with participants to address unsupported representations. Its decisions are publicly available, creating transparency and accountability throughout the process.

DSSRC was created because the industry recognized that consumer protection cannot be viewed solely as a regulatory responsibility. Consumers are best served when businesses take responsibility for the claims made in the marketplace and invest in systems that promote accountability.

That commitment extends beyond DSSRC through company compliance programs, executive and distributor education and the Direct Selling Association’s Code of Ethics, all designed to promote truthful communications and informed decision-making.

Singletary’s column focused on the consequences of fraud. She was right to do so. Consumers deserve protection from deceptive practices, and those who engage in fraud should be held accountable.

The direct selling channel agrees.

DSSRC exists because the direct selling channel recognizes that consumer confidence and entrepreneurial opportunity depend on one another. The challenge for policymakers is not choosing between consumer protection and entrepreneurship but rather advancing both at the same time.

Independent oversight, industry accountability and effective enforcement each have a role to play. That is the story behind DSSRC, an example of how the direct selling channel has chosen to invest in consumer protection because consumer protection and entrepreneurship are strongest when they advance together.

ANMP Hosts 2026 International Convention in Dallas

by

The Association for Network Marketing Professionals (ANMP) welcomed leaders, executives and entrepreneurs for a four-day educational and networking event in Dallas, Texas. Attendees experienced dozens of presentations, panel discussions, interviews, masterminds and personal growth conversations about hot topics and industry trends, including AI, customers acquisition and culture.

Themed “Where Leaders Level Up,” the event highlighted the importance of real community and connections in a world where AI and digital experiences are replacing human interactions. The convention’s small group gatherings and informal conversations at meals and at roundtable discussions brought a wide group of people together from a variety of backgrounds, roles, companies and perspectives with the goal of elevating standards and protecting the future of a profession that is rapidly evolving.

The event wrapped with a Sunday morning worship service to encourage faith, hope, unity and gratitude as the attendees departed to take their businesses back out into the world while committed to integrity, service and mentorship.