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4Life Opens New Office in Mexico

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4Life celebrated the grand opening of a new office in Villahermosa, Tabasco. 4Life General Manager Octavio Escalante led the ribbon-cutting ceremony for the office, which is part of an ongoing investment in the Latin American market and a symbol of the company’s shared commitment with local leadership to continue strengthening and supporting the 4Life community and opportunities in southeastern Mexico.

The company selected this location due to the region’s growing 4Life community. The new facility will provide a larger, more comfortable and accessible place where 4Life Affiliates can host meetings, training sessions, business presentations and other activities that showcase the products and support the growth of their organizations.

Amway Nutrilite Named the World’s #1 Selling Cellular Health Brand

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Amway’s Nutrilite product has been named the number one selling cellular health brand in the world by data analytics company GlobalData. This title was determined based on consumer and online research, brand presence, price points, sales data and additional key metrics that were validated through a modelling of overall sales data and cross-checking brand shares against total market value and volume.

Nutrilite is part of Amway’s commitment to help consumers experience a positive impact on their holistic aging and overall “healthspan,” or the number of years that they enjoy good quality of life. Proactive lifestyles that include balanced, plant-based nutrition and supplementation, hydration, physical activity and sleep are part of creating a healthy overall wellbeing, and Amway scientists have remained focused on exploring the role that cellular health plays in this endeavor.

“The independent validation of Nutrilite as the world’s #1 selling cellular health brand is a testament to the trust consumers around the world place in Nutrilite products,” said Brandi Huyser, Amway Vice President of Global Nutrition Brand Marketing. “For over 90 years, Nutrilite has combined the power of botanical science and innovation to help people live healthier lives. Today we are excited to advance the conversation around cellular health and help more people understand the foundational role healthy cells play in achieving optimal healthspan.”

Nutrilite combines what the company calls “the best of nature with the best of science” in a plant-forward formulation that incorporates botanical ingredients that are grown, harvested and processed in Amway-owned, certified organic farms and NutriCert certified partner farms.

PM-International Opens New Offices in Tokyo

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PM-International marked the strengthening of its presence in the Japanese market with a ribbon-cutting at its new main offices in Shinjuku, Tokyo. Together with the company’s recent opening of the new Direct Sales Center in Fukuoka, the two hubs are expected to provide a national network across Japan’s Tokyo, Osaka and Kyushu regions as part of a coordinated, nationwide investment strategy to strengthen infrastructure and support for Team Partners and customers from Tokyo to southern Japan.

The company reported that it had outgrown its previous offices in Nihonbashi-Kayabacho, Chuo City, and that this relocation to Tokyo would bring its entire corporate team under one roof, improving communication and collaboration between departments. This new space offers substantially larger offices and seminar rooms capable of welcoming visitors and holding events, and is located conveniently near transportation access.

“With the opening of our new offices in Shinjuku, we are creating the foundation for the next phase of growth in Japan,” said Hirofumi Takaishi, PM-International General Manager Sales Japan. “This investment shows our long-term commitment to our Team Partners and to the Japanese market as a whole.”

BeFra Reports Q2 2026 Financial Results

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Betterware de México, S.A.P.I. de C.V., now known as BeFra, announced its financial results for the second quarter of 2026. Net revenue increased by 16.8% year-over-year to $238 million, with an EBITDA of $44 million, representing a 15% year-over-year increase. Net income in Q2 2026 increased by 20.6% from Q2 2025 to $22 million. In the first six months of 2026, the company’s net revenue grew by 8.6%, compared to the first six months of 2025.

Improvements to net revenue were primarily due to the incorporation of Tupperware’s financial results following the acquisition, as well as continued revenue growth across Betterware and Jafra. Betterware was supported by both domestic growth and sustained international expansion, while Jafra’s performance continued to strengthen and deliver sequential revenue growth. According to BeFra, the acquisition of Tupperware “meaningfully expands” its direct selling platform and strengthens the scale and reach of its commercial network. The integration of Tupperware is also expected to improve operating leverage.

Compared to the same period last year, Betterware posted a 3.6% improvement to net revenue and Jafra reported a 4.5% net revenue increase.

“The second quarter marked another period of solid commercial execution for BeFra, with revenue growth across all our brands, while also representing one of the most significant milestones in the company’s history through the successful incorporation of Tupperware’s operations in Latin America,” said Andrés Campos Chevallier, BeFra Group President and CEO. “Despite contributing only one month of results during the quarter, Tupperware made a strong contribution to BeFra’s revenue and profitability, reinforcing our confidence in the strategic rationale of the acquisition. As the reference brand in its category, with a leading position in Mexico and an immediate platform in Brazil, Tupperware strengthens our portfolio, expands our regional footprint and reinforces our confidence in BeFra’s strategic growth pillars.”

Beneve: Flipping the Script on Direct Selling

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Founded | 2023

US Headquarters | Daytona Beach, FL

Top Executives:
Judy Willodson, Founder & CEO
Ken Eggleston, Founder & President

Product Category | Wellness & Nutrition

After building multiple seven-figure businesses and pouring her heart and soul into teams that had become family, Judy Willodson was ready to walk away from nearly four decades of success in direct selling. She couldn’t handle facing another crushing heartbreak of building a business from the ground up and climbing through the ranks, only to face disappointment at the top. But she also couldn’t walk away from the teams she’d built, loved and served for so many years. There was only one thing to do—build something new.

Building What She Wished She’d Had

In 2022, after building yet another successful direct selling business, Judy Willodson found nothing but frustration instead of a brass ring. She’d spent most of her professional life in the industry, achieving a level of success most entrepreneurs only dream of.

“I’ve been in the industry full time since the late ’90s when I was ‘bitten by the bug’ on the concept of leveraging my time for money,” she explained. “I jumped in headfirst and haven’t turned around and looked back yet. There’s been a lot of good; there’s been a lot of bad, a lot of ugly—being disappointed in the leadership, the ownership, the narcissism, the egos, a formula change, a compensation plan change, being sued, being locked out of your seven-figure income many times over. My husband and I were ready to step out of the industry.”

Fellow direct selling veteran Ken Eggleston had seen it all in his decades building and consulting for direct selling companies, but he’d never seen anyone quite like Judy. He’d watched her simultaneously reach unparalleled sales goals and deeply invest in the people on her record-breaking team, caring for her team as if they were family and leading through service. As Judy began to step away from the industry, Ken persuaded her to consider a different kind of leadership.

Together, in May 2023, Judy and Ken launched Beneve—a wellness company built, as they say, “different, on purpose.” In many ways, this new business represented the type of stable, transparent home that Judy wished existed earlier in her career.

“Our passion was to create a company where people can be valued, be heard, be appreciated, be loved and—more importantly—protect the businesses that they built and worked so hard for,” Judy explained. “We also wanted to create efficacious products that truly do what they say and a culture and community where we meet people where they’re at.”

Beneve, inspired by the idea of benevolence and doing good, is home to more than 10,000 Independent Influencers across the United States. This dynamic field shares Beneve’s science-backed functional beverages and supplements designed to serve a range of goals, including weight management, digestive support, energy, performance and hydration as well as collagen and beauty.

Turning Everything Upside Down

Judy and Ken designed a company that didn’t just talk about values; they wanted to live the values that mattered to them. They’d both experienced the best and worst of the direct selling industry and believed that Beneve could offer a way of doing business that no one had seen.

“We wondered what if we became the lighthouse in the industry,” explained President and Co-Founder Ken Eggleston. “What if we inverted the model, where rather than corporate taking 65 percent and giving 35 percent to the field, we invert that, and our corporate offices operate on 35 percent and we pay 65 percent to the field.”

This inverted financial model became the foundation for how Beneve would do business, turning industry norms upside down in the process. Judy wanted everything about Beneve to be rooted in stability and transparency for entrepreneurs, so she chose to launch the company without investors. Every check needed to launch Beneve came from Judy’s own checkbook, ensuring that the company could launch without debt.

As operations ramped up, Judy went a step further and absorbed her own investment, wiping the slate entirely clean. This was the ultimate proof of concept: a founder who wasn’t building toward an exit and personal financial gain, but toward something that would last—specifically, something that would outlast her.

To further protect its Influencers, Judy introduced Beneve’s Influencer Bill of Rights, a first-of-its-kind agreement that documents a set of protections designed to give Influencers the security and transparency Judy had never been afforded in her own career.

“You can say a lot of things, but when you put it in writing and they see it; they can feel it; touch it and share it—then it makes all the difference,” Judy shared.

Leading By Serving

For Judy, the Influencer Bill of Rights was simply a reflection of the leadership style she’d been developing for decades, grounded in relationships, service and care. She’s actively involved in opportunity calls, mentors Influencers and hosts intimate retreats with leaders, where she’s been known to make breakfast for a houseful of guests.

“I may be the Founder and CEO of Beneve, but that’s just the title,” she shared. “I don’t want to be put on a pedestal. I want to be treated as a sister, as a friend, as somebody who’s just an individual who’s trying to do what’s right in this world.”

While some founders may operate at a distance from their field, Judy’s role is uniquely embedded in the field. In fact, she isn’t compensated from the corporate side of the business at all. Judy serves as Beneve’s master distributor, so the same compensation that pays every Influencer in the field pays Judy, too.

Judy’s instinct to lead from alongside rather than above has drawn a powerful field of like-minded Influencers to Beneve, responsible for the company’s consistent pattern of strong growth. The company generated $3 million in its first year; $18.4 million in its second; $34.5 million in its third and is well on its way to Judy’s goal of $100 million within five years, boasting nearly 160,000 customers and counting.

Growing organically with a pace that’s allowed leadership to pressure test its systems and compensation structure, Beneve has the nimbleness to adjust and prioritize where it needs to. The company continues to operate debt free; owns its own warehouse; and manages its own IT department, responsible for Beneve’s recently launched fitness app. With new products for the whole family—including pets—on the horizon, Beneve’s product portfolio is positioned for growth, as well. And Judy is thrilled to have a front row seat for all of it.

“I truly mean it when I say that I’m here for the long haul,” she shared. I want to see the legacies of all these families, of the people who have come here, who have given their time to build something here. I’m going to see it through. And we will be—mark my words—we will be a billion-dollar-a-year company.”

Judy’s billion-dollar vision is nearly 40 years in the making, and is the result of the personal, servant-hearted leadership style she’s been known for all this time. The philosophy is simple and powerful: build the right culture; protect your people; lead by example—and the numbers will follow.

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

Sunrider Wins at 2026 Gurus Beauty Awards

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Sunrider International’s Oi-Lin Deep Moisture Lotion was honored at the 2026 Gurus Beauty Awards as a winner in the Skin category. The award ceremony, held in New York City, recognized excellence and innovation in beauty and wellness. Hosted by wellness advocate and celebrity entrepreneur Hilaria Baldwin, the event celebrated the products, ideas and individuals setting trends and shaping the future of the beauty industry across the categories of skincare, wellness, makeup, sustainability, clean beauty, fragrance, supplements and more.

Judges evaluated product samples for quality, performance and consumer experience, and found the Oi-Lin Deep Moisture Lotion to have an “expertly crafted formulation and commitment to high-quality skincare,” according to the company. The Oi-Lin Deep Moisture Lotion is the fourth step in the brand’s Oi-Lin Skincare System and is a lightweight lotion designed to moisturize, nourish and support the skin’s defense against free radical damage.

“We’re honored that Oi-Lin Deep Moisture Lotion has been recognized by the Gurus Beauty Awards,” said Sunny Beutler, Sunrider International Chief Executive Officer. “This award reflects Sunrider’s commitment to creating simple yet luxurious skincare powered by botanical ingredients and advanced formulation expertise. We’re proud that Oi-Lin continues to resonate with consumers seeking nourishing, age-defying skincare that fits effortlessly into their daily routine.”

How the Mary Kay Ash Foundation Is Powering a National Movement To End Violence Against Women

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For more than two decades, the Mary Kay Ash Foundation has helped shape the national response to violence against women through its 21-year commitment as Presenting Sponsor of the Conference on Crimes Against Women (CCAW). As the Foundation marks its 30th anniversary, this strategic, sustained investment in saving lives, strengthening systems, and building safer communities nationwide is a cornerstone of the Foundation’s key initiatives toward ending domestic violence and better supporting survivors.

A National Platform for Real-World Change
The Conference on Crimes Against Women convenes one of the largest, most comprehensive gatherings of professionals dedicated to combating gender-based violence. Law enforcement officers, prosecutors, advocates, healthcare providers, and social service organizations come together to share best practices, educate on new technological advancements, and remove roadblocks to ensure they are addressing the most relevant and widespread issues facing survivors and frontline responders.

The scale and impact are significant. From the data reflected in the conference’s recent infographic:

  • 2,483 attendees participated, representing all 50 U.S. states and 4 countries or territories.
  • 280 workshops were delivered, offering practical, real-world strategies.
  • 270 expert speakers shared insights from across disciplines.
  • 80 scholarships helped expand access to critical training.
Domestic violence survivor turned 20-year veteran with the NYPD, Katrina Brownlee, sat down with Dallas County Sheriff Marian Brown to discuss survivor-centered leadership and the importance of cross-sector collaboration in preventing violence against women. (Photo Courtesy: CCAW)

“This is one of the nation’s most important training and collaboration forums, equipping thousands of frontline professionals with the knowledge, tools, and partnerships needed to better identify, prevent, and respond to violence against women,” said Michael Lunceford, President of the Mary Kay Ash Foundation Board of Directors. “Year after year, the Mary Kay Ash Foundation is honored to serve as Presenting Sponsor. By investing in individuals and organizations supporting survivors and strengthening systems of accountability, we help expand access to safety, healing, and justice – creating a safer world for women everywhere.” 

This aligns directly with the Foundation’s broader mission. Since its founding in 1996, the Mary Kay Ash Foundation has granted more than $100 million to initiatives focused on domestic violence prevention and response, as well as cancer research. Its work consistently targets areas where funding can drive meaningful, measurable outcomes.

“For more than 20 years, Conference on Crimes Against Women (CCAW) has been honored to stand alongside the Mary Kay Ash Foundation in a shared commitment to ending domestic violence and strengthening the professionals who respond to it every day,” said Becky Park, Executive Director, Conference on Crimes Against Women.

Everybody Gets a Promotion

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The new rules of AI leadership

Think back to your first promotion. You worked hard for it, and when it finally came, it felt like validation of everything you’d been doing right. Then the hard part hit. Nobody warned you that the skills that got you to that moment weren’t necessarily the same ones that would make you successful in your new role. You had to learn how to develop others; how to think at a higher level instead of just executing; how to delegate and actually let go. It was uncomfortable, and it was necessary.

I’m here to tell you that you just got another promotion.

Whether you feel ready or not, your job has changed. Every leader in every industry is now managing something they’ve likely never been formally trained on. We are all—at this moment—managers of AI, and just like that first promotion, success from here forward is going to look different.

shutterstock.com/Ground Picture

What Your Team is Actually Worried About

I speak to leadership teams across the country and globe about AI transformation, and the number one thing I hear is frustration about slow adoption. Leaders push out new tools and wonder why nothing changes. Here’s what the research actually says: your team is mostly optimistic about AI and ready to explore it—but they feel like tools are being handed to them without a roadmap, without real training and without a culture that makes experimentation feel safe.

According to McKinsey, the biggest barrier to AI success isn’t your team’s willingness. It’s leadership. And most of the leaders I talk to haven’t adjusted their own habits at all.

When it comes to this promotion, you can’t lead something you don’t understand. You can’t evaluate whether your team is using AI well if you’ve never really integrated AI into your workflows and used it yourself. You can’t make the right calls on where it belongs in your organization if you’ve outsourced your AI education to someone else on the payroll. I believe you must know the way to show the way, and right now too many leaders are skipping that step.

The Wrong Scorecard

Right now, the metrics being celebrated at most organizations are the wrong ones. How much content was written by AI? How many agents deployed? How many hours did the tool claim it saved? I was testing a platform recently that told me I’d saved fourteen hours on email drafting, and I looked at my calendar and thought: those fourteen hours did not actually show up anywhere. So, let’s be clear about what we’re measuring and why.

shutterstock.com/Friends Stock

These metrics may feel like you are making progress, but they really just signal activity. They say almost nothing about whether what you’re building actually matters to the bottom line.

McKinsey’s most recent State of AI data shows that 88 percent of organizations are using AI in at least one function, which sounds impressive until you put it next to the other numbers: Gartner found that only one percent of executives consider their AI rollout mature, and McKinsey reports that only 39 percent of organizations are seeing any measurable business impact. We are not as far along as the noise suggests.

There is a lot of AI activity happening. There is very little AI transformation happening, and we have to stop celebrating them as if they’re the same thing.

Adoption is not Advantage

The distinction between AI adoption and AI advantage is the one most organizations are getting wrong right now. Adoption looks like tools without a plan or using AI to do the same work faster without ever asking whether that work should be redesigned entirely. It looks like every team member doing their own thing with no shared standards, where output quality depends entirely on who happened to be working that day.

Advantage looks like systems. Not a stack of tools, but a real system that anyone on your team can run, built on shared workflows and shared institutional knowledge that compounds over time rather than staying siloed in individual prompts. Here’s the part that makes this manageable: you’re probably not as far behind on AI as you think, but you may be further behind on systems than you realize. And systems are something every leader already knows how to build. That is the actual opportunity right now.

shutterstock.com/NDAB Creativity

Where AI Actually Belongs

AI works best when something is repeatable, documented, measurable and teachable. If your team does the same research every week; if you have a content process that follows consistent patterns; if you have a playbook that top performers already follow, those are the natural places to start.

Where it still struggles is in the work that requires real relationships, real judgment and the kind of deep specialized expertise that comes from years of experience—much of which has never been written down anywhere a model can learn from.

That’s good news for most of us. The knowledge and judgment you’ve built over your career is something AI doesn’t have access to yet, and your ability to walk into a room and know exactly what’s needed is something a model cannot replicate. My prediction is that as more work gets automated, genuine people skills and relationship-building will become more valuable, not less. And for anyone in a leadership role centered on people, that’s a very good development.

What a Real System Looks Like

Most teams right now are using AI to write emails, do quick research and generate first drafts, which is a perfectly reasonable starting point. But most of that use is individual and unstructured, so nothing compounds. The quality of the output depends entirely on who is doing the prompting that day, and you never capture the institutional advantage that comes from building something shared.

A real system looks different. Imagine an agent trained on your brand standards and your top-performer playbooks, coordinating with other agents handling research and drafting, where the output arrives ready for a human to review and refine. Your team shifts from doing the work from scratch to overseeing and improving something that runs at scale. Teams are building versions of this right now, and the gap between organizations that have real systems in place and those still running one-off prompts is going to widen significantly over the next year.

shutterstock.com/Summit Art Creations

A New Scorecard

If adoption is the wrong scorecard, what should we be measuring instead? It starts with leadership modeling, meaning you are actively learning, testing and demonstrating the behavior you want to see from your team rather than delegating your AI education to someone else because it feels overwhelming or because you’re too busy continuing to work the way you always have.

From there, the goal is building systems that anyone on the team can run. If your best AI results depend on one person, you haven’t built a system yet. Then measure what actually matters: are conversions improving; is your cost per output going down; is your team getting to market faster? That’s where the real impact shows up, and that’s the scorecard worth chasing.

Accept the Promotion

Every event I attend right now has the same energy. Leaders want the secret tool, the fastest shortcut, the thing that will finally make their AI investment feel worth it. I tell them the same thing I’m telling you here: the technology is not the hardest part. The hardest part is what it’s always been—accepting that what made you successful before isn’t necessarily what will make you successful from here on out.

You’re going to have to change the way you work, and your teams need to see you do it, not perfectly and not all at once, but visibly and honestly. I still sit down every month and ask myself whether I’ve gotten too comfortable; whether I’m testing enough; and whether I’ve kept the right people around me who will keep pushing me forward.

AI is a team sport, and the leaders and organizations that win with it will be the ones that learn together, share what works and build cultures that celebrate exploration.

The honeymoon phase of AI is over. The era of real transformation is just getting started. Accept the promotion—because your job has changed, and the best thing any of us can do right now is stop fearing that and start creating what comes next.

KATHLEEN ROSS is a Fractional CMO, AI educator and keynote speaker helping marketing leaders build AI-ready teams and systems. Follow her at KathleenRossCreative.com.

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

Coway Debuts Refrigerator Series

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In celebration of its 20th anniversary in Malaysia, Coway announced the launch of its first-ever refrigerator series. Malaysia is the first country to receive access to the refrigerator line, which includes the Multi-Door Refrigerator, with flexible storage and four temperature zones, and the larger Side-by-Side Refrigerator, with hygiene-focused cooling features and humidity-controlled drawers.

The refrigerators will continue Coway’s commitment to customer service with dedicated care and maintenance support to ensure long-term performance, including deodorization filter replacement and door gasket care for durability.

“Our 20th anniversary is both a celebration of how far we’ve come and a reflection of where we’re heading next,” said Janice Tan, Coway Malaysia Group Manager of Marketing Division. “The introduction of the Coway Refrigerator marks our ambition to evolve beyond wellness solutions into a more comprehensive lifestyle companion for modern homes. In a market where consumers are increasingly skeptical of claims and hungry for brands they can genuinely trust, ‘without compromise’ carries real weight. As the Best Life Solution Company, we remain committed to delivering home solutions to better support the way Malaysians live.”

Coway hosted its Coway Innovation Fest to offer more information about the new refrigerator line and give customers a chance to explore its massage chairs, water purifiers and more through interactive stations and themed activities.

Fix the System, Not the Symptoms

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When growth stalls, the answer isn’t more promotions or more pressure. It’s finding—and fixing—the real constraint.

Every direct selling leader knows the feeling. One month the business is growing. Leaders are engaged, orders are flowing and momentum seems almost effortless. Then growth slows. Revenue plateaus. Field confidence starts to slip. Before long, everyone is working harder but accomplishing less.

The instinct is almost always the same:

  • Run another promotion
  • Launch another product
  • Hold another event
  • Push the field a little harder

I’ve been part of enough turnarounds—inside and outside direct selling—to tell you those responses almost never solve the real problem. In fact, they often make it worse.

When growth stalls, your business is telling you something important. The system is broken somewhere. The challenge isn’t creating more activity. It’s identifying the constraint that’s preventing the business from growing and fixing it before the damage compounds.

That’s why successful turnarounds aren’t built on motivation. They’re built on diagnosis.

NDAB Creativity/shutterstock.com

Move Fast, But Don’t Panic

The reality of turnarounds is sobering. Most fail. Not because leaders don’t care. Not because the opportunity has disappeared. They fail because companies wait too long to admit they have a problem or spend too much time treating symptoms instead of causes.

In my experience, if you can’t meaningfully change the trajectory of a business in roughly the first 100 days, the odds of success begin falling dramatically. That doesn’t mean everything is fixed in three months. It means the organization needs to see evidence that the right problems are being solved.

The first responsibility is stabilizing the business. Stop the financial bleeding. Restore confidence. Understand exactly where growth is breaking down before introducing new initiatives.

Too many organizations respond to slowing revenue by piling more complexity onto an already struggling system. More promotions. More product launches. More campaigns. If the engine isn’t running properly, pressing harder on the accelerator won’t solve the problem.

Every Turnarond Comes Down to Three Things

Although every company is unique, I’ve found that nearly every turnaround can be traced back to three fundamental areas.

  • Cash
  • Trust
  • Throughput

Cash is the most urgent because without it, nothing else matters. Many companies quietly erode their own margins through constant promotions, creating temporary spikes in revenue followed by even deeper valleys. Eventually distributors stop buying unless there’s another discount because you’ve unintentionally trained them to wait. The business begins operating on promotions instead of value.

Trust is equally important, particularly in direct selling. Unlike traditional retail, your distributors are your distribution network. If your top leaders lose confidence in corporate, they don’t simply become disengaged employees. They stop building. They stop influencing others. In many cases, they leave altogether, taking entire organizations with them.

That’s why rebuilding trust isn’t a public relations exercise. It’s a business imperative.

The third area is throughput. How effectively are you moving people through your system? Are new distributors placing a second order? Are customers becoming subscribers? Are new recruits sponsoring someone else? Every successful business has a healthy flow from one stage to the next. When that flow breaks down, growth eventually follows.

Fix those three areas and most businesses begin moving in the right direction again. Ignore them, and no amount of excitement will move the needle.

Stop Adding Before You Start Removing

One of the hardest lessons for executives is that turnaround strategy often requires doing less before doing more. When revenue is declining, the natural instinct is to launch something new—resist it!

Don’t introduce another product simply because sales are slowing. Don’t assume rewriting the compensation plan will magically create momentum. Don’t flood the calendar with back-to-back promotions hoping one of them sticks.

While those actions create activity, they rarely create clarity.

One of the first questions I ask is whether the company still has a true hero product. At It Works!, we reached a point where everyone seemed to be selling something different. Coffee. Greens. Weight management. Wellness. Corporate couldn’t reinforce a simple customer journey because there wasn’t one anymore. Complexity became the enemy.

The strongest brands almost always have a clear entry point. Customers know where to begin. Distributors know what conversation to have. Corporate knows what to support. When everything becomes equally important, nothing remains memorable.

The same philosophy applies to onboarding. Today’s AI tools make personalization easier than ever, but technology doesn’t replace simplicity. New distributors still need clear next steps, achievable early wins and a straightforward path to their second order. Every unnecessary decision creates friction. Every unnecessary complication slows momentum. Turnarounds accelerate when companies remove friction instead of adding features.

Your Leaders Aren’t the Problem

One mistake I made earlier in my career was assuming declining performance meant I simply needed to push leaders harder. I was wrong. When leaders disengage, it’s usually because they’ve lost confidence in the system, not because they’ve lost ambition. That realization fundamentally changed how I approached turnarounds.

Kateryna Onyshchuk/shutterstock.com

Your top field leaders deserve the same attention that a retailer would give its largest distribution partners. Meet with them. Listen to them. Be transparent about what you’re fixing and why. They don’t expect perfection, but they do expect honesty and visible leadership.

Presence matters. If corporate disappears during difficult seasons, the field fills the silence with its own conclusions.

Reactivation offers another opportunity that’s often overlooked. Every company has former customers and distributors who once believed enough to make a purchase. Most organizations spend enormous resources chasing new customers while ignoring thousands of existing relationships already sitting inside their database.

Those people aren’t cold prospects. They’re warm relationships. Re-engaging them often produces some of the fastest and most profitable revenue available because trust already exists.

Discipline Wins

Turnarounds don’t require hundreds of priorities, but they do require ruthless, relentless focus. Assign ownership of the metrics that matter most. Let one person own customer reactivation. Another own activation rates. Another own subscription growth. When everyone owns everything, no one owns anything.

Maintain pricing discipline even when discounts seem tempting. Measure promotions beyond the initial revenue spike and ask whether they changed long-term behavior or simply borrowed sales from next month.

Most importantly, make decisions. Turnarounds rarely fail because companies moved too quickly. They fail because organizations spend months discussing changes everyone already knows are necessary.

Growth doesn’t return because people become more motivated. It returns because the business becomes healthier. Direct selling companies don’t need a different playbook when growth slows. They need the discipline to return to the fundamentals that created growth in the first place.

Protect cash. Restore trust. Increase throughput.

Do those three things with urgency and consistency, and even businesses that have been declining for years can begin growing again. Not because they worked harder, but because they fixed the system.

PETER GRISCOM is an award-winning executive known for leading large-scale turnarounds and advancing AI-powered operational strategies that drive field-centric growth. As President & COO of It Works!, Peter has pioneered the integration of AI across operations, product development and distributor engagement, positioning the company at the forefront of technological innovation in direct selling. He is widely respected for his ability to streamline operations, deliver breakthrough product innovation and modernize field engagement through strategic technology adoption.

An Online Exclusive from Direct Selling News magazine.

USANA Renews Partnership with Nordiq Canada

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USANA Health Sciences, Inc. has renewed its role as the official nutrition partner of Nordiq Canada, the national governing body for cross-country skiing in Canada. With this agreement, USANA will continue supplying NSF Certified for Sport nutritional products to Nordiq Canada’s elite athletes as they train and compete in the 2030 Olympic Winter Games and beyond.

“We’re thrilled to renew our partnership with USANA, a company that shares our commitment to athlete health, integrity and excellence,” said Beckie Scott, Nordiq Canada CEO. “At Nordiq Canada, we believe success is built on hard work, trust and a steadfast commitment to clean sport. As someone who has dedicated much of my career to advocating for fair play, I know how important it is to surround our athletes with partners who uphold those same values. USANA’s continued support helps ensure our athletes have access to high-quality nutritional products while reinforcing the culture of integrity that defines our program.”

USANA stated that its partnership with Nordiq Canada is a “natural extension of its global mission” to empower people everywhere to live healthy, more vibrant lives, and that working with elite sports organizations “demonstrates how science-backed nutrition can play a decisive role in athletic performance at the world’s highest levels.” By supporting Nordiq Canada in particular, USANA is also strengthening its ties and commitment to the Canadian market, where it continues to invest in partnerships as it grows its presence in the region.

“Canada has a passionate and knowledgeable fan base for cross-country skiing, and Nordiq Canada’s athletes inspire millions of Canadians every time they compete,” said Tracie Kenzora, USANA General Manager of Canada. “This renewal is a reflection of USANA’s deep commitment to the Canadian market and to the athletes and communities we serve here. We’re thrilled to continue standing behind some of the country’s finest athletes as they chase their dreams on the world stage.”

Nine Direct Selling Brands Named to Happi’s Top 50 US Companies List

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Happi, a publication covering the household and personal products industry, released its Top 50 Report. Since 1978, the list has created an annual ranking of the top brands in the beauty, household and personal care industries that are headquartered in the US. Results are based on revenue as reported or estimated based on each company’s mix of products.

This year, Happi’s 2026 List of the Top 50 US Companies included nine direct selling brands, including:

  • #12 – Amway
  • #13 – Mary Kay Inc.
  • #19 – doTERRA
  • #21 – Neora
  • #23 – Young Living
  • #29 – Melaleuca
  • #36 – Nu Skin
  • #43 – MONAT Global
  • #47 – Scentsy

Four of the brands – Amway, Mary Kay Inc., Nu Skin and Neora – climbed in the ranking by at least one level as compared to the 2025 Top 50 Report.