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Mary Kay Celebrates Milestone Innovation and Transformation Initiatives

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Mary Kay announced new ways it is inviting the next generation of Mary Kay consumers and leaders to engage with the brand, launching and fueling innovative practices and transformation initiatives that align with a modernized Mary Kay.

The digital evolution begins with Mary Kay My Shop, which has been optimized to meet consumer buying experience needs and speak to a digitally native and fluent generation who demand convenience, choice and seamless interactions all in one. The cloud-first integrated platform equips Independent Beauty Consultants with new personalized online storefronts that connect to Mary Kay’s e-commerce, payment, fulfillment and social media resources.

To empower connections between beauty lovers worldwide and the next generation of digital storytellers, the company launched Mary Kay Global Social Squad. This pilot program empowers Independent Beauty Consultants to become authentic social creators who share product education, beauty inspiration and the latest beauty trends, ultimately helping consumers around the world discover and experience Mary Kay.

The company is also focusing on what it calls the “entrepreneurial renaissance” as it appeals to next-gen entrepreneurs who want to grow, give back and be part of something bigger than themselves. To meet this desire, Mary Kay continues to invest in sales force events that celebrate and build community through social-first, tech-enabled experiences, as well as philanthropic campaigns, including the brand’s Pink Changing Lives initiatives, which have contributed more than $230 million in monetary and in-kind support to enhance the lives of women and their families through the advancement of cancer research, economic empowerment and the supporting of survivors of domestic violence.

“We are re-defining the moment for Mary Kay,” said Ryan Rogers, Mary Kay Chief Executive Officer. “We are investing in technology and research to create seamless digital experiences while preserving the personal connections and sense of community that have always set Mary Kay apart. From the launch of Mary Kay My Shop to next-generation product innovation and purpose-driven impact, each milestone reflects the momentum behind our transformation. Building on more than 60 years of entrepreneurial legacy, we are reimagining how consumers engage with Mary Kay, meeting them wherever they connect, shop and share, while expanding opportunities for our Independent Beauty Consultants to thrive in a fast-moving digital world. Led by transformational leaders across the organization, Mary Kay is turning bold ambition into strategic growth, creating lasting value for generations of stakeholders.”

New DSEF Growth & Outlook Study Shows Opportunities Across the Channel

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The Direct Selling Education Foundation (DSEF) released its 2026 Growth & Outlook Study, showing evidence of an evolution in how Americans think about the ways they work, earn and build businesses.

In the US, direct selling represented $34.2 billion in retail sales in 2025, with 34.8 million customers and 5.2 million direct sellers who averaged $6,577 in retail sales. Of these direct sellers, majority worked their businesses part-time (4.8 million) and were overwhelmingly female (73%). This year’s study showed a 6% year-over-year increase in Hispanic participation, proving to be one of the strongest demographic gains in the year’s research.

Service-based direct selling companies also showed momentum, reporting a 5% revenue increase, which the DSEF stated was representative of continued expansion beyond traditional product offerings. Wellness was still a mainstay for direct selling companies, but the category showed a 7% year-over-year decline in sales.

According to the report, consumer expectations continue to shape the direct selling experience, including increased demand for personalized service, trusted recommendations, community connections and convenient purchasing experiences that blend digital and social engagement. Independent direct sellers build businesses that combine flexibility with personal relationships and a growing grange of products and services, and the DSEF stated that this ability to adapt to how consumers prefer to shop and engage “remains one of the channel’s greatest strengths.”

“These findings show a direct selling channel that continues to change with the people and communities it serves,” said Dave Grimaldi, Direct Selling Association CEO. “The growth in Hispanic participation and service-based businesses reflects a broader range of entrepreneurs and industries using the direct selling channel to meet consumers where they are.”

Make It Personal

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Why AI transformation begins when leaders stop watching and start building.

Artificial intelligence has reached an interesting point in business. No one needs to be convinced that it’s important anymore. We’ve all attended the webinars, watched the demonstrations and heard predictions about how AI will reshape every industry. Awareness is no longer the challenge—action is.

After working alongside nearly 20 direct selling companies over the past two years and helping develop hundreds of AI use cases, I’ve become convinced that the companies making the fastest progress share one characteristic. They aren’t necessarily the biggest or the best funded. They simply have leaders who have stopped treating AI as someone else’s responsibility.

When organizations struggle to gain traction with AI, the problem usually isn’t the technology. It isn’t the budget, the strategy or the board. More often than not, it’s that the people leading the organization haven’t become practitioners themselves. AI transformation is personal before it becomes organizational, and until leaders embrace it that way, the rest of the business rarely follows.

The Difference Between Supporting AI and Using It

Many organizations can point to AI initiatives already underway. They’ve hired specialists, formed committees or invested in new tools. Those are all positive steps, but they’re often mistaken for transformation when they’re really just preparation.

One of the biggest mistakes I see is believing that hiring a Head of AI solves the problem. Experienced AI leaders absolutely add value, but they can’t singlehandedly create a culture around AI. Too often, organizations hand AI to one person or one department, expecting innovation to spread naturally throughout the business. What develops instead are isolated experiments with little connection to day-to-day operations.

AI isn’t a department. To truly become effective AI has to become part of the way leaders think about solving problems. That happens when executives stop asking what AI can do for the company in theory and start asking what it can do for them today.

When we evaluate organizations, one question matters more than almost any other: Who owns the outcome? Not who owns AI itself, but who is accountable for improving productivity, customer experience or operational efficiency with AI. Those are very different conversations, and companies making the most progress have leaders who see AI as another management tool rather than another technology initiative.

Too often, organizations are focused on deploying AI instead of helping people adopt it. That’s why so many initiatives stall after the initial excitement wears off. AI is happening to people, not for people, and that’s the gap to close.

Experience Changes Everything

The same principle applies to governance. Many companies create AI committees made up of senior leaders because that feels like the responsible thing to do. The problem is that committees often reflect titles rather than experience. If the people making decisions about AI aren’t actively using it themselves, conversations quickly become theoretical.

The most valuable AI discussions happen when leaders have spent time experimenting. They’ve written prompts that failed, discovered workflows they never considered and experienced firsthand how quickly ideas can move from concept to execution. Those experiences change expectations because they replace assumptions with understanding.

Interestingly, some of the fastest-moving organizations we’ve worked with are companies under $150 million in annual revenue. They don’t have unlimited budgets or large innovation teams. What they do have are leaders willing to experiment personally. They identify a problem, build a solution, learn from it and improve it. That cycle happens in days rather than quarters.

Large organizations certainly have advantages, but they also have more opportunities to delay action. AI rewards curiosity and speed as much as investment.

Don’t Just Reinvent Yesterday

As organizations begin using AI, they often focus on making existing processes more efficient. That’s a logical starting point, but it shouldn’t become the destination.

Take AI meeting assistants. Most of us now use tools that record meetings, summarize discussions and generate action items automatically. They’re helpful, but in many ways we’ve simply replaced handwritten notes with digital ones.

The bigger opportunity comes when we stop asking how AI can document work and start asking how it can improve work.

Imagine using those same meeting transcripts to identify coaching opportunities across distributor presentations, compare conversations against proven scripts or detect compliance concerns before they become larger issues. Suddenly the value isn’t in producing better notes. It’s in uncovering patterns that improve performance across the organization.

That’s how we approach AI inside our own business. We don’t simply archive conversations. We analyze them. Every meeting becomes another source of insight about repetitive work, recurring challenges and opportunities to automate tasks that people have accepted simply because they’ve always done them that way.

Simply put, transformation begins when we stop reinventing the past and start reimagining the future.

Builders, Not Bystanders

One of my favorite examples involves two CFOs. Neither worked in IT. Neither considered themselves software developers. Both were frustrated by recurring business problems.

One was overwhelmed by commission-related questions coming into his department. Instead of waiting for someone else to build a solution, he created an AI agent that answered many of those questions automatically. Another faced a logistics challenge that a vendor estimated would take months and a substantial investment to solve. Rather than waiting, he built a working solution himself over a weekend, deployed it and refined it afterward.

The lesson here isn’t that every executive should become a programmer. The lesson is that AI has dramatically lowered the barrier between identifying a problem and testing a solution. The people closest to the work now have tools that allow them to prototype ideas before they ever become formal projects.

That changes the pace of innovation because learning no longer depends on lengthy development cycles.

Why We Tell Leaders to Play

One of the simplest exercises we run is also one of the most effective. We bring teams together for a 75-minute “hackathon” with one unusual rule: don’t build something for work.

That surprises people. Most expect to spend the session solving business problems. Instead, we encourage them to create something fun because it removes the pressure of getting everything right. The objective isn’t the finished product. It’s building confidence.

During one session, team members created everything from AI-powered meeting analytics to personalized news briefings. I decided to build an online business that turned uploaded photos into cartoon greeting cards, connected it to a fulfillment company and placed a real order before time expired. The finished card wasn’t perfect, but that wasn’t the point.

Seventy-five minutes earlier, the only tangible thing that existed was the idea.

The real impact came the following morning. People returned to work looking at their own responsibilities differently. They started identifying repetitive tasks they could eliminate and problems they could solve themselves. AI had shifted from being something they admired to something they used.

Start with One Problem

Leaders often ask where they should begin their AI journey. My answer is always the same: don’t start with a company-wide strategy—start with one problem.

Find one repetitive task that consumes too much time. One workflow your team quietly complains about every week. One process you’ve accepted because “that’s the way we’ve always done it.” Then try to make it disappear.

Governance, security and long-term strategy all matter, but they shouldn’t become reasons to postpone experimentation. Leaders who build confidence through personal experience make better decisions about how AI should be deployed across the organization because they’ve already seen what’s possible.

The companies pulling ahead aren’t waiting for perfect roadmaps. They’re led by people who are curious enough to experiment, practical enough to solve real problems and willing to learn in public. The world has already changed. It’s time for leadership to change with it.

DAN DEBNAN, Founder and CEO, Inovara, is a seasoned entrepreneur and marketing expert. At 19, he launched a digital agency that was later acquired. In 2016, he joined a European direct selling company as Head of Marketing, driving key innovations and growth. After five years, Dan moved on and founded Conturae, an AI startup offering a global content creation platform. His focus on leveraging new technologies helps businesses operate efficiently and scale effectively.

An Online Exclusive from Direct Selling News magazine.

The Digital Fatigue Shift

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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.

Why the future of growth could be happening face-to-face.

For years, growth strategies were built on a simple premise: more content creates more opportunity. More posts, more campaigns and more visibility were expected to translate directly into stronger engagement and higher conversion.

And for a time, it worked—but now that equation is beginning to break down.

Consumers today are not just overwhelmed by the volume of content they are exposed to—they are tired of it. Despite getting more messages than ever before, customers are increasingly feeling ambivalent. Nearly 70 percent of consumers now question whether what they see online is real or fake, and only 25 percent say they trust advertising at all.

They scroll quickly, filter aggressively and question the validity of what they see. Instead of responding, many are choosing to disengage. And that level of skepticism fundamentally changes how decisions are made. It represents a move away from a growth model that is primarily focused on content toward something more foundational: trust.

The Conversion Gap

Digital channels remain powerful, but their role has shifted. Visibility is still achievable, but belief is no longer automatic. The gap between awareness and action has widened, and more exposure does not necessarily close it.

In fact, increasing output often compounds the problem. Fatigue is not driven by a lack of information—it’s driven by an excess of it. As brands compete for attention in increasingly crowded environments, messages blur together and differentiation becomes harder to establish.

At the same time, trust in traditional digital signals is eroding. Sixty percent of consumers say they trust influencers less than they did just a few years ago, reinforcing a broader trend: authority is no longer assumed—it must be earned.

As a result, the strategies that once scaled effectively—more messaging, more frequency, more visibility—are delivering diminishing returns.

The Trust Equation

As digital fatigue grows, a countertrend is emerging. Consumers are placing greater value on experiences that feel direct, personal and unfiltered. They are seeking opportunities to engage in ways that allow them to observe, question and connect without relying solely on digital interpretation. This shift is not theoretical—it is behavioral.

Nearly 68 percent of consumers say they feel nostalgia for pre-digital experiences, and one in three actively plans to choose offline brand experiences in the coming year.

This signals a meaningful rebalancing. Digital interaction is no longer sufficient on its own. Consumers are seeking environments where trust can be built more naturally—through presence, interaction and shared experience.

A Natural Advantage for Direct Selling

This shift plays directly into the strengths of our channel. Long before digital platforms existed, direct selling was built on conversation, demonstration and relationship. Those fundamentals remain unchanged, but their relevance has increased in a fatigued and skeptical marketplace.

While other industries are now trying to recreate authenticity, direct selling already operates within it. Person-to-person interaction provides something content alone cannot replicate: context. It allows consumers to ask questions, evaluate outcomes and build trust in real time.

In this environment, that interaction becomes more than a differentiator—it becomes a necessity.

In-Person Events Drive Results

The resurgence of in-person engagement is not simply a trend; it is a response to digital fatigue. Consumers are seeking fewer distractions, more meaningful interaction and greater confidence in their decisions. In-person environments provide all three. They allow for focused attention, real conversation and immediate validation of the product experience. It is quickly becoming the quickest way to build the highest-converting metric: trust.

The data reflects this shift clearly. Eighty-five percent of consumers are more likely to purchase after attending a live brand event, and 70 percent go on to become repeat customers after just one in-person experience.

What digital often struggles to achieve over multiple touchpoints, in-person experiences can accelerate.

Simplicity in a Fatigued Market

Alongside fatigue, another issue has become more visible: complexity. As product offerings expand and messaging multiplies, it becomes harder for both consumers and distributors to navigate what matters most. Multiple entry points and competing narratives create friction, particularly in environments where attention is already limited.

When everything is being communicated, nothing stands out.

Simplicity offers a way forward. Clear, focused messaging allows for repetition, and repetition builds understanding. In a fatigued environment, clarity becomes more effective than comprehensiveness.

This does not require fewer products. It requires greater discipline in how those products are introduced and communicated.

A Return to What Works

The rise of digital fatigue does not diminish the importance of digital—it redefines it. Digital remains essential for building awareness and extending reach. But it is no longer sufficient on its own to establish trust or drive sustained engagement. That responsibility increasingly shifts to human interaction—through conversation, experience and community.

Organizations that recognize this are adjusting accordingly. They are using digital to initiate interest while creating opportunities for deeper one-on-one connection.

In other words—they are aligning with how consumers are actually behaving right now.

In many ways, this moment represents a return to fundamentals.

  • Clarity in communication.
  • Consistency in execution.
  • Authenticity in interaction.

These principles have always mattered. But in a crowded and fatigued marketplace, they matter even more. Going forward, success will not be measured in the amount of content produced. It will be defined by the companies that create the most meaningful connection.

AMBER OLSON ROURKE, Co-Founder & Co-CEO, Neora, has more than a decade of leadership, marketing and direct sales experience and has been an integral part of Neora’s strategic development and growth. She provides strategic vision and leadership supporting the company’s global expansion while overseeing sales, product development, marketing, branding, communications and digital strategy.

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

OMNILIFE Bets Big on the US Market

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New Corporate Office and Manufacturing Facility

President and Chief Executive Officer Amaury Vergara Zatarain doesn’t talk about OMNILIFE‘s new US headquarters in terms of square footage or supply chain capabilities. He talks about belief—his family’s belief in the market; in the direct-selling model; and their community’s ability to take OMNILIFE to a new stage of growth.

On August 14, that belief took physical form when Amaury and his team officially opened OMNILIFE Innovation Park, a complex that brings together corporate offices, manufacturing facilities and a logistics hub in Allen, Texas.

Built for Today and Tomorrow

Now that the ribbon has been cut at OMNILIFE’s $64 million multi-building property, the 35-year-old company has officially opened its third manufacturing facility worldwide, alongside operations in Mexico and Colombia. The total investment covers the acquisition of the land, the construction of the corporate and production buildings, logistics infrastructure, the implementation of specialized technology and equipment as well as spaces designed to accommodate the operation’s future growth.

This new Texas campus represents a significant financial and logistical investment in the company’s US operations but also symbolizes meaningful belief in OMNILIFE’s community of more than seven million customers and distributors. For many years, US distributors have built thriving businesses through their stories, their families and their communities. This new facility embodies that effort and reflects a vision that has guided OMNILIFE since its founding: to grow through its own infrastructure, closeness and conviction.

“For our distributors, this represents a very important institutional backing,” Amaury shared. “It means being able to demonstrate that OMNILIFE not only markets its products in the United States but also invests, builds capacity, develops expertise and prepares to compete in the long term from within the market itself. It’s a way of telling our distributors we’re here; we believe in you; and we’re building the capabilities needed to continue growing together.”

OMNILIFE Innovation Park is more than a plant or corporate headquarters. The Allen, Texas location will be home to two buildings: one will house corporate operations and manufacturing, with a second designed for long-term expansion, giving the company options to accommodate future growth.

The company sees this new US home as a comprehensive platform that unifies its institutional presence, manufacturing, distribution, products and brands, designed to connect more intimately with US consumers. It also places OMNILIFE deep within the US market, giving the company the opportunity to raise its standards and deepen its understanding of one of the most competitive and demanding business environments in the world, particularly within direct selling.

But, as Amaury explains, the knowledge gained at this new campus is not intended to remain solely in the United States. “It can strengthen OMNILIFE’s product development, communication, processes and decision-making in other markets, including new international opportunities.”

Closer to the Consumer and the Science

OMNILIFE will be tangibly connected to US distributors through this new facility—but it will be closer to new customers, too. This new proximity will allow the company to better understand US consumers, with a better understanding of their habits, preferences and expectations. One near-term aim is clearer product labeling designed for American customers, which will include adapting certain brand names to make them more relevant and understandable in the local market, without altering the essence or functionality of the formulas.

The new facility also opens the door to deeper collaboration with outside experts. OMNILIFE is in early discussions with specialists, researchers and universities to study its finished products and build additional evidence to support the science behind its ingredients—work that is still taking shape and will move forward within the appropriate academic, technical and regulatory guidelines.

“Our goal is for Allen to serve as a key link between OMNILIFE’s global expertise, and the opportunities offered by one of the most advanced markets in our industry,” Amaury said.

People Taking Care of People

For Amaury, OMNILIFE’s legacy philosophy of “people taking care of people” means that every growth decision is rooted in human value, not just operational value. He’s excited to show both the local community and broader OMNILIFE family how this new space puts this philosophy to work through more connection with area distributors and customers, new local jobs, environmentally responsible construction and an opportunity for the company to build long-term relationships with local suppliers and vendors.

“For our distributors and consumers, this means bringing them closer to our products, service, expertise and a company that is better equipped to serve them,” Amaury explained. “For those who will be part of the plant, it means building an operation with defined processes, adequate facilities, training and a culture that prioritizes quality, safety and personal development.”

The project incorporates high-efficiency electrical systems, LED lighting, extensive green spaces, water conservation practices and building materials designed to optimize energy consumption. The manufacturing operations will create 14 direct jobs and support an organization of more than 100 indirect jobs related to service and supply providers.

The Cornerstone of a Broader Vision

OMNILIFE Innovation Park does more than give the company a US address. The Allen campus brings corporate operations, manufacturing, distribution and quality control together under one roof, with room built in for the innovation and collaboration capabilities OMNILIFE is developing next. Allen’s connectivity to the rest of the country, its industrial growth and its long-term value made the location a strategic choice for a facility built to serve as a hub, not just a headquarters.

Before this project, OMNILIFE’s US operation relied on leased space and a supply chain sourced primarily from Mexico. But owned infrastructure adds something that leased space couldn’t: proximity to the market, operational flexibility and business continuity. As the business evolves, Amaury says the campus also leaves room to grow into new product lines.

That hub status matters beyond logistics. As a US-based operation, OMNILIFE Innovation Park positions the company to connect authentically with both its Latino distributor base in the US and a broader American market—two audiences the company has historically had to reach from a distance.

“Our next chapter is not about replacing what we have built in Mexico or Colombia, but rather about expanding our global platform,” Amaury shared.

Looking ahead, he sees Allen as more than a milestone. “In five or ten years, we would like to look back at Allen and recognize it as the place from which OMNILIFE deepened its connection with the United States; expanded its global reach; and demonstrated that a company born in Mexico can evolve, compete and continue to take care of people without losing its essence.”

An Online Exclusive from Direct Selling News magazine.

Bravenly Accelerates International Expansion

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Bravenly Global announced the next phases of its international expansion plan. After a successful launch in Canada, which officially opened on July 1, 2026, the company is now advancing its presence in Australia, currently in the pre-launch phase, and the United Kingdom, which began pre-launch on August 1, 2026 to expand the company’s footprint in Europe.

Additional market expansions include Spain, which is scheduled to enter the pre-launch phase in Fall 2026.

“From the beginning, Bravenly has always been about people first,” said Aspen Emry, Bravenly Founder and CEO. “As we enter new countries, our goal is not simply to grow our footprint. We want to build meaningful communities, create opportunities for people to experience Bravenly and ensure that every new market feels supported, connected and genuinely part of our global family.”

Each market expansion is intentionally selected as part of the brand’s larger global strategy and is supported by localized planning designed to support regulatory requirements, market-specific product access, communication, education and community development.

“Our international expansion is about building for the future without losing what made Bravenly special in the first place,” Emry said. “This next chapter is bigger than any one country. It is about creating a worldwide Bravenly community where people can feel that they belong, that they have an opportunity and that they are part of something with a meaningful future.”

Real and RE/MAX Receive Securityholder Approval for Acquisition

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The Real Brokerage Inc. and RE/MAX Holdings, Inc. announced that the securityholders of both companies have approved Real’s proposed acquisition of RE/MAX. Once finalized, the two companies will combine to form a holding company, Real REMAX Group.

“We’re grateful for the strong support from securityholders of both companies, and appreciate the confidence this signals in our vision for a more connected, innovative real estate ecosystem,” said Tamir Poleg, Real Chairman and Chief Executive Officer. “Together, through Real REMAX Group, we’ll have the scale, talent and resources to invest more, build faster and create even greater value for the more than 180,000 real estate professionals who choose our brands, and for the clients they serve.”

Approximately 99% of Real shareholders voted in favor of the acquisition, with 78.8% of RE/MAX holders voting to approve the deal. The transaction is still subject to closing conditions, as well as a final order of the Supreme Court of British Columbia, which is expected to occur over the coming weeks.

Together, upon closing, Real REMAX Group will support more than 180,000 real estate professionals across more than 120 countries and territories, representing approximately $2.3 billion in pro forma 2025 revenue and $157 million in adjusted EBITDA before synergies. Real stated that it expects the combined company will “have the scale and financial strength to invest in technology, AI, education and innovation while continuing to support the distinct brands, business models and communities that have made Real and RE/MAX Holdings leaders in real estate.”

“Today’s vote is an important milestone for REMAX franchise owners and the broader REMAX network,” said Erik Carlson, RE/MAX Holdings Chief Executive Officer. “This combination provides the opportunity to strengthen the value for Broker/Owners and their agents while preserving the entrepreneurial culture, local leadership and trusted REMAX brand that have fueled success for more than 50 years.”

Bravenly Hosts 2026 Summer Growth Summit

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Bravenly Global welcomed 1,600 leaders and brand partners to Orlando, Florida for its two-day 2026 Summer Growth Summit. Held at the Renaissance Orlando at SeaWorld Hotel, the event offered business training, leadership development, recognition, product specials and updates. Attendees were introduced to the company’s limited-time Endless Summer Bundle, featuring four Rush Extreme flavors, and given exclusive access to announcements about the company’s continued international expansion plans.

Following a successful market launch in Canada and successful pre-market launches in Australia and the United Kingdom, the company now plans to establish infrastructure and foster field leadership and customer communities to launch in Spain before the end of the year. The company reached the significant milestone of surpassing $100 million in annual sales last year and continues to pursue a broader global footprint while maintaining its core culture and operating principles.

In addition to its annual summer event, qualifying Executive Vice President leaders were invited to a retreat at the Four Seasons Resort Orlando at Walt Disney World and treated to luxurious experiences and recognition.

RIMAN Hosts North American Convention in Las Vegas

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RIMAN welcomed thousands of distributors and sales leaders to Las Vegas, Nevada for its North American Convention 2026. The three-day event highlighted the company’s product and ingredient innovation, introducing new products to its ICD Skincare, ICD Makeup and botalab brands, and offered attendees exclusive access to limited-edition packages that will debut market-wide in September.

In keeping with its theme of innovation, the event also served as the launchpad for the company’s new proprietary cosmetic ingredient Araliadiol, derived from RIMAN’s proprietary Centella asiatica cultivar, Giant BYoungPool, that is protected under a 20-year Plant Variety Protection certificate. Attendees were invited to participate in Master Classes, product demonstrations, educational sessions and general sessions to learn more about these new debuts and discoveries and strengthen collaboration and community within their markets.

“The strong engagement we saw throughout the convention reflects our distributors’ confidence in RIMAN’s innovation,” said Youngsu Hwang, RIMAN Global Chief Sales Officer. “By sharing not only today’s innovations but also our long-term product vision, we aim to inspire confidence in the future of the business and create sustainable growth opportunities for our distributors.”

Mannatech Reports Q2 2026 Financial Results

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Mannatech announced its financial results for the second quarter of 2026. Net sales during the quarter grew to $26.7 million, a $1 million improvement over the prior year’s period. Gross profit as a percentage of sales grew 3.3% year-over-year to 76.9%. Income from operations was $1 million, compared to a loss from operations of $1.4 million in Q2 2025.

Net income during the quarter was $1 million, or $0.53 per diluted share. New and continuing independent associate and preferred customer positions totaled approximately 116,000, down slightly from 125,000 in the second quarter of 2025. Recruitment of new associates and preferred customers increased by 33.3%, however, as compared to the same period last year.

The company ended the quarter with cash and cash equivalents of $6 million.

Amway Hosts Global Week of Service

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Amway hosted its fifth annual Amway Cares Week of Service, this time welcoming global participation across 12 countries. Volunteers collectively contributed more than 7,000 hours of service as they worked in farm fields and food pantries, built playgrounds and packed emergency supplies for families in need.

More than 1,300 Amway employees worked with more than 60 community organizations, supporting a wide variety of service projects that address food insecurity, expand access to fresh produce, create safe communal spaces for children to play and grow, and work to build healthier, stronger communities.

The week of service began in West Michigan with the goal of helping people live better lives. This year, for the first time, that mission connected employees around the world and across cultures and languages to demonstrate small acts of kindness and create meaningful impact on a global scale.

“Service is at the heart of who we are at Amway, and this event provides our employees the opportunity to live our values in a tangible way,” said Michael Nelson, Amway Chief Executive Officer.

Beachbody Reports Q2 2026 Financial Results

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The Beachbody Company, Inc., now known as BODi, announced its financial results for the second quarter of 2026. Gross margin remained stable at 72%, compared to 72.3% in the same period of 2025. Operating income improved by $5.6 million to $1.7 million, which represents the fourth consecutive quarter of operating income, as compared to an operating loss of $4 million in the second quarter of 2025. Net income was $1.4 million, the fourth consecutive quarter of net income for the company.

“Q2 marks our fourth consecutive quarter of net income and operating income, further validating the strength of our transformed business model,” said Carl Daikeler, BODi Co-founder and Chief Executive Officer. “We’re continuing to build out our omni-channel nutrition strategy, bringing iconic brands like P90X and Shakeology to retail while expanding our direct-to-consumer reach. With our broad range of nutritional supplements, we can acquire nutrition customers efficiently and seamlessly migrate them to our digital fitness platform, delivering the total solution that has always driven our best customer results.”

Total revenue was $49.6 million, down from $63.9 million in Q2 2025. Adjusted EBITDA was $6.7 million, compared to $4.6 million in the same period of 2025.

Compared to the previous year’s quarter, digital revenue was $31.2 million, down from $39.7 million, and Nutrition and Other revenue was $18.5 million, compared to $24.2 million.

“Our second quarter results mark our eleventh consecutive quarter of positive Adjusted EBITDA and our fourth consecutive quarter of double-digit Adjusted EBITDA margins, a clear sign that the operational discipline we’ve built into this business is durable,” said Mark Goldston, BODi Executive Chairman. “With our high gross margins, a dramatically lowered breakeven point, and a strong balance sheet, we have the financial flexibility to fund our omni channel expansion and innovation pipeline while continuing to capitalize on significant growth opportunities. We were also pleased to announce that on August 3, 2026 we amended our credit agreement to a more flexible covenant structure, which reflects our lender’s continued confidence in the long-term trajectory of our business.”

Third quarter 2026 outlook now includes revenue between $44 million and $48 million.