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Telecom Plus Announces Compound Double-Digit Customer Growth

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Telecom Plus, also known as Utility Warehouse (UW), issued a trading update for the first half of 2025, ending September 30. Total customers in the first half of 2025 increased by 19% to more than 1.386 million people, which includes customers acquired from TalkTalk earlier in the year. The company showed positive organic growth of 5.5%, which the company says demonstrates its continued ability to sustainably outcompete in a wide range of market conditions.

UW increased its number of services supplied to 3.65 million and says its customer acquisition from TalkTalk has performed ahead of expectations, with 5,000 customers upgraded and cross-sold so far. This success, the company stated, serves as proof of concept for its ability to cross-sell into “further books of customers” that the company may acquire in the future.

At this current growth rate, UW has delivered a compound annual growth rate in customer numbers of 20% over the last four years and is on track to increase the size of its base to well over 2 million customers over the medium term.

“We are pleased to have maintained our compound double digit customer growth rate for a further six months, simply by helping households to save time and money on their essential household bills, and demonstrating the ability of our unique multiservice model to provide market-leading savings in a wide range of market conditions,” said Stuart Burnett, UW CEO. “We have exceeded our initial cross-sell expectations into the first tranche of broadband customers we acquired from TalkTalk, and are excited by the future opportunities this creates. With the UK’s most competitive mobile proposition, alongside our market-leading offering in energy, broadband and insurance, our Partners have even more ways to help their friends and families to save, whilst building a valuable long-term additional income for themselves.”

eXp Realty Launches UK Commercial Division

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eXp Realty announced the launch of eXp UK Commercial, expanding the company’s real estate reach in Europe. eXp UK is already established in the market and is experiencing what the company described as “rapid growth.”

eXp UK Commercial will now service office, retail, industrial, land and mixed-use clients while offering commercial-specific training, marketing and operational support for its agents. eXp provides a 70% commission structure, which the company expects to stand out significantly in the UK’s traditional real estate landscape.

“The UK commercial property sector has grown substantially. It’s a $10 billion opportunity hiding in plain sight,” said Adam Day, eXp International Expansion Leader for Europe. “Traditional commercial models have kept too many agents from benefiting fully with the freedom, earnings potential and flexibility to serve clients across all markets, but we’re changing that. Plus, with the backing of our global community, agents can now maximize interest in UK commercial property on a global scale, not just a domestic one.”

Felix Bravo, Managing Director of International at eXp Realty, said that eXp is scaling with intention and will continue to launch more global opportunities. “After what we’ve built in the UK, it made perfect sense to start there as the launch pad for our international commercial division.”

Rob Jones will now serve as Head of eXp UK Commercial and brings decades of national and international real estate experience to the role.

“This launch changes what it means to be a commercial agent in the UK,” Jones said. “The business we’re building has to be seen to be believed. I’ve worked in commercial agency for nearly 10 years, and I’ve seen how little has changed for the people doing the work. Most agents are still building someone else’s business. This gives them a chance to finally build their own, with more control, better economics and the backing of a global brand.”

Safeguarding Your Business from FTC Scrutiny

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Three key legal and regulatory threats facing the channel.

Listen to this story starting at 12:12 on the new, revamped The DSN Podcast. Even when your day is packed, we make it easy to stay informed, engaged and one step ahead. Listen now or read below!

Direct sales and MLM companies face an evolving landscape of legal and regulatory challenges that impact how they operate, recruit and promote their businesses. Notably, the Federal Trade Commission (FTC) continues to modify its playbook in the aftermath of AMG Capital Mgmt., where the Supreme Court limited the commission’s enforcement resources. Below are three external threats companies may face in 2026.

Online Enrollment Practices

One of the new FTC methods of attack is targeting MLM online enrollment processes. In FTC v. International Markets Live, et al (filed May 1, 2025), the FTC alleged that the company’s enrollment screen did not include all terms of the agreement or any mention of the contract term, auto-renewal provision or provisions advising consumers on the actions required to cancel the agreement.

The FTC alleged that material terms of the transaction were disclosed in an “easily overlooked” page on the company’s website. According to the FTC, the company’s failure to “clearly and conspicuously” disclose all material terms before obtaining the consumer’s billing information is an unfair and deceptive practice in violation of Section 5(a) of the FTC Act as well as a violation of the Restore Online Shoppers’ Confidence Act (“ROSCA”).

It’s critical that all contract terms be provided for review to a prospective participant and that the participant expressly consents to those terms prior to payment. If a company utilizes a separate Policies and Procedures (P&P) document, it is not sufficient to incorporate it by reference in the online terms and conditions. You must provide the complete document for review during the enrollment process. Similarly, if companies use hyperlinks to reference other documents during the online enrollment process (including P&P), the enrollment platform should be programmed to require the applicant to review and agree to the terms of the other documents before processing the enrollment.

Increased Scrutiny of MLM Earnings Claims

The FTC’s proposed Earnings Claim Rule seeks to impose a higher standard on direct sales/MLM companies than other industries. Most businesses are permitted to discuss potential earnings if such claims are truthful and not misleading. The FTC’s proposed rule goes further by requiring MLM companies to have written substantiation to back up any earnings claim and make that substantiation available to consumers upon request.

In addition, FTC has sought public comments on whether additional requirements should be included with the new rule, such as whether there should be a waiting period before a recruit pays any money to join a company.

The status of the new Earnings Claim Rule is uncertain, but the FTC’s view of MLM earnings claims is not. The FTC’s 2024 Staff Report on MLM Income Disclosure Statements encompassed a review of 70 Income Disclosure Statements (IDS) published by MLM companies. It did not find even one IDS to be compliant.

In recent enforcement actions, the FTC has expanded investigation of earnings claims to include how companies monitor and enforce policies against deceptive earnings claims. In FTC v. International Markets Live, the FTC characterized an internal compliance program as “a façade” because the company did not follow its own “Three Strikes” compliance policy. Further, the FTC alleged that the defendant company “continued to violate the law despite FTC warnings” because the company was one of hundreds that received the FTC’s Notice of Penalty Offenses Concerning Money-Making Opportunities in October 2021.

To reduce risk of regulatory exposure, companies should regularly publish an IDS that—at a minimum—discloses the median earnings of all participants, including those that earned no income in the reporting period. Even though participant expenses are not maintained or recorded by companies, the IDS should provide information about known or quantifiable participant expenses. Further, companies should survey participants to obtain expense information and include that information in the IDS. The IDS should be published at least annually and be easily accessible to the public. Companies must also be able to demonstrate a robust compliance program. A written compliance policy is not sufficient. Companies should be able to demonstrate that they enforce their compliance policies and terminate repeat offenders who make improper earnings claims.

Evolving Definition of Pyramid Schemes

The FTC’s updated Business Guidance Concerning Multi-Level Marketing sets forth a new subjective definition of pyramid scheme that varies markedly from the Koscot definition of a plan that awards compensation to participants “primarily based on recruitment.”

Now, the FTC attempts to distinguish a lawful MLM compensation structure from a pyramid scheme based on how the compensation plan “incentivizes participants, including the rights the compensation plan offers to participants.” This subjective interpretation seeks to expand the definition of pyramid scheme to cover compensation structures where earnings are generated based on recruitment of sellers that make sales to non-participant consumers.

This new interpretation was advanced by the FTC in its recent enforcement action against Neora. In FTC v. Neora, the FTC argued that the focus in a pyramid scheme analysis should not be on rewards (or payments) that program participants actually receive—the focus should be on the rewards/payments that participants have a right to receive.

The FTC argued that the court should ignore what is happening in the operation of a company’s compensation plan—which could be perfectly legal—and instead focus on abstract evidence of what could theoretically happen based upon the FTC’s subjective interpretation of how a particular company’s MLM compensation plan might work.

The FTC’s new position is that the amount of money paid to the company by program participants is irrelevant under Koscot, whereas the money the company pays out to participants is the only relevant consideration.

This position is at odds with the position the agency has taken in prior enforcement actions. In FTC v. AdvoCare International, LP, the crux of the FTC’s pyramid scheme allegations was the fact that AdvoCare encouraged its participants to purchase large volumes of products regardless of retail demand. A primary focus of the FTC’s complaint about AdvoCare’s compensation structure was the fact that a high percentage of the company’s revenues were generated from purchases by AdvoCare distributors rather than from purchases by non-participant consumers.

The FTC’s new emphasis on rewards that participants might receive rather than the amount of money paid to the company by participants is an almost complete reversal from its prior position. The FTC, through its updated Business Guidance and recent enforcement actions, continues to retreat from the legal underpinnings of Koscot to promote an amorphic definition of illegal pyramid schemes based upon subjective, conclusory and often conflicting criteria that enables the FTC to characterize almost any company’s compensation structure as an illegal pyramid scheme.

The best way for a company to avoid FTC scrutiny of its compensation structure remains the ability to demonstrate that a majority of revenue is generated from retail sales to non-participant retail customers. Companies should also have transparent, easy-to-understand compensation plans that clearly outline how participants earn money and avoid language emphasizing incentives for recruitment or internal consumption.

Brent Kugler, partner at Scheef & Stone, is a prominent attorney in the direct selling industry with over 23 years of experience. Formerly the General Counsel for a large MLM company, Brent provides comprehensive legal representation to direct selling companies including advice on regulatory issues, distributor policies and procedures, compensation plans, independent contractor classification, governmental affairs and risk management.

From the September/October 2025 issue of Direct Selling News magazine.

The New Direct Selling Playbook: Using Technology to Empower Connection

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Building my direct selling team in the early 2000s meant tracking my organization on five huge whiteboards. The technology we had back then felt like an afterthought. Today, having spent years building software for direct selling companies, I see things differently. My mission is to help companies get the right technology so they can focus on what matters most: their products and their people.

Many companies get caught up chasing every new trend. They believe a new gimmick or a shiny app is the key to success. But the most successful direct selling companies I see double down on the fundamentals. They know sustainable growth comes from improving what you already have, not by adding complexity.

The real difference between winning companies and those that are struggling comes down to a few core principles.

Prioritizing the Distributor and Customer Experience

Your software decisions must start and end with one question: how does this support our people? Technology should empower authentic interactions, not get in the way of them.

The companies that win are committed to making things better for the customer. When you prioritize the customer experience, everything else falls into place. Earnings go up. Retention improves. Teams grow. You can’t achieve long-term results with one-off promotions. Real momentum comes from an unwavering commitment to making things better for everyone involved.

This means you need a proven system that can scale, no matter how fast you grow. Don’t risk starting with an unproven platform, only to lose momentum because you need to switch. The money you save by choosing a solid platform can be used to innovate products, hire more people or improve the overall brand experience through events, promotions and personal development. Your technology is the foundation, and without a solid foundation, you can’t build.

Avoiding In-House Commission Engines

Few things erode trust faster than mistakes with people’s money. Inaccurate commission management is a serious pain point. When a compensation plan is complex and the software can’t process it with 100 percent accuracy, distributors lose faith. The effort they put into building their business feels wasted when their payout is wrong, or when they believe it is wrong due to a lack of visibility.

Large companies once had to build their own commission engines out of necessity, but those days are gone. Today, it’s more efficient and cost-effective to use a direct selling software provider. You avoid being held hostage by your legacy code and can process commissions faster, more accurately, and with fewer resources than any in-house solution.

GaudiLab/shutterstock.com

Focusing on Metrics and Data

Winning companies are obsessed with specific metrics. They focus on customer revenue growth, customer lifetime value and retention. They understand that long-term growth is about keeping customers and increasing their value over time, not just getting new ones.

They also know that word-of-mouth is the heart of direct selling. The field, not corporate, should drive most new customer enrollments. Companies that grow have a wide base of enrollers—it’s not just a few top leaders recruiting. It’s a broad group of people who consistently bring in new customers and new reps. That’s how you build scalable duplication across the entire field.

Your corporate team must have access to all relevant data points, visualized in a way that makes it easy to see trends and make excellent decisions. With access to industry benchmarks, you can compare yourselves to real data and focus on finding new ways to improve the distributor and customer experience. The power of data is in using it to connect people more deeply with your brand.

The Power of Human Connection

Technology has its place, but it can never replace the human element. The lasting value of in-person connection is a fundamental part of our industry. It’s what differentiates us from a standard affiliate or influencer model. Many people are looking for more authentic human interactions, and our industry can provide that.

In-person gatherings—even small ones—build belief, inspire action and create momentum. Real magic often happens after the official meeting when people mingle and connect. These moments are authentic. They build trust and are where relationships are built. We must remain committed to this as an industry.

We must give our field leaders tools that protect and enable this feature of our model. We can use AI to help distributors create personalized content for sharing, but we also must impress upon them how important personaltouch and relationship-building are.

Recommendations

Here is what you can do to act today:

  • Audit your current processes
    Look at your existing systems for customer and field support. Are they making it easier for people to focus on selling and sponsoring? Or are they a source of distraction?
  • Focus on the basics
    Spend time and resources on improving the fundamental parts of your business. How can you make your products better? How can you make the field-to-corporate relationship stronger?
  • Empower your field
    Give your reps simple, clear tools that help them build relationships and get customers. Technology should support—not replace—the human connection.

Your technology should be a source of strength, not a source of stress. The right platform gives you the power to run your business efficiently, know your business deeply and grow your teams and markets quickly. It’s the foundation that allows your people to build the future.

RODGER SMITH is Head of Business Development at Exigo. Since 2002, he has brought his entrepreneurial mindset and no-nonsense, sincere leadership style to the direct and social selling industry. Rodger has built large direct selling teams himself as an independent distributor. At Exigo he continues to work on his ultimate goal: to disrupt and heal the industry from historically bad software experiences by providing best-of-breed, intuitive solutions. Rodger has advised both corporate executive and top distributors at many of the channel’s top companies.

USANA Chief Scientific Officer Receives Women Tech Award

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Dr. Kathryn Armstrong

Dr. Kathryn Armstrong, USANA Chief Scientific Officer, was honored with the Women Tech Award by the Women Tech Council of Utah. This honor celebrates women making a significant contribution to expansion and innovation within the technology sector and aims to enhance the visibility of women who are inspiring the broader community.

“I am incredibly honored to be recognized by the Women Tech Council of Utah along with the other inspiring winners,” Dr. Armstrong said. “This award is a testament to our amazing team of scientific professionals at USANA. We are dedicated to pushing the boundaries of science and innovation to create the highest quality nutritional products for our Brand Partners and customers. This award is not just a personal achievement; it is a reflection of USANA’s unwavering commitment to empowering women in the workplace and its drive for innovation. I am proud to be part of a company that values innovation and invests in the development of cutting-edge technologies. This recognition will only fuel our passion to continue making significant contributions to the health and wellness industry.”

Dr. Armstrong joined USANA in 2024 and holds a PhD in Biochemistry from the University of Notre Dame.

Plexus Donates 587,000+ Meals During Hunger Action Month

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Plexus Worldwide, through its Nourish One initiative, continued its commitment to fight food insecurity as part of Hunger Action Month. During its annual Week of Service, 138 Plexus team members volunteered 410 hours to contribute 587,051 meals to help feed families across Arizona – an area where more than 2 million people deal with food insecurity. Plexus also donated $15,000 to support St. Mary’s Food Bank, which serves more than 250,000 people per day through pantries, meal centers and after school programs.

“This month, we were proud to rally our community to help families facing food insecurity,” said Elizabeth Woods, Plexus Worldwide Director of Philanthropy. “We’re honored to support St. Mary’s Food Bank through our 7th annual food drive, and every contribution – from our team members and customers – helps make a meaningful impact.”

Since launching the Nourish One initiative in 2018, Plexus and its customers have donated more than 47.5 million meals, supporting Feeding America in the US and Mary’s Meals globally.

L’BRI: A Quiet Success Story

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Listen to this story starting at 20:38 on the new, revamped The DSN Podcast. Even when your day is packed, we make it easy to stay informed, engaged and one step ahead. Listen now or read below!

Founded | 1998

Headquarters | Mukwonago, WI

Top Executives:
Brian Kaminski | Co-Founder
Linda Kaminski | Co-Founder
Cindy Monroe | President
Lynn Lippert | VP

Product Category | Beauty & Personal Care

Direct sales is always rooted in personal connection— it’s what sets the industry apart and consistently attracts new entrepreneurs to this time-tested business model. But for Linda and Brian Kaminski, direct sales is more than personal. It’s the throughline in the story of their lives. Everything about L’BRI, the company they built together, is deeply tied to who they are and how they’ve lived. And today, nearly three decades later, they’re more excited than ever to help others tell their own stories through the opportunity they built on dreams and diligence.

Direct Sales from the Start

Newly married and ready to build their life together, Linda and Brian were introduced to direct sales in their early 20s, at the very start of what would be a lifetime in the industry. Linda quickly built a thriving beauty business, achieving massive success within her first few years, while Brian worked in an aluminum foundry and cheered his young wife on from the sidelines—all while quietly studying the industry from his vantage point.

As Linda’s direct sales career grew, the couple saw the tremendous potential her business could have on their lives and the dreams they had for the future.

“We earned a car,” Brian shared. “Our family had never had a brand-new car, so we got a Ford Thunderbird. Oh my gosh—it was like we won the lottery. Linda was getting awards. We were traveling and living the American dream.”

After many years in the field with the same company, Linda and Brian’s dreams took a detour when the company suddenly closed. Linda took all she’d learned in two decades of top sales and built a new business with another company, only to watch that business close its doors as well. After yet another rebuilding with a third company, the couple had seen and experienced too much—financial instability, a revolving door of corporate leaders and a disappointing lack of transparency.

But they’d also seen too much possibility to leave the industry for good.

“When you have twenty years of these incredible life-changing experiences, it just calls to you,” Brian shared. “People always say, once direct sales is in you, you can’t get rid of it. We looked back at all the wonderful things and realized we had the most stability and success when we were in the field with skincare and cosmetics. We finally decided to start our own company.”

Not only had Linda and Brian achieved incredible success in selling personal care products, but they’d also seen how powerful a specific ingredient could be—one that served as the inspiration for the new business they would dream up together.

An Aloe-Powered Vision

As Linda was building her first direct sales business, Brian’s work in an aluminum foundry resulted in a tragic accident that landed him in the burn unit of their local hospital. Suffering from burns across his body from molten aluminum, Brian spent weeks recovering with little improvement until Linda chose to treat his wounds herself with Aloe vera barbadensis, most widely known as aloe vera. Brian’s doctors and nurses were amazed at the results and how quickly his burns were healing.

Three companies and many years later, Linda and Brian looked again to the power of aloe to regenerate—but this time, they applied it to their business. They knew they wanted to build a company that could heal what they’d experienced in Linda’s past direct sales efforts. They dreamed of a place where entrepreneurs would feel safe to build businesses, trust their leaders and expect stability and transparency from the corporate team. That’s exactly what they did and have continued since they launched L’BRI in 1998.

“We’ve been very conservative with our finances because of what happened to us when we were in the field,” Brian explained. “We didn’t want our field, our customers, our leaders, to have to go through those challenges. Just like a parent, you want your kids to have it better than you did.”

Debt-free and fully owned by Linda and Brian with no outside investors, L’BRI is home to a ever-growing contingent of thriving consultants and happy customers.

Aloe continues to be at the heart of the product portfolio which includes skincare, hair care, body products, makeup and health and wellness items, as well as specialized lines for men and children.

“It’s all about the aloe,” Brian said. “Nearly everything on the market today in the world is water based, meaning water is the first ingredient in the product. But because of our aloe vera experience when we started L’BRI, we made aloe vera foundational to our product line and the cornerstone of everything we do. It’s really our biggest—and best—differentiator.”

The Best is Yet to Come

Linda and Brian took everything they learned in their first two decades in direct sales and dreamed up something that would bring aspiring entrepreneurs the stability, transparency and lifelong opportunity they wanted for themselves.

“We treat it like a big responsibility of a family,” he explained. “We look at our customers and our consultants and our leaders like our kids. We’re very protective of the company and very conservative, just so they have a good, long, healthy, happy life at L’BRI.”

They chose to do things differently than some of their peers—like discouraging building up inventory and not offering autoship—gambles that didn’t just pay off but paid it forward in consultant and customer loyalty. Today, 71 percent of L’BRI’s orders are repeat customer orders; its return rate is less than one percent; and 74 percent of orders go to real end-user customers, which, according to Brian, is “just naturally how we did business.”

Dedicated to doing the best they can for their field, the Kaminskis continue to make choices that equip and empower the entrepreneurs who call L’BRI home, including investing in new technology. This year, their investments include launching Shopify, a shoppable catalog, Spanish speaking customer service, live shopping experiences and an AI skincare advisor.

But perhaps the most exciting development at the company is the addition of Cindy Monroe, founder of Thirty-One Gifts, as L’BRI’s new Executive Vice President of Strategic Growth.

“Cindy has had such tremendous success,” Brian shared. “She’s so smart, so innovative. We’re excited about fresh ideas, her work ethic, her energy, her positive attitude.”

Cindy shares their enthusiasm and ideals. “L’BRI represents everything I believe in—authentic connection, integrity and products that deliver. This isn’t just a business; it’s a chance to empower others and make a meaningful impact.” Linda and Brian are so proud of the company they built together, humbled by its consistent growth and excited about what’s next for the dream they brought to life.

“We never wanted to be the biggest company in the world, but we wanted to be one of the best,” Linda Kaminski, Co-Founder said. “That’s probably what we’re the best at—consistent healthy growth.”

From the September/October 2025 issue of Direct Selling News magazine.

QNET Celebrates 27 Years

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QNET hosted its V-Malaysia 2025 convention in Penang, celebrating its 27th anniversary. The event welcomed more than 10,000 attendees from more than 30 countries for five days of celebration, product launches and motivation. Malaysian sun bear mascots “Wira” and “Manja” opened the event with other performers for an extravagant music and dance exhibition that kicked off the event. The display was designed to celebrate Malaysian culture and the fusion of global business and local tradition.

“For 27 years, QNET has been about empowering individuals to take control of their health and financial future,” said Trevor Kuna, QNET Chief Marketing Officer. “V-Malaysia is the physical embodiment of our mission—a place where innovation meets culture, inspiring our entrepreneurs from Sub-Saharan Africa, the Middle East, Central Asia, and Southeast Asia to achieve more.”

This is the 13th consecutive year that the event was held in Penang. This year’s event was hosted in partnership with Tourism Malaysia to highlight how corporate events can drive tourism, hospitality and local economic activity.

“Our conventions are more than just meetings; they are economic partnerships with host nations,” Kuna said. “The success of V-Malaysia demonstrates how business tourism creates a positive ripple effect. We are thrilled to build on this legacy and bring the same energy and opportunity to Ghana with V-Africa 2026, further solidifying our commitment to empowering entrepreneurs across the African continent.”

Oliveda International Hosts Olive Tree Art Installation in LA

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Oliveda International and its subsidiary Olive Tree People Inc. created what it is calling a “once-in-a-lifetime art instillation” in conjunction with the Million Dollar Theater on South Broadway in downtown Los Angeles. The unique installation will feature hundreds of ancient olive trees, with each one being given a voice via a 432hz-frequency transmitter so that their “frequencies” can be heard. The event will collaborate with two-time Grammy Award-winner Colbie Caillat to create a “magical experience together.”

Oliveda will also roll out a long red carpet for the olive trees and waterless beauty representatives in attendance, and the City of Los Angeles has approved closure of the entire stretch of South Broadway for the event.

“When we first made our olive trees and their frequencies available to everyone in 2015, I dreamed of holding such a concert in downtown LA,” said Thomas Lommel, Oliveda Founder and CEO. “With this unique event at the Million Dollar Theatre, the oldest theater in Los Angeles and the world’s only olive tree art installation, we want to honor the 7,000-year history of olive trees and celebrate our 69,000 waterless beauty pioneers who, in less than two years, have launched the waterless beauty movement in North America on its way to Europe and the rest of the world.”

Juice Plus+ Completes Consensual Restructuring to Fuel Brand Growth 

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30-year-old Plant Based Nutrition Company Expands Partnership with its Lenders

Juice Plus+, a global leader in plant-based nutrition, announced it has completed a transaction with its lenders to drive long-term stability and growth.  The transaction provides the brand an opportunity to make strategic investments focused on driving efficiency and innovation in the business. 

The company’s core lenders have been stakeholders in Juice Plus+ since 2018, and this increased investment transfers ownership of the company to this group and signals their long-term commitment to support the brand, the corporate leadership team and its strong team of Independent Partners in 22 countries serving more than one million customers. 

“We believe in the high potential of Juice Plus+ and the opportunity for growth in this key category and look forward to the increased ability to share our products with more customers around the world,” said Travis Garza, Chief Executive Officer of The Juice Plus+ Company. “We are enthusiastic about expanding these long-term existing relationships with our core stakeholders as we enter into this next phase of brand growth under their ownership.” 

The new structure went into effect on September 30th. 

Plexus Earns Blue Zones Project Approved Worksite Designation

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Plexus Worldwide has officially received its Blue Zones Project Approved worksite designation for its Scottsdale headquarters. The Blue Zones Project was launched in 2004 in collaboration with National Geographic and the National Institute on Aging to identify where people live the longest and happiest without chronic disease.

The Blue Zones Project began working in Scottsdale in 2023 to support the community as it became the first Blue Zones Community in Arizona and Plexus has served as one of the key worksites to advance this vision.

“Every company should invest in their people,” said Alec Clark, Plexus President and Founder. “One of the advantages of Blue Zones Project is the sustainability plan they offer worksites, ensuring the health of our employees for years to come.”

The Philanthropy, Employee Experience and Human Resources teams have worked to identify specific company achievements that prove Plexus as a healthy worksite, including healthy lunch options, paid volunteer time and a competitive employee benefits program.

“We have a positive reputation for our excellent company culture and wellbeing,” said Elizabeth Woods, Plexus Director of Philanthropy. “When we were contacted to be a part of this project we jumped on the opportunity. The mission of Blue Zones also perfectly aligns with Plexus and our health-focused product offerings.”