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Medifast Reports Q4 and Full Year 2025 Financial Results

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Medifast announced its financial results for the fourth quarter and full year 2025. Revenue during the fourth quarter reached $75.1 million while full-year 2025 revenue totaled $385.8 million. Coach productivity turned positive year-over-year for the first time since 2022, which the company stated has historically been a lead indicator of broader improvement. There was also a significant increase in coach-led meetings, which reflects a more energized coach base.

“As we enter 2026, Medifast is moving from defining its business transformation strategy to executing on a new path to growth, leading to profitability as we become wholly focused on optimal metabolic health,” said Dan Chard, Medifast Chairman and Chief Executive Officer. “Our foundational work of the past two years has established a direction for future growth, and with these plans in place, we are reinstating annual guidance as we execute against the path we are on to become a metabolic health company.”

Fourth quarter revenue experienced a 36.9% decline, which was primarily driven by a decrease in the number of active earning coaches. The total number of active earning coaches decreased 40.6% year-over-year, driven by continued pressure with client acquisition and rapid adoption of GLP-1 medications for weight loss. Gross profit during the quarter fell 40.9% to $52.1 million. Net loss during the quarter was $18.1 million, or $1.65 loss per diluted share.

Full-year 2025 revenue fell 36% with a net loss of $18.7 million, or $1.70 loss per diluted share. The company ended the year with cash, cash equivalents and investment securities of $167.3 million with no interest-bearing debt. The company now expects first quarter 2026 revenue in the range of $65 million to $80 million.

Amway Sponsors Global Wellness Summit

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Amway served as the exclusive sponsor of the Global Wellness Summit (GWS) Future of Wellness report for the second consecutive year. The GWS organization, which Amway also sponsors, gathers leaders and visionaries to “positively shape the future” of the global wellness economy.

Each year, the report offers a detailed forecast of trends that will impact the health and wellness category in the coming year. This year, the report’s findings identified a strong preference for wellness tools that support real life ideals, with an emphasis on a human, inclusive and resilient vision of wellbeing. This is in contrast to one-size-fits-all solutions or narrow health-related performance metrics of previous product generations.

“Each year, the Future of Wellness report delivers essential insights into the forces reshaping the global wellness landscape,” said Melodie Nakhle, Amway Chief Marketing Officer. “As the exclusive sponsor, we remain committed to advancing credible, science-driven innovation that helps people lead better, more vibrant lives. This research strengthens our ability to deliver meaningful solutions for communities around the world.”

Amway stated that three of the report’s trend themes were particularly relevant to its own product portfolio and brand, including:

  • The Year of Women – industries are abandoning the one-size-fits-all biology and behavior template to reflect women’s distinct health needs, life stages and economic power
  • Longevity Expands in New Directions – aging populations are moving longevity-centered treatments from clinics into daily habits in the home, reshaping how long and how well people live
  • An Over-Optimization Pushback – consumers are pushing back against hyper-tracked, high-pressure wellness models in favor of products that deliver human experiences honoring the emotional, sensory, social and imperfect nature of humanity

Amway sees the GWS insights as “keenly valuable” and plans to leverage science to respond to consumer interests with products and personalized solutions.

Zinzino Expands into Peru

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Zinzino AB, as part of its strategic plan to strengthen its presence in Latin America, announced the launch of operations in Peru. The company has already built a foundation in the region, generating approximately $167,000 in monthly sales through its global web shop. The expansion builds upon the company’s established success in Latin America, creating what it calls “strong cross-border synergies for both partners and customers.”

Zinzino selected Peru because of its favorable environment for direct selling operations, as well as a growing entrepreneurial culture and growing need for flexible income opportunities.

“Peru is a natural next step in our Latin American growth,” says Dag Bergheim Pettersen, Zinzino CEO. “We see strong potential for our Peruvian Partners to build long-term success with our test-based concept.”

MONAT Event Hosts 800 Market Partners in Munich

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MONAT hosted its first major event since launching in Germany last year. The MONAT Unleashed event welcomed more than 800 Market Partners to Munich, Germany for a day of recognition, education and celebration. MONAT described the gathering as a powerful statement of growth, innovation and renewed connection that was fueled by the brand’s accelerating momentum throughout the region.

The event highlighted the official European launch of MONAT’s TikTok Shop, which the company expects will usher in a new era of social commerce and reach, as well as the announcement of expansion into Switzerland, planned for later this year.

“MONAT Unleashed Germany was more than a celebration—it was a triumphant moment,” said Ray Urdaneta, MONAT Co-Founder and CEO. “The passion, professionalism and belief in Munich reflected the strength of our European community and the momentum and exciting future we are building together.”

Pampered Chef Celebrates International Women’s Day

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Pampered Chef launched Women Who Stir Up Change, a campaign celebrating women who use food to inspire confidence, build community and lead with purpose. The company is partnering with Kat Ashmore, bestselling author and social media personality, to deliver a co-created recipe utilizing Pampered Chef tools to make cooking faster and easier for home cooks.

Ashmore, a chef, shares her daily culinary adventures with her online community and views cooking as an act of self-love and connection. The Women Who Stir Up Change campaign will spotlight this ideal, helping women transform their kitchens into spaces of creativity and empowerment as they make meaningful contributions to their homes and communities.

“At Pampered Chef, we’re inspired by women who are making a difference in their homes and in their communities, transforming their passion into opportunity,” said Nevena Srebreva, Pampered Chef CEO. “Our Women Who Stir Up Change campaign celebrates their impact, not just on International Women’s Day but every single day.”

PM-International Celebrates Ribbon Cutting in Estonia

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PM-International has officially opened its new Estonia offices, marking an important next step in both its entry into the Estonian market and its global expansion strategy for 2026. The new office provides local distributors with tools, structure and support to help them develop strong businesses.

“With the opening of our Tallinn office, our goal is to further strengthen PM-International’s presence in the Baltic region and build a strong foundation for long-term growth,” said Agne Estra, PM-International General Manager Sales. “By establishing a strong local presence, we can work more closely with our distributors, connect with new customers and continue to grow the FitLine brand across Estonia.”

PM-International has steadily expanded its operations and invested in infrastructure to support global growth and expansion. Estonia is part of the company’s broader efforts to strengthen its position in Europe while developing new markets within the region.

“Estonia is known for its innovative economy, strong entrepreneurial spirit and transparent business environment,” said Frank Zimmermann, General Manager Sales North Europe. “These strengths fit perfectly with PM-International’s values of premium quality, sustainability and forward-thinking development, making Estonia an attractive market for our continued growth.”

The company announced plans for new subsidiaries in 2026, including Kazakhstan, the Czech Republic and India with additional market launches in Vietnam and Ireland.

International Analysis

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An Even Deeper Dive—More insights from this issue’s cover story.

Our current cover story A World in Motion takes an in-depth look at the current state of direct selling across the globe. We utilized the latest World Federation of Direct Selling’s Global Statistical Data Report as well as insights provided from Direct Selling Associations around the world.

We are incredibly grateful for the candor and thoughtfulness of the responses we received. While we couldn’t include the totality of their insights in the article, we wanted to make sure we provided access to this valuable information to our readers. So, we’ve shared their full comments as an online exclusive.

Thank you again to the WFDSA for their comprehensive report and to the many DSA executives who helped us paint a complete picture.

ASIA

China’s direct selling market is drawing increasing attention at home and abroad. The industry is experiencing major changes that bring both opportunities and challenges.

.The Chinese government has set strategic guidelines for high-quality, international development and aims to improve the quality of life. These policies encourage direct selling companies to move beyond traditional business models. Companies are increasing investment in product R&D and adopting innovative technology such as AI. They are embracing the concept of “Expanded Direct Selling.” This change centers on consumers and urges a reconstruction of the core values of “good products, good models and good culture.” Consequently, the industry is developing higher-quality international markets and driving innovation toward a Healthy China and improved living standards.

China’s direct selling industry has seen ongoing policy and regulatory improvements, moving from disorder to standardized governance. These changes have increased public understanding of legitimate direct selling and strengthened enforcement against illegal activities. As a result, confidence in the industry has grown among businesses, consumers and society, unlocking significant market potential and raising standards for direct-sold products and services.

The industry is shifting from traditional offline sales to an “Expanded Direct Selling” model that combines offline and online approaches, as well as personnel and digital tools. This change supports innovation across the industrial, value and responsibility chains. Many companies have already demonstrated positive results. Continued innovation in concepts, products, models and systems is essential, presenting both opportunities and challenges for businesses and investors in China.

—Sun Xuanzhong, Professor and Ph.D. at China University of Political Science and Law

NORTH AMERICA

Canada’s future is its people.

Our direct selling companies produce high-quality products that are on the cutting edge of innovation. But competition is fierce across the spectrum of retail opportunities, so sometimes even great products aren’t enough.

What has always differentiated direct selling from other channels is the personal connection. Whether in-person or via a digital relationship, personal recommendation and trust are what sets us apart from the rest. This is the case for product sales and for recruitment. 

I believe that the path to short- and long-term growth in our market is through leaning into this differentiator. Particularly with the poor use of AI sucking the life of so many allegedly real interactions, direct sellers in Canada must and are focusing on people. 

In June of last year, Mark Cuban posted the following on X: “Within the next 3 years, there will be so much AI, in particular AI video, people won’t know if what they see or hear is real. Which will lead to an explosion of f2f engagements, events and jobs.”

 Mr. Cuban might be onto something, and I think that direct selling can and must lead the way.

— Peter Maddox, DSA Canada

LATAM

Mexico

Regarding the future of Direct Selling in Mexico, we believe that sales will continue to grow, although at moderate rates, likely in the single digits and close to 5%. This performance would be consistent with what has been observed over the past two years.

Likewise, direct selling will continue to face strong competition from wholesale stores, supermarkets and ecommerce. Nevertheless, we expect the industry to continue developing, driven by the strategies implemented by companies in the sector, such as offers, promotions, loyalty programs and new product launches. These initiatives are primarily aimed at meeting consumers’ beauty and nutritional needs, helping them look and feel better and healthier, as well as offering products for those interested in trying new innovations.

Similarly, direct selling companies will continue to strengthen their sales through increased use of social media and digital platforms, allowing their sales force to reach a broader audience. In this context, many distributors will consolidate their role as micro-influencers or brand and product promoters.

Digital technology, as a working tool, will become increasingly relevant in improving communication, training and customer service. Likewise, the use of artificial intelligence will have a broader application in companies’ operations and processes, increasing efficiency and translating into improved results.

In conclusion, direct selling in Mexico will continue to grow at a moderate pace, supported by digital transformation and by the backing that companies in the sector are providing to their independent distributors in adopting new technologies.”

—Adelfo Enríquez, Presidente de la Asociación Mexicana de Ventas Directas (AMVD)

Colombia

The direct selling and network marketing sector in Colombia has demonstrated remarkable adaptability in recent years. By the end of the third quarter of 2025, the market had consolidated cumulative net sales with an average growth of more than 5%, setting a clear roadmap for growth expectations towards 2026. This trend suggests that by 2026 the sector could enter a mature stabilization phase, where growth will remain positive but moderate.

A notable phenomenon is the divergence in the performance of market players. While leading organizations maintain stable market shares ranging from 11% to 18% of the total market, emerging competitors have appeared with extraordinary expansion rates, in some cases exceeding 120% and even 300% annual growth in their net sales.

The foundation of the business model, the independent sales force, reached 1,732,552 active individuals by the end of September 2025. Despite economic fluctuations, the total number of salespeople has remained above 1.7 million throughout 2025, demonstrating that independent selling continues to be an attractive and resilient income option for Colombians.

The direct selling sector in Colombia continues to consolidate itself as one of the fundamental pillars of the collaborative economy and the livelihood of thousands of families. By the end of the third quarter of 2025, the industry reported cumulative net sales growth, reflecting the robustness of a model that constantly adapts to changes in national consumption.

—Elizabeth Acuna, Colombia DSA

Argentina

The year 2026 is projected to be a period of adjustment for the Argentine economy, with international estimates anticipating GDP growth between 3% and 4%, depending on the source, within a context of gradual stabilization and moderate recovery in consumption. For the direct elling industry, this scenario presents a clear opportunity: to consolidate professionalization, deepen digitalization and sustain the value of human connection as a competitive differentiator.

Inflation projections show a downward trend: after 2024, which was marked by sharp price corrections (the 2024 inflation rate was 117.8%), 2025 closed with cumulative inflation of 31.5%, and 2026 is expected to begin with monthly figures around 2%, trending downward toward midyear. It is estimated that the year will close with inflation below 20%.

At the same time, the exchange rate is also showing a more stable path: from the strong volatility of 2024, to a dollar exchange rate of around ARS 1,470 by December 2025, and into 2026, when a more predictable dynamic is expected under a more flexible exchange rate framework.

Within this context, direct selling will continue to be an attractive channel for entrepreneurs seeking flexible income in a market that is slowly recovering. Demand for transparency, ethics and quality will continue to strengthen companies that integrate these values into their value proposition.

At CAVEDI, our commitment is to support companies in this transitional environment, promoting high ethical standards and ensuring that direct selling continues to be a driver of economic inclusion and social mobility throughout the country.

—Gonzalo Falcón, Executive Director, Argentine Chamber of Direct Selling – CAVEDI

EUROPE

From a UK and Ireland perspective, the defining trend in the short term is the renewed value placed on human connection in commerce. As consumers navigate economic uncertainty and digital fatigue, we are seeing growing appreciation for trusted, person-to-person retail models that offer authenticity, flexibility and community. Direct Selling is particularly well placed here—combining digital tools with real human relationships, rather than replacing them.

Innovation in the near term will focus on enabling our sellers with better digital platforms, data-driven insights and social commerce tools, while keeping the relationship at the heart of the experience. This is where our sector will really shine. Nothing cuts through the noise of today better than a trusted friends or family recommending something with authenticity and honesty in a world we are finding harder to trust what we read daily! 

Looking to the longer term, I believe the UK sector will continue to strengthen by leaning into its greatest differentiator: people. As retail becomes ever more automated, the human touch will become not a weakness but a competitive advantage. Direct selling offers meaningful earning opportunities, inclusive entrepreneurship and a sense of belonging that many modern retail models struggle to provide. Growth will come from hybrid approaches—blending technology, sustainability and personal service—and from positioning direct selling as a modern, values-led channel that supports individuals and communities alike.

Ultimately, the future of our sector lies in proving that innovation and human connection are not opposites, but partners—and that is where the UK industry has a powerful story to tell, and I plan to shout of from the rooftops to all who will listen!

—Susannah Schofield OBE, Director General, DSA for UK and Ireland

AFRICA

After more than twenty years of hands-on, field-based experience in direct selling and MLM, one conclusion is hard to dispute: Africa is still in the early innings of direct selling and viewing it through Western frameworks is a strategic blind spot.

What I know first is that Africa plays by different rules. Cultures, behaviors and approaches to business follow logics that diverge sharply from Western norms. While Western markets now talk about “putting the human back into the process,” human connection has always been central in Africa. People have gathered, hosted, recommended and built trust through community long before “party plans” became a business concept. Another field-tested certainty: Africa does not develop efficiently from a distance. Remote, desk-designed strategies tend to look good on paper and fail on the ground. Today, two relatively stable and structured entry points stand out for serious players: Morocco and South Africa.

What I see next is scale. By 2050, Africa is expected to host around 1.4 billion urban residents, including roughly 800 million people of working age, concentrated in megacities such as Lagos, Nairobi and Cairo. At the same time, the gradual but real rise of African middle classes mechanically strengthens the relevance of relationship-based selling models.

What is urgently needed is the deployment of strong Direct Selling Associations across the continent. DSAs must go beyond representation to regulate, professionalize and legitimize the industry, actively contributing to market construction.

“My prediction is straightforward: within 20 to 30 years, Africa will become one of the world’s primary engines of human and entrepreneurial growth. The formal economy alone will not absorb this expansion. Direct selling and MLM will therefore emerge as structural pillars of the global distributed economy, increasingly driven by African companies rooted in local resources, traditional know-how and continental needs.”

— Armand Friess, Senior Consultant DS&MLM, Africa Expert

OCEANIA

In Australia and New Zealand, we are seeing real growth in our member companies who are focusing on the right mix of the traditional direct selling model (face-to-face demonstrations/communication) blended with social media interaction and promotion. 

MONAT is a great example of this, and they continue to gain in market share in the haircare and skincare space, particularly utilizing Tik Tok and Instagram.

“We are leaning boldly into innovation—reimagining how people connect, shop and build businesses in a way that is modern, relevant and built to last.  We are future-proofing our model by embracing technology, data and new ways of engaging the next generation, while staying deeply anchored in the power of person-to-person connection.” —Jen Usher, MONAT, VP of APAC.

Thermomix (Vorwerk) is another company experiencing strong growth…with the parent company recently reacquiring their ANZ franchise and re-investing heavily in this market. They have changed their corporate strategy in Australia to refocus solely on supporting and incentivizing their field leaders and teams, and the results are impressive with good growth in the last 12 months.

“We are 100% focused on supporting the direct selling model which has served us so well for so long, and we always think consultant first before any decision is made on broadening our product distribution or customer offering. In 2025, we achieved the best sales year in a decade!” —Philipp Grundler, Thermomix (Vorwerk), GM of Australia

—Geoff Mulham, DSA Australia

This was more in-depth market analysis from global experts from the cover story “A World in Motion” in the March/April 2026 issue of Direct Selling News magazine.

DSN Founder and CEO Announces Social Commerce Partners Corporation, a Special Purchase Acquisition Company

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Stuart Johnson partners with leading channel executives, forming a SPAC exclusively focused on social commerce.

While most direct selling and social commerce companies are privately held, the principals behind Social Commerce Partners Acquisition Corp. are looking to help a high-quality, high-performing company within this arena to access the public markets.

On December 24, 2025, Social Commerce Partners closed its Initial Public Offering (IPO) of $100 million and now trades on the Nasdaq under the symbol SCPQ.

A SPAC, or Special Purpose Acquisition Company, essentially operates as a shell company, formed by a combination of investors and operators, to raise capital through an IPO to merge with an existing business. Because SPACs are often less expensive and faster than traditional IPOs, they have been a popular method of raising capital and accessing the public markets for over 20 years.

SPACs function similarly to a reverse merger where the pre-existing shareholders of the target company can remain the largest shareholders post-merger. In other words, pre-merger ownership often maintains control, with the SPAC providing capital and expertise to support the company’s growth.

One of the most unique aspects of a SPAC is that when it raises capital, the investors buying into the IPO do not know what the eventual target company will be—that’s why SPACs are sometimes referred to as “blank check companies.”

Companies outside the channel that have gone public through SPACs include Virgin Galactic, SoFi Financial and Draft Kings. There’s also a very successful example within direct selling, Betterware de Mexico.

A SPAC Focused Solely on Social Commerce

Based on existing trends and these successful examples, Social Commerce Partners is focused on facilitating the transition of a high-performing private direct selling and social commerce company to the public market. Social Commerce Partners is led by some of the biggest names in the channel—a connected and reputable group of executives with a combined 100+ years of leadership experience.

Chairman and Chief Executive Officer Stuart Johnson explained the strategy. “The explosive growth of social commerce makes the timing ideal. There are excellent services and product-centric companies we feel could do tremendous things with the infusion of capital and shareholder value going public brings. We’re excited to help a strong, successful private company become a great public one.”

The SPAC has identified several social commerce companies within direct selling they believe can benefit from going public. Some of the company’s differentiators—which make them a preferred partner for these potential target companies—include:

Unparalleled experience
The board and advisors are well positioned to provide tremendous value and support to a partner company. Social Commerce Partners is familiar with the business and opportunities of many companies within their target universe. By leveraging their vast experience and relationships, the SPAC seeks to help founders and owners capitalize on significant growth opportunities with speed and confidence.

Underserved channel
Most social commerce companies are self-funded and don’t have established relationships with the financial community. As a result, liquidity and growth capital opportunities are often underutilized. Social commerce companies are generally underserved by capital markets. The SPAC’s expertise, reputation and relationships can help bridge that gap.

Reputation and relationships
Social Commerce Partner’s leadership is well known and highly respected throughout the channel. According to Stuart Johnson, “Our team is likely the most connected group in the industry. This is a people business—and we already know the people leading these companies. There is a lot of mutual trust, admiration and respect already in place.”

A merger could result in as much as a $100 million capital infusion in the selected company, allowing them to make strategic investments in:

  • Technology
  • Digital transformation
  • Product development and innovation
  • Branding
  • International expansion
  • Artificial intelligence development
  • Transformational ecommerce capabilities

Social commerce is enjoying an unprecedented surge in popularity and growth dovetailing with the rise of side hustle culture (approximately 30-40% of American adults have a side gig). This concurrence has created a virtual army of 120 million micro-influencers utilizing social commerce to grow their individual brands and businesses organically through social media and social selling.

The board of directors and advisors of Social Commerce Partners know the industry inside and out and offer unmatched knowledge and experience to companies that are already performing well, ideally helping them achieve even more.

As Independent Director Wayne Moorehead shared, “An infusion of significant capital could empower a target company to invest in the kinds of technologies that blend the best of high tech and high touch, allowing their micro-influencers to reach more customers, sell more products and services and ultimately build bigger, better teams.”

According to Independent Director Peter Griscom, this is especially relevant given the rapidly changing digital landscape that AI has ushered in. As he explained, “Social commerce is evolving at unprecedented speed. Our team has the knowledge base and expertise to guide emerging companies as they best leverage AI to implement new digital strategies.”

Heather Chastain, Independent Director, summed it up perfectly. “Our understanding of the unique opportunities and challenges of these companies is at a level that most within the investment community simply do not possess, and that could prove invaluable to founders, owners, operators, investors and the industry at large.”

An Impressive Leadership Team

Social Commerce Partners is led by a seasoned group of industry luminaries and leaders with over 100 years of combined experience in public and private companies.

Stuart Johnson is Chairman and CEO and has served the direct selling industry for 40 years. His passion for the channel encompasses a broader commitment to build and connect the direct selling community through exclusive industry events such as Direct Selling University and the DSN Global Celebration in his role as Founder and CEO of Direct Selling News an Direct Selling Partners. Throughout his career, Stuart has served as a key advisor to business owners and executives across the channel, including the sourcing of and participation in numerous M&A transactions totaling hundreds of millions of dollars.

Heather Chastain serves as Independent Director. With almost 30 years of cross functional experience, Heather brings a solid understanding of sales, marketing, technology, manufacturing, operations and C-Suite challenges as well as a strong collaborative and relational style of leadership. She has held executive roles at Shaklee, Arbonne International, Celebrating Home and BeautiControl and is the Founder and Chief Executive Officer of Bridgehead Collective.

Peter Griscom serves as Independent Director. He is currently President and Chief Operating Officer of It Works!. Peter has more than 10 years of direct selling executive experience and is a leading industry expert in how to effectively implement AI, leading digital transformations throughout the channel. Peter is the Executive Chairman of Van Dyke Acquisitions and the former COO of Mannatech.

Wayne Moorehead serves as Independent Director. Wayne has over 25 years of experience in marketing and brand strategy. He has applied his expertise and passion to help companies (from startups to Fortune 100) define, communicate and activate their brands. Wayne is currently the SVP of Strategy and Innovation at Herbalife and has held similar roles at Nature’s Sunshine, Young Living and Lifewave.

Jacob (Jake) McLain serves as Special Advisor. He is a seasoned direct sales and social commerce leader with over 18 years of experience driving growth for global companies throughout the channel. As a C-Suite executive, Jake has expertly guided strategy and operations at direct selling companies including MONAT and Beautycounter, among others.

Harley (Michael) Rollins serves as CFO and Board Member. Mike is a seasoned C-Suite executive with over 25 years of experience who has been Partner and Chief Operating Officer at Calabrese Consulting since 2019. Specializing in SPAC transactions, Mike plays a central role in advising SPAC clients through IPOs, de-SPAC mergers, SEC reporting, GAAP compliance, international tax structuring and transaction due diligence.

Nu Skin Reports Q4 and Full-Year 2025 Financial Results

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Nu Skin Enterprises Inc. announced its fourth quarter and full-year financial results for 2025. Revenue during the fourth quarter reached $370.3 million with a gross margin of 70.7%, compared to $445.6 million and 62.7% in the fourth quarter of 2024. EPS was $0.29.

Full-year 2025 revenue reached $1.49 billion with an EPS of $3.18.

“We are pleased to achieve fourth quarter results within our guidance range for both revenue and earnings per share,” said Ryan Napierski, Nu Skin President and CEO. “This past year was a pivotal year as we furthered our transformation toward becoming the world’s leading intelligent beauty and wellness platform and laid the groundwork for our 2026 growth initiatives. Looking ahead, we continue to build sales leader alignment in the first half of the year around the global launch of Prysm iO, positioning us for a return to year-over-year revenue growth by year’s end. We are now placing Prysm iO intelligent wellness devices into the hands of sales leaders around the world ahead of our consumer launch in the second half of the year. More than 20,000 devices are already in the hands of our sales leaders generating more than 700,000 scans. As we gain greater adoption and more individuals are scanning and receiving their personalized product recommendations, we anticipate this will drive growth in subscriptions leading to greater customer lifetime value. We have also begun pre-market activities in India, setting the operational foundation and infrastructure ahead of a full market opening anticipated in the back half of the year. Overall, we are encouraged by the progress we are making and believe these two initiatives give us the greatest opportunity for sustainable, long-term growth and increased shareholder value.”

Full-year 2026 revenue is expected to reach between $1.35 billion and $1.5 billion with an EPS between $0.80 and $1.20.

AI Now: Lessons from the Front Lines of Artificial Intelligence

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Recapping the most important takeaways from DSN’s AI Now Webinar.

Artificial intelligence is no longer a future-state conversation for direct selling. It is already reshaping how companies operate; how distributors market; and how customers discover products—often faster than leadership teams anticipate.

That reality framed AI NOW, a free webinar sponsored by Direct Selling News and held on February 11, 2026, which brought together four AI practitioners working at the intersection of technology, commerce, marketing and leadership. Hosted by DSN Founder and CEO Stuart Johnson, the session focused on real-world application rather than theory—what leaders are already building, testing and learning as AI becomes embedded in daily operations.

Rather than positioning AI as a single tool or department, the discussion explored how artificial intelligence is becoming foundational infrastructure across the enterprise.

Eric Siu: AI Is Becoming a Workforce, Not Just a Tool

Eric Siu, Founder and CEO of Single Grain, opened the webinar with a clear message: AI is already capable of performing work that once required entire teams—and it will only get better from here.

Siu shared examples of AI agents writing code, creating marketing assets, analyzing data and managing workflows. One of his strongest points was that executives can no longer treat AI as something to be delegated. Leaders must engage directly if they want to understand its implications and opportunities.

He highlighted Claude Code as a major inflection point, describing how AI-powered coding tools now allow non-technical users to build real software quickly and inexpensively. For direct selling leaders, the takeaway was simple: AI is shifting competitive advantage from scale to speed.

Eric’s AI Reality Check
AI is no longer an efficiency layer—it’s becoming a workforce. Leaders who engage directly with AI now will outpace those who treat it as a delegated or experimental function.


Kathleen Ross: Strategy Must Lead Technology

Kathleen Ross, a Fractional CMO with experience guiding companies through growth and transformation, emphasized that AI success starts with clarity—not tools.

Ross warned that adopting AI without a defined marketing strategy often creates inconsistency and confusion, especially in organizations that support large, independent sales forces. She outlined practical ways companies can integrate AI responsibly, from content creation and image generation to early-stage automation that reduces repetitive work.

Her guidance centered on alignment: companies must ensure corporate teams and the field are supported with structure, training and guardrails. AI, she noted, amplifies whatever system already exists—whether that system is weak or strong.

Kathleen’s AI Reality Check
AI doesn’t fix broken strategy. Without clear direction, training and guardrails, technology amplifies inconsistency—especially in organizations built around independent sales forces.


Peter Griscom: AI Is Changing Where Commerce Begins

Peter Griscom, President and COO of It Works!, shifted the conversation toward customer behavior and measurement. According to Griscom, one of the most significant changes driven by AI is where the buying journey starts.

Increasingly, consumers are turning to AI platforms like ChatGPT and Gemini for product discovery, recommendations and comparisons—bypassing traditional search and social pathways. As a result, companies must rethink how visibility and influence are measured.

Griscom introduced emerging performance indicators leaders should begin tracking now, including citation presence within AI responses and conversational visibility. By early 2026, he cautioned, companies that fail to adapt to AI-driven commerce dynamics may struggle to remain discoverable.

Peter’s AI Reality Check
Discovery is moving inside AI platforms. If your brand isn’t visible in AI-driven conversations, it risks becoming irrelevant—no matter how strong your products or marketing once were.

Dan Debnam: The AI Acceleration Gap Is Widening

Dan Debnam, Founder and CEO of Inovara, closed the speaker segment by sharing patterns he has observed across nearly 20 direct selling organizations.

His conclusion: an AI acceleration gap is rapidly forming. The companies moving fastest are not necessarily the largest or best funded, but those willing to test, build and learn quickly. Debnam shared examples of executives using AI tools to solve problems in days that once required months and significant outside spend.

His advice to leaders was pragmatic: start small; focus on one problem at a time; and empower individuals to experiment. Momentum, he noted, comes from action—not planning.

Dan’s AI Reality Check
AI progress doesn’t favor the biggest organizations—it favors the boldest. The advantage is going to companies that stop planning; start building; and turn everyday problems into fast learning loops.

What Leaders Need to Understand Now

Stuart Johnson closed the webinar by connecting the themes that surfaced across each presentation. While the speakers represented different disciplines, several consistent leadership-level insights emerged:

  • AI adoption cannot be delegated; leadership involvement is essential.
  • Speed matters more than polish; learning happens through execution.
  • Commerce is shifting toward AI-driven discovery, changing how influence is measured.
  • Repeatable systems will outperform isolated experiments.
  • Smaller, more agile organizations are often moving faster than larger peers.

Johnson emphasized that AI is no longer a side initiative or future investment for direct selling. It is becoming core infrastructure—impacting marketing, operations, technology and culture simultaneously.

The takeaway from AI NOW was not about chasing tools or trends. It was about mindset. Artificial intelligence is already altering how value is created and scaled in direct selling. The companies that act now—imperfectly but intentionally—will shape the next phase of growth.

DSN is committed to helping direct selling executives stay on the cutting edge of AI. Join us in Dallas for Direct Selling University April 16-18 for a special AI workshop and several mainstage speakers focused on AI. Hear from experts like Dan Debnam, Kathleen Ross, Peter Griscom, Brandon White, Damien Mobley and more.

The AI NOW webinar is available 24/7 in the DSN Library exclusively for all corporate employees of DSN Supporter Companies. Scan the QR Code to access the library. Learn more about becoming a Supporter, which unlocks access to 2,000+ assets from Direct Selling News.

LR Health & Beauty Announces New Financing Structure

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LR Health & Beauty SE has reached an agreement with significant investors to realign its financing structure. This comprehensive restructuring of its 2024/2028 Bond and capital structure is expected to provide for an aggregate injection of fresh capital of $23 million and significantly reduce and restructure the company’s debt.

“With this agreement on a realignment of our financing structure, we have reached an important milestone to reposition the LR Group to make it viable for the future,” said Jörg Körfer, LR Health & Beauty SE Chief Executive Officer. “On the basis of a solid financing structure, we aim to initiate targeted strategic measures to now bring the LR Group onto a successful trajectory. The consistent digitalization of our business processes, a focused further development of our product portfolio and our expansion into new markets are to play a central role in this context. Furthermore, our strong partner community represents an important foundation for the future success of our company. Following the successful start-of-year events and the launch of an innovative new product under the LR Body Mission brand, we aim to create additional incentives for our partners’ activities in the course of the year with promising product innovations.”

Product Companies Quick Poll Results

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What DSN’s 2025 survey reveals about momentum—and the companies driving it.​

In an environment defined by economic uncertainty, rising competition and rapid technological change, momentum is one of the clearest indicators of success. That’s why Direct Selling News tracks momentum so closely. It reveals not just growth, but durability. The results of our 2025 year-over-year Quick Poll don’t just describe the market—they surface the companies building real momentum within it.

Those results tell a powerful story. The market is competitive, selective and increasingly unforgiving—but, more importantly, also full of opportunity for companies designed to win.

The Product Landscape by the Numbers

This year’s Quick Poll surveyed 100 product companies with at least $50 million in North American revenue or ARR, compiling 80 data points. The results of our analysis and research reveal a divided market:

  • 50% reported year-over-year growth
  • 50% reported a decline
  • 25% achieved momentum growth of 20% or more

The 25 percent cohort—companies growing 20 percent or more year over year—is the group highlighted throughout this report, and that final number provides our most important validation. In a crowded, ever-shifting product landscape, one in four direct selling product companies delivering true momentum is a strong indicator of the channel’s resilience and opportunity.

It is also important to note that an equal number of companies reported year-over-year declines. The Quick Poll did not require respondents to specify the exact magnitude of those declines, so the data does not reflect how steep the contraction was across that cohort.

What we can say is that a significant portion of the market is moving in the opposite direction. While the reasons vary by organization, sustained declines of this nature rarely correct themselves without decisive action and structural change. These are not ships that will right themselves without fast reflection and meaningful pivots.

Where Product Momentum Is Concentrated

The product companies showing momentum span wellness, nutrition, beauty and lifestyle—categories still deeply embedded with everyday consumer behavior.

Established brands such as Shaklee, Zinzino (NASDAQ First North: ZZ B), Immunotec, Omnilife, Partner.co, Vida Divina and New U Life continue to benefit from loyal consumption patterns and mature field cultures.

Beauty and skincare brands such as Neora, Farmasi and RIMAN illustrate how strong formulations paired with modern social selling strategies can still drive growth.

Younger companies are also well represented. Bravenly Global, MAKE Wellness, VIVRI, Velovita, Ellie MD, Vital Health and The Super Patch Company demonstrate that new brands—when field-first and digitally fluent—can scale quickly.

A notable through line among the momentum companies across the board is field-first leadership. Many are led by founders that began their careers in direct selling as distributors, gaining valuable insights and a practical understanding of what moves the needle over time with a field-first mindset.

The Hispanic and Latin Market Factor

Another factor shaping product momentum is the continued influence of the Hispanic and Latin market across the Americas. Companies with cultural fluency, bilingual leadership and strong community roots continue to perform well—particularly in nutrition and wellness categories.

While portions of the Hispanic and Latin market experienced short-term friction in the US, driven in part by political climate and regulatory uncertainty, growth across the broader Americas remained strong. Cross-border relationships, family-centered consumption and education-driven product storytelling continue to fuel expansion, reinforcing the long-term strength of this market.

Acquisition and Momentum

Some momentum in this cycle was influenced by acquisition—both of companies and of field leadership. In the short term, these moves added scale and visibility. But acquisition alone did not guarantee sustained growth.

The companies that converted acquisition into durable momentum moved quickly to stabilize their communities. Clear communication, field protections and cultural alignment mattered more than deal structure. Where integration lagged, early gains faded. In today’s environment, acquisition can accelerate momentum—but only when it reinforces trust rather than disrupts it.

Headwinds Remain Real

Product companies continue to face real headwinds. Discretionary consumer spending remains under pressure; competition is intensifying; and regulatory uncertainty—particularly in health and lifestyle categories—has created hesitation in parts of the US market.

Demand has not disappeared, but it has shifted. The companies showing momentum adapted early—simplifying offerings, clarifying messaging and meeting customers where they are rather than waiting for conditions to normalize.

For the companies experiencing profound loss of momentum with declines of over 20 percent, deep reflection and immediate action are essential. These losses are most often fueled by weak product development, unsteady leadership or a broken value proposition. It is imperative that companies in decline determine if they are lacking in one, two or all three of these areas.

We should expect at least a billion dollars in mergers and acquisitions in 2026. Companies in the bottom quartile that fail to pivot risk becoming irrelevant or obsolete.

The Role of AI and Adaptability

Artificial intelligence will reshape product-based direct selling faster than many expect. AI is already influencing how products are recommended; how content is created; and how distributors engage customers.

The momentum companies are not waiting for perfect systems. They are experimenting now—using data to personalize outreach, streamline onboarding and improve productivity without adding complexity. As AI matures, it will reward companies that combine technological leverage with human connection.

Your Key Takeaway

Product momentum today is not about chasing trends. It’s about alignment—between products, people and platforms. The companies showing momentum are not immune to headwinds. They are simply better designed to navigate them. DSN’s 2025 Product Companies Quick Poll makes clear that momentum is measurable, selective and increasingly tied to execution.

STUART JOHNSON, Founder & CEO, Direct Selling News, has served the direct selling industry for 40 years. His passion for the channel encompasses a broader commitment to build and connect the direct selling community through exclusive industry events such as Direct Selling University and the DSN Global Celebration. Stuart is arguably the most connected person in direct selling. He has built an impressive and growing network of executives, thought leaders, strategists and innovators. His advice and counsel are sought after by leaders throughout the channel.

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