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Lifetime Achievement Award | Graeme Clegg

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A 40-Year Legacy of Proactive Health

Graeme Clegg, an 86-year-old New Zealand farmer turned global health pioneer, has steered New Image for more than 40 years with a singular focus, empowering people to live better, longer lives. From humble beginnings on his sheep farm in Masterton in 1984, Graeme built a direct selling powerhouse that ranked #26 on the 2023 DSN Global 100, boasting nearly $489M in 2022 revenue and reaching over 22 countries.

After celebrating its 40th anniversary in 2024 with a grand event in Auckland, New Image stands as a testament to his relentless drive, innovative spirit and belief in health as a proactive quest. His journey offers a blueprint of forward-thinking vision and perseverance. Because of his decades-long contributions and leadership in the direct selling industry, we are proud to honor Graeme Clegg with a Lifetime Achievement Award.

From Pasture to Passion

“My journey started with the loss of my parents and younger brother dying of cancer, and I realized that I had to break that cycle,” he recalls.

After observing newborn lambs on the farm, Graeme saw the incredible potential in colostrum (the first milk produced by mammals after giving birth). “If a baby lamb or a baby calf didn’t get colostrum, it would die in 48 hours. There was a lot of scientific evidence about the transfer of immunity.” This miracle of nature became the cornerstone of his natural health-first mission.

In 1984, Graeme founded New Image to combat aging’s toll. “The purpose was to be able to slow down the aging process and ensure people had a better quality of life. When you look at aging today, people might be living a bit longer, but the golden years are no longer golden,” he shares, pointing to Alzheimer’s, mobility issues and the chronic pain that plagues so many modern seniors.

Graeme rejects reactive healthcare, explaining “People wait until they get sick, and then it costs a lot of money to do something about it—plus the associated trauma.” In Graeme’s opinion, drugs don’t offer health—they just make you less sick.

Graeme fully embraced prevention, initiating proactive healthcare, helping people take control of their wellbeing. Direct selling offered the perfect vehicle: a personal, scalable way to share colostrum-based products like Alpha Lipid Lifeline®, now used by 1.5 million people daily.

Overcoming Roadblocks

Graeme’s 40-plus-year run wasn’t without hurdles, each forging his leadership grit. He insists that colostrum has an ancient pedigree. “Colostrum has been recognized by all ancient societies. Egyptians took colostrum during epidemics. It was considered a spiritual product. The Gift of Creation.” But he says this centuries-old knowledge still clashes with modern suppression.

Graeme believes pharmaceutical companies didn’t want competition for antibiotics, causing colostrum’s potential to be buried for decades. Undeterred, he turned to science, spearheading research to validate its benefits. “I’ve been fortunate to have my scientists, our innovation laboratories and clinical trials substantiate a lot of things that haven’t yet been discovered about colostrum’s bioactives.”

His vision of preventative nutrition has met resistance over the years yet gained traction during and after the COVID pandemic. “We’re providing the facts that if you’ve got a strong immune system, you can defend against many viruses. There are going to be special cases, of course which require vaccines or antibiotics. But in the end, the first line of defense is the immune system, and the only substance compatible to every cell in the body—and that can reprogram the immune system—is colostrum.”

At 86, Graeme is still New Image’s “guinea pig,” testing products himself, a competitive streak honed from establishing sheep shearing world records to competing in international badminton tournaments. “I put all my resources and time into making things happen,” he says, making him the steady hand that has guided New Image through decades of change.

The Ultimate Distribution System

Graeme’s faith in direct selling is unwavering. “I’m a great believer in the direct selling model as being the ultimate ethical distribution system,” he explains, citing its ability to “empower more people around the world than any other industry.”

As he explained, “Many people just struggle through life. They need an opportunity to ignite the human spirit which lies within everybody—the spirit to take people from ordinary to extraordinary. Our lead product is actually hope.”

For the past 10 years, Graeme has sat on the World Federation of Direct Selling’s CEO Council supporting the Ethics Committee which sets the code of ethics for the global industry.

He has seen communication evolve over the decades, from word-of-mouth to mobile phones and faxes to TikTok’s 4-second clips, amplifying awareness and building a loyal customer base. “Social media is powerful. You can get personal messages across about what the products have done for you and what it’s done for your overall health and wellbeing.”

Graeme is a firm believer in letting the products (and its fans) do the talking. “You cannot believe a celebrity endorsing a product anymore because you know they get paid for that, but you will believe somebody sharing an incredible personal story.”

This model’s authenticity fueled New Image’s growth. Graeme sees technology like AI enhancing professionalism. “I’m excited about what AI is going to do to help people become more professional.”

New Image is also fully focused on growth with acquisitions like Nutrimetics (skincare) broadening its reach. Despite regulatory mazes and navigating cultural nuances operating in more than 20 countries, Graeme remains undeterred. “When you’re passionate, when you’re fanatical, you just keep on relentlessly overcoming obstacles.”

Discipline Equals Success

Graeme’s leadership is grounded in action and discipline. “Recognize people, encourage them, lead by example, because in the end, it’s people following each other.” A mission that reflects the farmer’s philosophy of doing, not telling.

He values substance when it comes to the worth in the products and rigor for growing the business. “You’ve got to be constantly disciplined, because this is a business. It’s not a game.”

He acknowledges the challenge of high attrition in direct selling and feels education and support are the keys to keeping people involved and energized. “The field’s success determines your success—you’ve got to help other people succeed.”

Global Impact

Graeme’s pride shines in New Image’s global footprint. “We’ve got such an amazing global movement coming from New Zealand with over five million people,” he says, adding that one and a half million customers a day are currently using a New Image product. Graeme’s greatest satisfaction comes from improving the lives of others. “People whose lives have changed, who have recovered their health again.”

He credits his competitive spirit with his ability to turn adversity into opportunity, noting that the Chinese have the same symbol for crisis as they do opportunities. “I know that I can accomplish what I intend to do, and I go out there and make it happen.”

From a farm shed to a global enterprise, Graeme’s 40-plus-year focus on health over profit, science over suppression, people over systems, defines his legacy. “I never started this business to make money. I started it to save my life.”

That mission—now a movement—proves direct selling’s power to change lives, one story, one life, at a time.

From the May/June 2026 issue of Direct Selling News magazine.

Building Beyond Borders

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Why international growth depends on empowering local leaders—not exporting headquarters’ playbook.

For many direct selling companies, international expansion represents one of the largest remaining growth opportunities—but also one of the most common sources of expensive mistakes.

International expansion is often viewed as a scaling exercise. A company develops a successful model in one market, documents the systems, creates training materials and then exports that playbook into new countries. On paper, the process seems straightforward. In practice, it rarely works that way.

PeopleImages/shutterstock.com

One of the most common mistakes companies make when entering new markets is assuming that success can simply be replicated through standardization. International growth requires something different: cultural intelligence, local ownership and the willingness to balance consistency with adaptability. Sometimes when we build internationally, we forget the fundamentals. And that’s where things can go south.

The Problem with the “IKEA Method”

One common international expansion strategy is the “IKEA Method.” The concept is simple: corporate headquarters creates a proven process, documents every step and hands the instructions to international teams with the expectation that results will follow.

The problem is that even assembling furniture can be challenging when people speak the same language and share the same cultural context. But imagine taking your IKEA manual and handing it to somebody internationally who speaks a different language and has a completely different culture than you. It’s a recipe for disaster.

Many organizations become so convinced their domestic systems are the “right way” to operate that they fail to recognize how differently customers, distributors and employees behave in other markets.

The result is often frustration on both sides. Local leaders feel constrained. Corporate teams become confused when execution falls short of expectations. Eventually, local teams stop taking ownership and simply wait for direction.

Understanding Culture Before Strategy

Cultural understanding is not a soft skill. It is a business requirement. If you don’t understand the culture, you’re destined to fail.

The same principle applies inside organizations. What motivates distributors; how recognition is perceived; how events are structured, and even how communication is delivered can vary dramatically from country to country. Ignoring those differences creates friction. Understanding them creates growth.

Finding the Middle Ground

Some companies become overwhelmed by international expansion and simply hand responsibility to local markets without sufficient guidance. That approach can create its own problems.

I once attended an event in Japan where local leaders had incorporated Hello Kitty branding throughout the convention because it resonated strongly in their market. While the intention was to create a stronger local connection, the event felt disconnected from the company’s own identity and messaging. It was a reminder that localization works best when it reinforces the brand rather than replacing it. Complete autonomy can create just as many challenges as excessive control.

Overly rigid systems create distance. Complete freedom creates chaos. The solution lies somewhere in between. Companies that succeed internationally don’t control every variable. They control the right variables.

What Must Remain Non-Negotiable

Every company needs a clear set of non-negotiables that remain consistent across all markets. I often think of these standards as a fence around the business. Inside that fence, local leaders should have plenty of room to innovate. Outside of it, the company risks losing consistency, compliance and brand integrity.

Compliance requirements, product quality, compensation structures, brand integrity and product claims all belong inside that fence. These elements protect the company, distributors and customers regardless of geography.

Those standards must remain consistent. Everything else should be evaluated through a local lens.

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What Local Leaders Should Own

Once the non-negotiables are established, local leadership should have authority over the execution. Language and communication styles, recruiting approaches, event formats, customer experiences, onboarding systems and recognition programs often require market-specific adaptation.

An event that resonates in Mexico may not work in Germany. A training approach that drives engagement in the United States may be ineffective—or even problematic—from a regulatory perspective in Europe.

Companies should resist the temptation to dictate every tactical decision from headquarters. The goal isn’t to give international markets a script. It’s to give them a scoreboard.

Too often, companies assume that success comes from following the exact same process in every market. But markets, like people, have different needs. A script tells people exactly what to do, regardless of the circumstances. A scoreboard defines what success looks like and gives people the flexibility to adapt. When local leaders understand the objective, they can apply their knowledge of the market, culture and customer behavior to find the best path forward. In many cases, that flexibility is what turns a good strategy into a successful one.

Rather than prescribing every step, companies should define desired outcomes and allow local teams to determine the best path to achieve them.

Hiring for Cultural Intelligence

The effectiveness of this model depends heavily on the people leading local markets. Early in my career, I was helping a company build its operations in Japan. I wanted to improve morale, so I rearranged office seating so employees could enjoy window views.

It did not go well.

In Japanese office culture, desk placement carries symbolic meaning, and moving employees closer to the windows suggested they were being pushed toward the exit. I thought I was being a nice guy. But instead, I created a really toxic culture because I had no idea what I was doing.

The lesson was humbling but valuable. It reinforced a lesson I’ve carried with me ever since: good intentions don’t overcome a lack of cultural understanding. International success requires leaders who understand local customs, consumer behavior and cultural expectations.

Innovation Starts in the Field

It’s also vital to rethink how you reward performance. Too often, direct selling companies only recognize results. While results matter, that approach can discourage experimentation and innovation because if people are rewarded only for results, they’ll keep running the same playbook.

Instead, leaders should reward ideas as well as outcomes. Local leaders are often closer to customers and distributors than corporate teams will ever be. They see emerging behaviors, unmet needs and new opportunities first. Organizations that create mechanisms for surfacing those ideas gain a competitive advantage over those that insist innovation originate exclusively from headquarters.

Creating room for experimentation is equally important. If local leaders believe every failed idea will be punished, they’ll stop taking risks and start playing it safe. The most innovative organizations create environments where people can test, learn and adapt without fearing that every setback will become a career-limiting mistake.

Some of the industry’s most successful initiatives began as local innovations rather than corporate directives. Herbalife’s Nutrition Club model is a prime example. What started as a grassroots concept developed by local leaders was eventually adopted around the world. Corporate leadership could have rejected the idea because it fell outside existing systems. Instead, they recognized its potential and expanded it globally. Sometimes, the best ideas in an organization don’t originate at headquarters—they originate closest to the customer.

Building a Feedback Loop

The strongest international organizations maintain a constant flow of communication between the field, local leadership and corporate headquarters. And that feedback loop is where many of the channel’s best ideas originate.

By regularly engaging distributor councils, market leaders and field representatives, companies gain real-time insight into customer needs, emerging trends and local opportunities.

When communication moves in both directions, local teams feel empowered and corporate teams make better decisions. That collaboration transforms international growth from a top-down initiative into a shared effort.

Conducting the Orchestra

In many ways, international growth resembles conducting an orchestra. A conductor doesn’t force every musician to play the same instrument. Nor does the conductor allow every performer to play independently without structure. Instead, each section contributes its own strengths while following a shared vision.

The result is harmony rather than uniformity.

As companies continue expanding across borders, the challenge is not deciding whether to standardize or localize. It is determining which elements require consistency and which require flexibility.

The companies that thrive internationally won’t be the ones that replicate themselves most perfectly. They’ll be the ones that empower local leaders to adapt, innovate and build while remaining anchored to a shared vision. Because in international markets, growth is rarely about exporting a playbook. It is about empowering people to write the right one for their market.

The International Expansion Framework: What to Control vs. What to Empower

CONTROL (Non-Negotiables)

LightField Studios/shutterstock.com
  • Compliance standards
  • Product quality and integrity
  • Compensation structure
  • Brand mission and values
  • Product and income claims
  • Corporate governance

EMPOWER (Adaptables)

  • Communication styles
  • Recruiting approaches
  • Event formats
  • Recognition programs
  • Training delivery
  • Customer experience
  • Team culture
  • Leadership dynamics

Five Principles for Global Growth

  1. Hire for cultural intelligence
    Local expertise matters more than corporate assumptions.
  2. Give a scoreboard, not a script
    Define outcomes and allow markets flexibility in execution.
  3. Create safe-to-try environments
    Encourage experimentation without fear of failure.
  4. Reward ideas—not just results
    Innovation often begins with local leaders closest to the field.
  5. Build strong feedback loops
    Great ideas move from the field to local leadership to corporate and back again.

CAMERON BOTT is the Area President for EMEA, LATAM, and Global Partner Support at Partner.Co, bringing extensive leadership experience in the direct selling industry. With a track record of driving international growth and supporting entrepreneurial success, Cameron plays a key role in expanding Partner.Co’s global footprint. His expertise spans strategic development, operations, and partner engagement, ensuring sustained business growth across diverse markets.

An Online Exclusive from Direct Selling News magazine.

Mary Kay Ash Foundation Celebrates $100 Million Philanthropic Milestone

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As it celebrates its 30th anniversary, the Mary Kay Ash Foundation marked an important philanthropic milestone of more than $100 million donated in support of advancing women’s health and safety. This significant investment has been used to drive life-saving cancer research, fund critical domestic violence prevention and support programs across the US and empower women through safety, healing and hope.

Across three decades, the foundation has funded more than 300 cancer researchers; supported 2,800 domestic violence shelters and organizations; sponsored 13 international cancer research fellows; advanced cutting-edge cancer solutions through the support of 5 years of clinical trials; and enabled more than 750,000 hours of cancer research.

“The Mary Kay Ash Foundation remains unwavering in its commitment to creating a world where women feel seen, supported, empowered and hopeful during some of life’s most vulnerable moments,” said Michael Lunceford, President, Board of Directors, Mary Kay Ash Foundation. “For more than 30 years, we have earnestly carried the responsibility and privilege of advancing a mission rooted in protecting and enriching the lives of women. It is an honor to turn generosity into action, advocacy into progress, and partnerships into transformative impact in pursuit of a safer, healthier future for women.”

Oriflame Announces Fragrance Partnership with Cirque du Soleil

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Oriflame has been named the Official Fragrance Partner of Touring Shows in Europe and Mexico for Cirque du Soleil. Oriflame will now collaborate with Cirque du Soleil across a series of activations and initiatives to bring its fragrance artistry to the performances as part of a broader multisensory creative experience.

“This partnership is a powerful expression of beauty meeting creativity,” said Anna Malmhake, Oriflame CEO & President. “Cirque du Soleil inspires through extraordinary artistic performance, while Oriflame empowers people to express themselves through beauty and entrepreneurship. Together, we can elevate fragrance into an experience that is more emotional, immersive and meaningful.”

Oriflame described the partnership as a natural alignment, as both organizations champion talent and support global community to unlock opportunity regardless of background or geography. Together, the goal is to create new ways to engage audiences and consumers through experiences that reflect imagination, innovation and aspiration that is at the heart of the mission for both brands.

“Fragrance has always had the power to evoke emotion and transport people into different worlds,” said Elana Degtyareva, Oriflame Chief Marketing Officer. “Through this collaboration, we are reimagining fragrance as an experience shaped by artistry and storytelling. This vision will come to life later this year with the launch of Possess Intense, a scent that captures confidence, transformation and self-expression in a truly elevated way.”

Radical Transparency

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Reclaiming integrity in the direct selling industry.

Too often, bad actors are permitted to masquerade as legitimate enterprises—especially during periods of rapid growth and optimism. In those moments, the lines between sustainable business practices and short-term opportunism can blur, creating confusion for participants and risk for the industry as a whole. For direct selling to evolve from a controversial side hustle into a respected pillar of the gig economy, it must embrace a culture of radical transparency.

shutterstock.com/BGStock72

At the same time, the regulatory environment is shifting. We have seen the evolving nature of the Federal Trade Commission’s playbook through high-profile actions like the Lyft and Walmart settlements.

The focus on income claims has become increasingly clear, while traditional concerns around pyramiding are no longer front and center. The direct selling industry’s playbook should evolve accordingly—placing greater emphasis on clarity, accountability and truthful representation.

Recruitment vs. Retail: The Identity Crisis

A healthy business can be defined by its ability to sell products to the general public. In the direct selling space, however, the line between “customer” and “distributor” is frequently blurred. This creates a “closed loop” economy where the primary consumers of the product are the participants themselves.

True sustainability in direct selling requires a “product-first” mandate—where the value of the goods stands independent of the business opportunity. Income claims are undoubtedly a recruitment mechanism, but they should not be the driving force for any business. They frequently do much more harm than good.

This is because the digital transformation of direct selling has introduced a new complication: the curated lifestyle. On social media, the “transparency gap” manifests as attraction marketing where distributors are encouraged to showcase a high-end lifestyle to lure new recruits.

Let’s take a recent example. For years I have seen a certain individual on social media displaying a luxurious life with watches, cars, parties and penthouses. After recently speaking with the company in which this person works, it became clear that this person is nowhere near the top and the commissions earned are decent but by no means as lifechanging as the social media posts imply.

It’s critical to teach and promote diligent and responsible behaviors. In a world of glam and pop, it most certainly will not be easy. But I can guarantee it will be viable long term when the most recent glam-and-pop fad has long failed.

A Blueprint for Reform

If the direct selling industry is to thrive in an era of social media influencers and consumerism, it must adopt a higher standard of ethics. This transition requires three critical shifts:

1 / Business Education: New distributors should be trained on the basics of a Profit and Loss (P&L) statement. Understanding the difference between a check in the mail and a profitable business is essential for long-term success.

2 / Regulatory Compliance as a Brand Value: Rather than doing the bare minimum to avoid litigation, companies should lead with transparency as a competitive advantage. Build something you yourself would want to buy.

3 / Play Your Game. How do you beat Tiger Woods? You don’t play him in golf.

Direct selling offers a unique opportunity for community and entrepreneurship, but it cannot survive on the “smoke and mirrors” of the past. By closing the transparency gap, the industry can protect its most vulnerable participants and build a future based on genuine value and sustainable growth.

Closing the Transparency Gap

Three Shifts for a Stronger Direct Selling Industry

As the direct selling channel evolves alongside social media and the gig economy, transparency is no longer optional—it’s essential. Building long-term trust with customers, regulators and distributors requires a clear shift in how companies approach growth and communication.

shutterstock.com/DC Studio

Here are three key areas where companies can lead:

1 / Prioritize Product Value

Sustainable direct selling businesses are built on products that stand on their own merit. When customers purchase because they genuinely value the product—not the opportunity attached to it—the foundation for long-term growth becomes much stronger. A product-first mindset helps move the channel away from recruitment-driven models and toward true retail demand.

2 / Elevate Business Education

Helping distributors understand the fundamentals of business—especially profit and loss—creates more informed, resilient entrepreneurs. A commission check does not always equal profitability. By equipping the field with financial literacy, companies can foster healthier expectations and more sustainable participation.

3 / Make Transparency a Competitive Advantage

Rather than treating compliance as a requirement, leading companies are embracing it as a differentiator. Clear, accurate income representations and responsible messaging build credibility and reduce risk. In a digital environment where perception can easily outpace reality, transparency becomes a powerful brand asset.

The future of direct selling depends on trust. By aligning products, education and messaging with that principle, companies can create a more sustainable and respected path forward.

Partner at Thompson Burton PLLC Clay Brewer’s practice focuses on advising both established companies and startups on a wide range of matters such as business planning, capital raising, corporate structuring, regulatory risk and cross-border transactions. A prolific writer and thought leader, Clay provides strategic counsel to clients and has a strong interest in the evolving direct sales industry as well as digital assets and blockchain technologies.

From the May/June 2026 issue of Direct Selling News magazine.

LifeWave Wins Entrepreneur of the Year Award

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LifeWave was honored at the 24th Annual American Business Awards for its entrepreneurial leadership and marketing excellence. The company received two Gold Stevie Awards, including:

  • David Schmidt, LifeWave Founder and CEO – Entrepreneur of the Year | Health Products and Services
  • “World’s Oldest Intern” – Celebrity/Influencer Video

Schmidt was recognized for his leadership in building LifeWave into “a global wellness technology company and advancing innovative, science-based solutions that help people optimize their health and well-being.” The honor was accepted by KellyAnne Schmidt on behalf of her father.

“To be recognized with a Gold Stevie as Entrepreneur of the Year is an incredible honor for my father,” KellyAnne said. “This award celebrates the power of bold ideas, relentless execution and the courage to build something meaningful in a world that often plays it safe. LifeWave is committed to bringing the healing power of light to those who need it.”

The “World’s Oldest Intern” video featured William Shatner giving a humorous tour of the LifeWave Welcome Center as a LifeWave intern. The center’s design was created by visual effects artist Doug Drexler, best known for his work on Star Trek—the long-running series that featured Shatner as Captain Kirk.

“‘World’s Oldest Intern’ introduced LifeWave in a fresh, memorable way, inspired by William Shatner’s iconic personality and humor,” KellyAnne said. “This recognition affirms the campaign’s creative direction, and we invite audiences to stay tuned for the next two videos in the series.”

Oliveda Announces Planned Nasdaq Listing

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Oliveda International, Inc. and its subsidiary Olive Tree People Inc. celebrated its third anniversary in the North American market, announcing a new, bold goal of exceeding $1 billion in revenue across North and South America, Europe, Australia and Asia by 2030 and aiming for a Nasdaq listing in 2027.

The company grew to more than 50,000 consultants within the first 18 months and generated $6.5 million in its first year of business, then reported a significant leap to $104.5 million in annual revenue during its second year with a stated 1,800% growth rate.

This growth is now expected to extend into an omnichannel approach, with its signature flagship store scheduled to open in Los Angeles in July.

“We have been working on these globally unique innovations for over 11 years, and I am convinced that they will surpass even the explosive growth we experienced in 2024,” said Thomas Lommel, Oliveda Founder. “Our goal is, therefore, to aim for a Nasdaq listing in 2027, with the objective of exceeding $1 billion in revenue by 2030 across North and South America, Europe, Australia and Asia. We also intend to bring our signature flagship stores to major cities worldwide, allowing people to immerse themselves in the world of Olive Tree People, find inspiration and share in this unique feeling.”

Immunotec Opens Experience Center in California

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Immunotec celebrated the opening of its new Experience Center in California as part of its strategic expansion plan. The new center was built as a space for the company to focus on training, business development, networking and leadership growth for its distributors and is part of a more than $1 million investment in the state.

“For Immunotec, California represents tremendous potential for the continued growth and evolution of the global MLM industry,” said Mauricio Domenzain, Immunotec CEO. “The region’s economic dynamism, diversity and ongoing expansion make it a strategic environment for driving leadership and innovation through new initiatives like the Experience Center.”

The new center is expected to serve as a hub for regional business growth, particularly within communities near Los Angeles, San Diego, Fresno and Ventura.

“More than just an operational expansion, this new center represents Immunotec’s evolution as a growing global company that continues to expand its international footprint through strategic investments in high-value markets, strengthening its positioning and creating new economic development opportunities for thousands of people,” Domenzain said.

USANA Honored at Canadian Beauty Awards

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USANA Health Sciences, Inc. was recognized at The Beauty Awards Canada for its Celavive Contouring Face & Neck Crème. Named one of the best skincare products in the country, USANA’s Celavive Contouring Face & Neck Crème won Best Neck & Décolleté Cream.

“Recognition from The Beauty Awards Canada is a significant achievement for our Celavive skincare line,” said Brent Neidig, USANA Chief Commercial Officer. “The Contouring Face & Neck Crème was developed to deliver a luxurious skincare experience backed by innovative science, and we’re thrilled to see it celebrated among Canada’s top beauty products.”

The formula behind Celavive Contouring Face & Neck Crème features Feminage, a clinically studied ingredient designed to support skin elasticity and smoothness, along with BioPeptide-CS, Olivol24 and antioxidants to help promote a more youthful-looking complexion.

“Neck and décolleté is one of the most demanding categories in skincare,” said Deidre Marinelli, Publisher of FASHION Magazine. “The skin is thin, often neglected and notoriously difficult to treat. As Canada’s largest beauty awards program, we put hundreds of submissions through months of rigorous testing, and USANA Celavive’s Contouring Face & Neck Crème rose to the top. We’re proud to name it Best Neck & Décolleté Cream of 2026.”

4Life Honored at the Noble Business Awards

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4Life’s PhytoFactor and 4LifeTransfer Factor were honored for Outstanding Product Innovation at the Noble Business Awards. This year, the panel of Noble judges described the two products as “the cream of the crop in the market” and stated that the products’ concepts and innovations were “everlastingly outstanding in every aspect.”

PhytoFactor is a part of three of the company’s formulas, including Transfer Factor Max, Super Greens and Immune Tea. The plant-based transfer factor ingredient includes the Brassica napus seed, which involved seven years of screening thousands of plant species in collaboration with Washington-based research lab UNIGEN before it was discovered.

“Although I represent our North American market, I speak on behalf of 4Life’s worldwide corporate team in expressing excitement over this recognition,” said Daniel Taylor, Senior Vice President of Sales and General Manager for the United States, Canada and Caribbean. “The Noble Award for outstanding product innovation will empower affiliates with third party credibility as we prepare to relaunch our PhytoFactor line of products on July 1.”

Bravo Growth Award | Realty of America

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Listen to this story on this episode of The DSN Podcast. Even when your day is packed, we make it easy to stay informed, engaged and one step ahead.

An Unexpected American Dream

Eddie Garcia never intended to lead a multi-billion-dollar nationwide real estate business. After successfully building one of the top real estate companies in Chicago, his plan was simple: marriage, family, a home on a quiet mountain where he could build a new kind of success. But his dreams had other plans.

Realty of America is Eddie’s dream, a company he co-founded in late 2024 with Mark Dimas, one of the nation’s top realtors. We’re excited to celebrate the remarkable growth of Realty of America as we honor them with this year’s Bravo Growth Award and share the powerful story behind their success.

The Beginning

A son of immigrant parents, Eddie knows life below the poverty line better than most executives. His father brought the family to Chicago, where they shared a one-bedroom apartment with 11 other people. Undocumented until 13, Eddie watched the path ahead of him take shape and decided early on to break the cycle.

“I share that story because it really defined who I wanted to become,” he explained. “I wanted to become a successful businessperson and create my version of the American dream.”

His road to real estate wasn’t easy; his first experience left him taken advantage of and penniless. But Eddie learned about integrity, generosity and how he could—once again—choose to live a different life than what had been modeled for him. His next attempt at real estate was a powerful launching pad, and by the age of 26, Eddie was a millionaire.

He brought childhood friends onto his new path, creating opportunity and breaking cycles of poverty in his community. He scaled Realty of Chicago into the 11th largest real estate company in the city; built out a full portfolio of supporting businesses; and by his late thirties was ready to step back and live that mountaintop family dream. But one evening would change all of that.

The Dream

In July 2023, just when Eddie was set to retire, he woke from a larger-than-life dream. He’d had a vision of Realty of America, a virtual, national brokerage with a revenue-sharing model that could redefine the real estate experience. That morning, he called Mark Dimas and shared his vision for the company.

“I said, ‘I think if we joined forces—if you close your company; I close my company; and we unite—we could build a national brokerage.’”

One year, countless conversations, a powerhouse team and solid plan later, Realty of America opened in September 2024, launching in 23 markets.

“Every person on our leadership team was handpicked,” he explained. “Each is one of the best mentors, one of the best builders—just great humans with incredible stories. We call ourselves the Avengers.”

This powerful team has achieved more in its short history than most brokerages will ever see. In 2025, Realty of America reported nearly $4B in transaction volume and more than $4.5M paid out in revenue share.

Eddie believes ROA’s success lies in the revenue-sharing model, the magnetism of his leadership team and the collaborative agent culture that’s truly rare in the competitive world of real estate.

“The older version of real estate was very siloed. Our version of the world is that there’s enough money for everybody.”

The Vision

With no debt and no investors other than Eddie himself, Realty of America has huge goals for 2026 and beyond.

When Eddie and Mark launched the business, they hoped to onboard 5,000 agents and pursue a public offering within five years, but ROA’s momentum has exceeded every target. Today, they’re targeting 7,000 agents, $8B-$10B in revenue and 10 new states—all in 2026. Powered by in-house technology that makes onboarding and remote work frictionless, the company is ready for more explosive growth this year.

But that doesn’t mean Eddie’s mountaintop dream has fallen by the wayside. He and his wife purchased their mountain home in late 2025 and will welcome their daughter this spring.

“I never wanted to be the richest person in the world,” Eddie shared. “I just wanted to get out of poverty. So now that God blessed me with all this, I wanted to make sure that I was able to leverage that and help others become successful. And in business, you can’t become successful if you’re the only one making money.”

Our congratulations to Eddie, Mark and the entire Realty of America team on this exciting award!

From the May/June 2026 issue of Direct Selling News magazine.

Bravo Leadership Award | Armand Puyolt

by

Built to Rebuild

From the moment he discovered direct selling, Armand Puyolt knew he had found his future—even if he hadn’t yet discovered just how fulfilling that future would be.

As a teenager, he drove his mother to a home meeting, sitting quietly as people gathered around products and possibility. What caught his attention wasn’t just the business—it was the urgency, the belief and the willingness of people to stretch beyond their circumstances.

That passion pulled Armand into direct selling as a distributor, where he quickly immersed himself in the mechanics of the profession. He started with a crystal company, then moved into telecommunications, where he gained a deeper understanding of residual income and organizational growth. With strong mentorship early on, Armand’s rise was rapid.

By 18, he had bought his mother her first home. By 20, he was earning seven figures annually. Within a decade, he was generating tens of millions of dollars a year.

From the outside, it looked like a story of massive, early success. But what would ultimately define Armand’s leadership was not how quickly he grew—it was how often he had to rebuild.

Learning to Rebuild

Before he ever became a company owner, Armand’s career was shaped by disruption. His first major business was affected by deregulation in telecommunications. Another collapsed when a key product category was removed from the market. Each time, he was forced to start over.

That repetition became its own kind of training.

“I got pretty good at rebuilding organizations really quickly,” Armand remembered.

Those experiences formed the foundation of his leadership philosophy. Success—in his view—is not just about growth, it’s also about resilience. The ability to adapt when conditions change, when systems break or when momentum disappears.

They also shaped his perspective on how direct selling should operate. While the channel evolved and many companies shifted toward recruitment-driven models, Armand remained committed to a product-first approach rooted in real demand.

“One of the biggest challenges that I’ve had with the network marketing space is the ideology of changing the original network market. What I was trained to do first and foremost was sell products.”

That conviction would later become central to the company he built.

A Defining Turning Point

In 2010, Armand faced a challenge that went far beyond business. He was diagnosed with stage four gastric cancer.

At the time, he was also managing diabetes, high blood pressure and significant weight challenges, all while raising two young children as a single father. The diagnosis forced him to confront not just his health but his future.

“How was I going to leave my kids so young with nothing but debt in their hands? So, to me, that was important. What was I going to do?”

That question pushed him to consider options he had previously dismissed. By his own account, he had never been drawn to natural health or wellness products. But faced with limited alternatives, he began exploring them.

Over time, he saw changes—not just in weight, but in his overall health. By 2015, he said doctors confirmed he was cancer-free, no longer diabetic and had lost 150 pounds.

“It made such a life-changing difference for me,” he said. “I thought if we can put these products out to the world, I think we can do a lot of good for a lot of people.”

That realization became the foundation for Vida Divina.

Building Vida Divina

In 2016, Armand made the decision to launch his own company. Drawing on years of experience in both the field and manufacturing, he moved quickly—developing products, building infrastructure and preparing for launch in a matter of months.

The response was immediate.

More than 40,000 people enrolled within the first weekend, pushing systems beyond capacity and creating operational challenges almost overnight. The company generated more than $20 million in its early months, establishing itself as one of the fastest-growing organizations in the channel.

But rapid growth brought new lessons.

Armand had to transition from field leader to CEO, a shift that required a different kind of discipline. Early missteps—particularly around compliance and regulation—resulted in costly setbacks, including product losses and financial disruptions tied to payment processing.

Those challenges forced the company to strengthen its infrastructure quickly. Over time, they became part of the foundation that allowed Vida Divina to stabilize and scale.

Leading with Conviction

Today, Armand’s leadership is grounded in the principles that shaped his early career: product-driven growth, simplicity and consistency.

He remains firm in his belief that sustainable organizations are built on real demand—not forced purchasing or recruitment alone. That philosophy is reflected in Vida Divina’s structure, including its decision to operate without auto ship and its emphasis on strong retail incentives.

For Armand, the goal is to create a system that works for the average participant—not just top performers.

Innovation plays a role in that effort, but not in the way it is often defined. At Vida Divina, innovation is as much about usability and structure as it is about product formulation. The company has invested in tools, compensation strategies and systems designed to simplify the business and make it easier to duplicate.

The objective is not complexity—it is clarity.

An Industry Advocate

Beyond his own company, Armand has become an advocate for the broader direct selling industry. He views the success of individual companies as interconnected, believing that the strength of the channel depends on collective progress.

“I’m a fan of direct selling. I want all the companies in the channel to be successful.”

That perspective has shaped his approach to leadership, emphasizing collaboration, mentorship and a long-term view of the industry’s future.

A Legacy Beyond Numbers

For Armand, success is not defined by revenue or rank. It is defined by impact.

“I don’t want my story to be about how much money I made. I want my legacy to be about how many millions of people we’ve helped along the way.”

That measure—lives changed rather than dollars earned—remains the throughline of his career.

From a teenager driving his mother to a home meeting; to a field leader rebuilding after setbacks; to a Founder and CEO boldly shaping his own company, Armand’s journey reflects a consistent belief in what the industry can offer when done the right way.

Leadership, in his case, has been forged not just through success, but through adversity—and the decision to keep building. That belief—and the impact it continues to create—is what the Bravo Leadership Award was designed to recognize.

From the May/June 2026 issue of Direct Selling News magazine.