On DSN’s 20th anniversary, we asked industry leaders and legends to share how past evolutions and current opportunities are shaping the future of the industry.

In 2004, Stuart Johnson, now CEO of Direct Selling Partners, Direct Selling News (DSN) and NOW Tech, held a clear vision: to create a monthly publication that offered timely and useful information to direct selling executives. Today, that vision has expanded beyond a print publication to include podcasts, workshops, executive forums and informative in-person events featuring the biggest names in the industry. The format and appearance of the magazine has changed throughout the years, but the original foundation of Johnson’s vision remains unchanged.

As we celebrate 20 years of innovations and insights, we take a look back on a few of DSN’s most important milestones. But even before DSN’s debut in 2004, Founder and CEO Stuart Johnson had an illustrious career influencing the channel. He founded VideoDirect in 1987, which ultimately became VideoPlus and then SUCCESS Partners. He launched SUCCESS Partners University, an education conference for direct selling corporate executives in 2002.

DSN, now in its twentieth year of publication, continues to be the go-to resource for well-researched global industry news, expert insights and interviews with the founders and executive leaders behind the channel’s legacy companies and rising stars.

Deborah K. Heisz, now Neora Co-CEO, and John Fleming, a DSN Legend and former Avon executive, were two of the original staff members tasked with assembling the publication’s flagship print issues.

“At the time, there was no real periodical resource for legitimate news and information for people who were leading and operating direct selling companies,” Heisz said. “People were hungry for a trade journal they could rely on, and we received feedback from dozens—if not hundreds—of executives and owners across the industry letting us know we had truly filled a need.”

From a simple eight-page newsletter to the robust, global magazine it is today, DSN remains committed to supporting, informing, connecting and challenging direct selling executives across the US and around the world.

“I planned to stay for two to three years, but I remained Publisher and Editor in Chief for nine,” Fleming said. “We started by building something relevant and, in many ways, it has become far more relevant than we ever envisioned.”

Twenty Years of Industry-Changing Trends

The past two decades have been host to some of the most dramatic shifts in the channel, including the proliferation of the internet; the broad adoption of mobile devices; and pandemic-induced social distancing that forever changed the way shoppers buy products and interact with brands. With each paradigm shift, the direct selling industry learned to evolve and adapt.

We asked these executives: In the last 20 years, what changes have had the greatest impact on the industry?

“The vast majority of companies started in the industry by sharing products at home parties. Now, we’re sharing the opportunity virtually and across the globe without concern for physical barriers. Digital platforms forced all of us to adjust, while opening up a world of opportunity.”—Mark Pentecost / It Works! Founder and Chairman

“The operating landscape has permanently changed. Millennials want their own gig, but the average direct-to-consumer venture lacks the ability to scale up the way a direct selling company can with sales organizations.”—Rick Goings / DSN Legend, Chairman Emeritus and former CEO of Tupperware Brands

“Twenty years ago, signups and applications required a stack of paper. Today, it’s all done digitally. Technology has enabled much more efficient point-of-sale transactions and created the ability to connect and communicate with more people.”—John Addison / Addison Leadership Group; Board Member for Primerica, LegalShield; Senior Advisor to Utility Warehouse

“The digital revolution of the early 2000s felt, at the time, like a once-in-a-lifetime revolution, but it proved to be just the beginning of an avalanche of technology and business models that would profoundly change the world around us. Through all of these changes–the rise of social media, gig platforms and AI, and the challenges of the pandemic—we have demonstrated that, as a channel, we can adapt and evolve quickly.—John Parker / Amway Chief Sales Officer

“Technology has been the biggest gamechanger for us. I believe you have to have a robust strategy in both automation and face-to-face interactions for success in today’s marketplace. It is a delicate balance. Simplicity and speed can be the difference between success and failure.”—Kevin Guest / USANA Executive Chairman

The Next 20 Years

Lessons from the past 20 years have illustrated that change is not only inevitable; it is a critical part of healthy evolution. It was by welcoming social media, ecommerce and a digital-first footprint that the industry was prepared to not only survive but thrive during the pandemic. And as industry leaders look to the horizon, it will be that same bold approach and nimble, open mindset that will prepare the next generation of direct sellers for success.

We asked these executives: What actions should leaders be taking now to prepare for the future?

“We need to remember what got us here. We have always been an industry that focuses on building people, and then those people go on to build our business. We can ensure our future success by remembering that the most valuable asset any direct selling company has is our loyal, hardworking distributor field!—Rudy Revak / DSN Legend, Founder of Symmetry and Xyngular

“As technology continues to create opportunities and disruptions, I believe the future of direct selling will have to be centered around community and the social dynamic in our businesses. Great products, compelling income opportunities, competitive customer and representative experiences will continue to be basic requirements, but the community and social experiences we offer can be real differentiators.—John Parker / Amway Chief Sales Officer

“We empower women and others to work a meaningful business in pockets of their day. That’s the best part of direct selling. That’s how we win. We must continue to create and emphasize this opportunity—the side hustle is always in style.—Sarah Shadonix / Scout & Cellar Founder and CEO

“Leaders in the channel should plan for growth. Those who stay current by investing in the technologies of today and tomorrow—including new ways to purchase, improve speed to customer and product value—will thrive.—Joni Rogers-Kante / SeneGence Founder and CEO

“Direct selling will continue to thrive where the exchange of value is ongoing and supportive—like in following a nutrition or fitness plan—because of the importance of accountability to achieve success, but we need to acknowledge that affiliate marketing will replace network marketing where the relationship is purely transactional.—Carl Daikeler / BODi CEO

“Personalization and integration of AI in customer service are trends that we find exciting and that we are integrating into our strategy. Direct selling is also very unique; we never work solely online or offline. The future is hybrid, and we are relying on hybrid solutions in our strategy and development to be active pioneers in our industry.—Rolf Sorg / PM-International Founder and CEO

Creating a Lasting Impact

DSN has always strived to stay on the cutting edge of direct selling trends, news and thought leadership through its educational initiatives and events. We asked these executives: How has DSN’s coverage and perspective impacted your businesses over the past two decades?

“DSN has challenged the way I think about our business and the future of our channel. It helps me sift through the hype and understand the real innovations and opportunities that will shape our future. I am so grateful for the connections and insights that DSN has brought to me and our industry.”—John Parker / Amway Chief Sales Officer

“What DSN provides is something critical for the industry: a collegial way to share best practices with one another. One of the great things about the direct selling industry is people’s willingness to share both their successes and failures. DSN gives executives a way to learn and grow their businesses.—John Addison / Addison Leadership Group CEO; Board Member for Primerica, LegalShield; Senior Advisor to Utility Warehouse

“DSN is a powerful source of knowledge, allowing companies to learn from each other and grow. DSN has always offered great insights and innovative ideas. When there can be criticism of our industry, it’s important to have a platform like DSN to speak of the positive impact we’re having around the world.—Mark Pentecost / It Works! Founder and Chairman

“DSN is an important forum for keeping abreast to fast changing forces and how others are approaching and adapting to remain vital and resilient.—Rick Goings / DSN Legend, Chairman Emeritus and former CEO of Tupperware Brands

“The DSN articles and DSU events have been an amazing asset to the corporate leaders of this channel. They both create opportunities to gain valuable information, ideas and strategies, and they give guidance during changing and challenging times.—Rudy Revak / DSN Legend, Founder of Symmetry and Xyngular

“DSN continues to be an important voice and resource for steering the direction of this method of sales and marketing. It’s easy for institutions and regulators to lose sight of the individuals who legitimately use direct selling as their livelihood. DSN helps us all remember who is most important in this industry, and it’s not the company—it’s the distributors and customers.—Carl Daikeler / BODi CEO

“When DSN started, I remember thinking: ‘Finally! One place to get timely, reliable and insightful information on other direct sellers.’ Before DSN, people had to constantly scan multiple sources. It was very easy to miss company announcements and releases because so many direct sellers were private or just starting out.—David Holl / Mary Kay Chairman and former CEO

“DSN is my ‘go-to manual’ when I have questions; seek insight; look for surveys; or simply look for inspiration when I need it. I never throw away a publication, as I know I’ll need to refer to it one way or another. It helps me stay informed and current with what is going on in our channel.”—Joni Rogers-Kante / SeneGence Founder and CEO

“The community gains so much strength when we all work together, and DSN makes that happen. They are invaluable to the ongoing growth and professionalism of this industry, and I am so grateful for their work.”—Michele Gay / LimeLife by Alcone
Co-Founder & Chairwoman

“The coverage of the direct selling landscape in DSN is like no other, providing a clear and nuanced view into an industry that thrives on personal connections and innovative strategies. The articles are a testament to the precise research and commitment to detail that the team embodies, making Direct Selling News an invaluable resource for anyone involved in or interested in the dynamic world of direct sales. It’s journalism that not only informs but enriches and compliments the conversation around this unique sector of commerce.—Rolf Sorg / PM-International Founder & CEO

Building a Legacy Meant to Last

Reflecting on the past 20 years, the DSN team continues to build and plan for an even brighter future with more events, global coverage, expanding platforms and an unflinching grasp of Johnson’s original vision. The next 20 years will expand on that relevancy and commitment, providing more insights, developing broader resources and presenting more opportunities to support the executives working diligently to strengthen and scale the one-of-a-kind entrepreneurial possibilities found within the direct selling channel. 

From the January/February 2024 issue of Direct Selling News magazine.

The post Cheers to 20! first appeared on Direct Selling News.

But how do you turn all of that learning into action? The key is to pin down a handful of revelations that rose to the top, and then do something with them! In an effort to help us all take action, whether you were there or not, here are the next steps I would encourage any executive to take, inspired by Fall DSU 2023. 

1 / Get Serious About the Hispanic Market

The most blatantly clear takeaway from DSU was a lot of companies growing in the US have one thing in common: a commitment to the Hispanic market. This was a key point in about four different presentations. Whether you decide to target the Hispanic market or not, every executive needs to be intentional about how you’re thinking about this market, both globally and especially in the US.

2 / Simplify until It Hurts

John Alcala, CEO of It Works!, reminded us of just how much distributors have on their plates…and that’s before we add all of our stuff (promotions, incentives, announcements, launches…) to the mix! We all talk about simplifying our business, but do we really do it? To experience the kind of simplicity that actually prompts growth and duplication, you’ve got to shed some of the secondary “stuff” that only gets in the way for the average distributor. Go find it and do something about it.

3 / Experiment, Learn and Adapt

pawTree Founder and CEO Roger Morgan walked us through a few scenarios where the company identified a problem; came up with a possible solution; and launched quickly. Some worked well; some didn’t; and some only worked within very specific circumstances, but not others. The takeaways from his specific examples were helpful, but the biggest takeaway is this: am I tracking everything I do well enough to know if it works and why? And then do I keep iterating to see the improvement?

4 / Compare Your Business to Neora

A huge perk of DSU was hearing from Founder and CEO Jeff Olson and Co-CEO Deborah K. Heisz from Neora about their journey in their case against the FTC. The work they’ve done is so vital for every single one of us—both in terms of validating what we do and also shedding light on how we should do it. But in Stuart Johnson’s words, “If you’re still doing things the wrong way, this is not a win for you!” Deb shared some of the elements of Neora’s business (like 80 percent of those who buy from them are Customers and receive no commission) that strengthened their case. It’s in no way the hard-and-fast rule that must be followed, but if you need a standard to compare yourself against, it sounds like we just got a new one.

5 / Start Using AI (whether you want to or not!)

I’ll admit I’ve been slow to jump on the AI bandwagon. It can feel a bit overwhelming to understand. And it can feel like “just one more thing,” when I’ve already got enough “things” in my life. But after listening to Blake Mallen and Brandon White talk about how they’re putting AI to use right now, I realized my excuses hold little weight compared to the unbelievable benefits that can come from incorporating AI into how I work and live. Rather than figure it all out, I’m simply dedicating 15 minutes a day to using AI in some form or fashion. It’s the only way I’ll learn it and appreciate it. Maybe you should, too.

6 / Success Is in the Segmentation

No single speaker focused on segmentation as a topic, but many alluded to it. Bridgehead Collective’s Founder and CEO Heather Chastain’s generational research certainly shines a bright light on the need for us to segment what we do. The panel on affiliate programs (and how different each program is) certainly showcases how companies are trying to segment the opportunity in new ways. We even learned of the differences among segments within the Hispanic market. We can all do a better job of segmentation. Whatever is holding you back—technology, resources, know-how, WHATEVER!—let’s make 2024 the year we do something about it.

7 / What We Do Still Matters

Vivian Mokome, Founder and CEO of Vivian Mokome Projects, shared a heartfelt reminder that direct selling changes lives…and, in her estimation, can change continents! She sees direct selling as a prominent force for change in Africa. We must evolve as a channel and respond to the market in terms of what it wants and how it wants it. But we cannot lose sight of the actual life changes that have occurred and continue to occur, no matter how tempted we may be to downplay it in the midst of so many changes. Remind yourself of the greater good your company pursues and provides regularly. There’s no other fuel like it.

Were there more takeaways at DSU? You bet!
This is just a starting place. If you were there, think back to the points above in context of your own experience and determine what makes sense for your company. If you weren’t there, this list can still prompt extremely helpful conversations for your team. And bring them to DSU 2024! DSN

Note from the Editorial Staff: We’re excited to include these insights from industry expert Brett Duncan. Look for more content from Brett in the coming months on the pages of DSN.

Brett Duncan specializes in helping direct selling companies evolve into modern social selling models while still maintaining the culture and essence of who they are and what makes them different. He is Co-Founder and Managing Partner of Strategic Choice Partners, a business development firm that helps direct selling companies take their next steps.

From the December 2023 issue of Direct Selling News magazine.

The post 7 Top Takeaways for Executives from DSU Fall 2023 first appeared on Direct Selling News.

Constant marketplace change keeps the focus of most DSN content on how companies rise above challenges. We interview founders and C-Suite executives to talk about industry trends and progress, shifting business models and compensation plans, rebranding and tech and compliance and product development. The list goes on and on.

Less frequently, do we feature the young, corporate standouts who so prominently figure in getting all those things done. But that changes with this issue, as DSN recognizes—for the first time ever—a group of innovative trailblazers, whose contributions push their companies’ trajectories upward, while reshaping the direct selling channel for the rest of us.

More than two dozen companies answered the call to nominate their most accomplished achievers under the age of 40, who exemplify the kind of leadership skills and innovation that best represents the future of the direct selling channel.

And to that end, we proudly present the 2023 DSN 40 Under 40—a group of youthful standouts, who are rockstars in their current roles—vocal champions of direct selling with just the right balance of knowledge and enthusiasm to ultimately lead the industry.

Their day-to-day contributions help their organizations navigate the changing marketplace and they constantly impress. It matters not what field these stellar people represent—be it IT, marketing, training/field development, product development, customer service, HR or even the C-Suite itself—each has won the admiration and respect of their peers and bosses, alike.

Vida Achundsada

Senior Manager, Business Relations / North America

As Senior Manager, Business Relations for Mannatech North America, Vida Achundsada exemplifies outstanding leadership and a depth of understanding for direct selling that drives growth and fosters success within the organization. Vida’s passion, drive and relentless pursuit of success in her primary role of leading and supporting Associates and leaders from both the U.S. and Canada garners the respect and admiration of colleagues and peers alike.

But Vida also dedicates her energies to the Direct Selling Association of Canada, where she serves as a distinguished representative and holds a position on its Board. Her appointment reflects her long-standing commitment to the industry, as well as her proactive nature in shaping its future.

“She has proven herself to be a dynamic and influential leader, actively seeking innovative solutions and spearheading positive change,” said Patricia Anthe, Vice President North America, Mannatech. “She embodies the spirit of the next generation of leaders in direct selling.”

“One of the main challenges in direct selling is overcoming negative perceptions and addressing regulatory and legal complexities. Direct selling companies need to work more towards building trust, educating the public about ethical practices and ensuring compliance with various laws and regulations,” Vida shared. “Companies can tap into the global demand for entrepreneurial opportunities and consumer products by leveraging digital platforms and providing convenient online purchasing options.”

John Alcala

CEO

Direct selling inspires John Alcala because you don’t need specific qualifications, levels of education or experience or to be the most talented. “You only need the grit and determination to change your current situation,” he said.

John experienced the power of direct selling first-hand, working as a top field leader for It Works!. He and wife, SheriLynn spent seven consecutive years in the Top 10 prior to joining the corporate team and John becoming CEO.

“If not for this man (It Works! Founder Mark Pentecost) coming into my life nine years ago, I would have never believed there was more for my life. His belief in his vision for his life and his family’s legacy made me believe that I was made for more. I couldn’t be more blessed to have a mentor and friend that pushes, challenges and believes in me the way he does. He is the GOAT in this industry,” John said.

A methodical, strategic and passionate leader with a big heart, John is always interested in hearing other people’s perspectives and learning from them. He trusts the talents of his corporate team which adds positivity to the work culture. Hendrik Cloete, Chief Financial Officer said that John always puts people first and knows that—as a result—everything good will follow.

Sherilynn Alcala

Head of Field Strategy

At 30, SheriLynn Alcala was a stay-at-home mom with two babies in diapers, when she clicked “join now” on the It Works! site and changed her and husband, John’s, life course. Now, they have checked off more dreams before 40 than most accomplish in a lifetime, thanks to nearly a decade in the field and some “out-of-the-box” thinking by the company’s founder.

Founder Mark Pentecost tapped two of his best field leaders—John and SheriLynn—to run the company earlier this year. “Now part of the corporate team, I’m excited to help our field change the trajectory of their lives. This channel doesn’t discriminate; it is for anyone and everyone willing to show up and work!” Sherilynn said.

Resilient, SheriLynn understands setbacks are part of the journey—merely learning opportunities for growth. She’s mastered stepping outside her comfort zone, taking risks and putting in the effort to make things happen. “She doesn’t wait for opportunities to come to her but goes out and creates the opportunities,” Kate Martin Carlson, Vice President of Marketing and Sales, shared.

“I believe more companies could benefit from hearing the field perspective because the goal is the same for both sides: to sell life-changing products and grow our sales force. I’m so excited to share my perspective, knowledge and insight. We are better together!” SheriLynn said.

Uzma Azim

Senior Director of Information Technology

FOR MORE than a decade, Uzma Azim has been the face of technology at Neora, collaborating to bridge gaps between challenges and technological solutions, something she finds deeply satisfying. “I find fulfillment in leveraging the power of technology and innovation to streamline manual tasks, enabling both myself and my team members to devote our attention to more engaging and fulfilling work.”

“Uzma has a very valuable gift of explaining very complex IT ‘speak’ to actionable steps across all departments,” Beth Hisey, Director of Marketing, shared.

Proof is the recent, successful Neora website revamp, where Uzma and her team were tasked with a heavy workload and short deadlines, while balancing usual day-to-day demands. The project was important to bring more ease and a better user experience for customers, brand partners, as well as prospects.

Software development experience early in her career—and the desire to learn more—led to a graduate degree in computer science by 2016, which was instrumental to her flourishing career, growth and advancement at her first direct-selling experience at Neora.

There, she met a remarkable mentor in Deborah Heisz, Co-CEO of Neora and CEO/Co-Founder of Live Happy. “With her vast oversight of various business domains, there is always something new for me to grasp and learn. Her guidance and mentorship have been invaluable in shaping my professional growth,” Uzma said.

Bethany Balsdon

Director of Global Market Partner Experience

Bethany Balsdon grew up in direct selling, inspired by stories of “fearless” women who chose the industry and changed their lives with hard work and perseverance. That’s how she knew her own potential was limitless.

MONAT Global is Bethany’s fourth direct selling partner, having joined in 2015 during the company’s Canada launch. She is lead strategist for main stage global salesforce event content. Bethany also leads a team in design, implementation and integration of recruiting and retention tools, programs and assets for 450,000 Market Partners which contributes to retention and activity.

“She is a value- and results-driven communicator, skilled at directing multiple training and sales initiatives while delivering results on primary objectives. Bethany is known for developing enduring and trusting internal and external relationships,” shared Ray Urdaneta, CEO, MONAT Global.

Catherine Scott, Vice President of Global Field Development and Bethany’s mentor, pushes her to be bold and taught her how to unapologetically hold a seat at the table while leading with kindness. “While working under Catherine, I had my first child. She models what being a stellar businesswoman and mother can look like. I would certainly not be where I am today or on this list without her,” Bethany said.

Alexander Bogart

Director of Media and Technology

The dynamic environment of direct selling inspires Alexander Bogart to adapt, continually improve and be open to acquiring new skills. He said that’s why he gets up in the morning, and in challenging times his type of innovation and creativity profoundly impacts operations.

When Alexander stepped in to cover the extended absence of a co-worker diagnosed with a brain tumor, despite having his own workload to manage, CEO/Founder/President of Jordan Essentials, Nancy Bogart shared that, “He carried the load with an outstanding attitude, showing remarkable dedication and commitment to his colleagues and our organization.”

Alexander brings expertise and experience in video production, web and graphic design, as well as 15 years coordinating and executing direct sales events and conferences. But it’s his eagerness to learn and willingness to expand his skill set that make him a go-to resource for assistance and support across multiple departments.

Addressing a wide range of needs excites Alexander. “I find joy in streamlining operations and improving logistics to support our home office team. Helping bring impactful marketing strategies to life; executing successful events; and enhancing our brand’s visual identity are all areas where I can make a positive impact. Having a diverse skill set allows me to provide comprehensive support and contribute to the success of our company.”

Laura Brandt

President

AS A third-generation direct sales businesswoman, Laura Brandt feels a deep sense of responsibility to carry the opportunity and empowerment torch forward. Direct selling impacted the lives of her family and nurtured her entrepreneurial spirit, igniting a desire to make a meaningful difference in the lives of others.

“I am particularly passionate about the direct sales space as it has granted me the privilege of meeting and building relationships with diverse individuals from all walks of life,” Laura explained.

When Mark Bennett, Chief Business and Legal Officer of IDLife, hired Laura, he told her he would train her to take his job. “I thought it would take three-plus years, but it only took her 18 months,” he shared. “Laura is one of the brightest minds in the business I have ever met. She’s level-headed, a voice of reason and a natural born leader. She wasn’t given the title of President, our employees treated her like the president, she made decisions like a president, and she had the ‘presidential’ respect of our vendors and brand partners before she ever received the title.”

Misconceptions and stereotypes can create hurdles for the direct selling industry and Laura believes the best way to overcome is to educate the public about legitimate and ethical practices and to build a strong industry reputation based on transparency and integrity.

Ian Chen

Director of Business Relations

Ian Chen’s career spans four network marketing companies including starting one in China. At Mannatech, Ian is an invaluable asset driving growth in the North America Chinese market. He demonstrates unwavering dedication and works tirelessly with field leaders.

“I greatly admire his remarkable ability to forge and nurture relationships with our distributors. He understands the importance of establishing strong partnerships and setting mutual goals, all while effectively balancing his responsibilities as a corporate employee,” Patricia Anthe, Vice President North America, Mannatech shared.

“My two years as a distributor in the field revealed so much of what network marketing is about. I wouldn’t exchange those two years with any other experience,” Ian explained. “Working hand-in-hand with some of the most accomplished leaders in network marketing inspires me just about every day. In the age of automation, what distinguishes us as humans are those fundamental elements of friendship, love, happiness and a sense of belonging.”

His innovative mindset, coupled with an eloquent and effective communication style and unwavering reliability, allows Ian to spearhead new initiatives and consistently deliver outstanding results.

“The biggest challenge in this industry is the constant change in both regulatory environment and technology. The opportunity of the future lies in the younger generations. Companies will have to adapt to culture and consumer preferences of those generations which are evolving over time,” Ian said.

Vivian Chung-Patterson

Vice President Global Marketing

Vivian Chung-Patterson has a keen eye for detail that makes her successful in creating 360-degree marketing plans that produce actual results. In her role with Partner.Co spearheading global marketing operations, events, social media and communications efforts, she exhibits exceptional leadership in both managing and motivating teams and efficiently launching new products and services on an international scale.

“Her commitment to delivering high-quality work is unwavering, and her dedication to the company is second to none. Vivian’s unwavering effort and expertise have contributed tremendously to the successful launch of Partner.Co,” CEO Darren Zobrist said.

With a background in communications, including being the youngest person at 24 ever hired by Hearst Publications’ Hong Kong Division to media liaison with prestige, luxury-brand clients like Christian Dior, she learned early on that being successful is tied directly to one’s own effort and motivation.

From her tenure with Hearst, too, she learned to develop and maintain the highest marketing standards for every project, and to teach those skills to others. When they created special ads for Christian Dior, for example, she said, “I’d sit at the print shop for days to ensure every batch of stock paper was the exact same weight and the same shade of white, and I’d reject every print that was darker/lighter than the approved color.”

Meredith Cook

President

In founding Green Compass, Meredith Cook became a mission-driven leader of an all-natural, holistic brand of quality hemp products. But for her, it was always about making a greater impact and building a passionate community empowered to share and heal. Her vision, leadership skills and personal passion solidify a strong corporate mission and purpose that’s felt in every aspect of the business, including R&D, formulating, manufacturing and distribution.

“She leads with purpose, gratitude and compassion—never straying from her commitment to people, whether that be consumers, advocates or employees,” Lori Burgher, CMO, said.

“I’ve always seen the value in bringing people together around shared passions. There is power in connecting people,” Meredith shared. “If you are passionate, you can have success. And success looks so different for everyone, which is incredible to see. At the end of the day, you just have to care enough to show up and share.”

Following the pandemic’s shift away from in-person gatherings, Meredith committed to a “hybrid” business building opportunity that meets people where they are. “But I will never shy away from bringing people together! The energy and excitement that comes when our advocates gather and share their experiences is so contagious, and it always fills my cup.”

Brandon Craddock

Director of Digital Marketing

Brandon Craddock brings a quiet, calm demeanor and a lead-by-example management philosophy to a fast-paced, deadline driven environment at Ambit Energy, where he’s consistently advanced his skills in video creation, social media trends, website design and mobile technology to help define a life-long learning culture.

Closely tied to that pursuit of learning is Brandon’s constant reinforcement and insistence that Ambit’s creative team is most effective when it engages and listens to field leaders about what works and what doesn’t.

“He does all of this with a keep-your-cool, laid-back, never-ruffled style—always ready to step up and get the job done,” shared Eric Reisdorf, Chief Development Officer. “When I suggested Brandon to my management team as our nominee, the positive response was swift and absolutely unanimous.”

This former ad agency art director crossed to direct sales 12 years ago, bringing a consumer mindset and ability to relate that he’s since distilled into easily digestible best practices for consultants.

He feels the gig economy changed how people think about entrepreneurship, creating simple ways to earn extra income. “Direct selling is honestly no different and has many advantages over other gigs out there. It’s our job to make direct selling simple and accessible and to educate entrepreneurs and future business owners about those advantages,” Brandon explained.

Arielle Dothard

Director of Operations

Novae is Arielle Dothard’s first direct selling foray, but she embraced its culture and mission Day One. CEO/Founder/President Reco McCambry said Arielle is a major piece of the puzzle that keeps the company moving.

“There is no problem that our executive team brings to a meeting where she is involved that we don’t have a list of possible solutions within 24 hours. Competency is one thing, but having a great attitude and being just as eager as ownership to succeed is everything! That’s Arielle’s MO!” Reco said.

Arielle is a thinker and problem solver who is constantly pushed to expand her knowledge. She believes much of her success ties to her ability to adapt, learn and implement.

“I’m blessed to have leadership I can look to for direction whenever I need it. I’m able to talk through mistakes and turn them into learning experiences—and turn the good ideas into tangible results by proactively working through potential holes. They’ve really provided a safe space for me to learn and be inspired,” Arielle said.

Applying creativity and knowledge to function helps Arielle build a solid foundation for her family, something she aims to continue in the next decade. “I’d like to be in a position where I can use the knowledge I’ve gained and pour into others so that they can build steady foundations for themselves,” she said.

Kenton Engel

Chief Strategy Officer

Network marketing is at an inflection point, where many platforms and technologies are shifting. For a Chief Strategy Officer like Kenton Engel, there’s little better than bringing innovations to bear in a well-established industry and disrupting it.

A well-educated man, who holds two master’s degrees as well as a PhD in pediatrics, Kenton also spent a decade digitally marketing sports nutrition products. “In my career, I have generated almost $300M in quantifiable and trackable digital sales; I have founded or co-founded four brands, all of which became 8-digit revenue earners; and I did all of this while pursuing full-time studies.”

“Kenton has been instrumental in finding key markets and technologies to help expand our Awakend Nation blueprint,” Rodney James, Awakend Founder and CEO, said. “He played a critical role in our partnership with innovative third-party technologies that have helped grow our business.” That includes a new app and integration, as well as review of all compliance-related materials.

Legitimacy, Kenton believes, is the industry’s biggest challenge with its historical legacy that’s roundly negative. “But with all obstacles come equivalent opportunities; meaning that the newest generations of direct selling brands have an opportunity to be forces for positivity; to be innovative product developers; and to lead the way in digital marketing that is fundamentally honest.”

Stefani Green

Director of PR and Communications

Stefani Green leverages her experience in fashion, food, fitness and beauty to help energize Arbonne’s future. “I have a solid understanding of the marketplace and I am intrigued by its evolution. I spent my longest tenure at Mattel working on the Barbie brand, and Barbie has had a huge influence on my career,” she said.

While Arbonne is her first direct selling position, Stefani finds the entrepreneurial spirit motivating and inspiring. She loves the initiative and tenacity the industry requires, including in her role collaborating with partners across the industry.

Joining less than two years ago during a major transition, with new leaders and a new corporate structure, Stefani jumped into the role eager to connect Arbonne to new consumers and media through conversation and exposure.

“Stefani took the opportunity to create synergy across business units, build excitement with consumers and employees and truly reignited the brand’s place in culture and with media,” shared CMO Jorden Bell. Stefani integrated Arbonne’s communications strategy to consider multiple stakeholders and launched a PR campaign at New York Fashion Week resulting in 15 high-profile editorial placements and a 15 percent increase in organic story engagement and total impressions on IG Stories. Brand awareness, she said, is the biggest industry challenge and opportunity.

“Through empowering messaging and increased accessibility, we can transform direct selling to be more understood and highly desired.”

Jeff Harwood

Finance Director

Jeff Harwood is a stalwart and true team player, someone who is constantly sharpening the saw, brainstorming and assisting across departments as well as always going the extra mile to support distributors, Ryan Mumford, Vice President of Finance, shared.

A Utah State and Disney Institute grad, Jeff’s business administration, leadership, employee engagement and quality service schooling helped during an unorthodox new hire training at Activz. When the boss’s wife had a baby in his first week, Jeff dug in.

“I chose to take upon myself my own training, learn the ways of the business and make myself an extremely valuable asset to the company, to not stop until I had figured things out. Even though I was suddenly thrust straight into the fire, I consider that one of the best moments in my career and what influenced me to get to where I am today,” Jeff explained.

His exceptional diligence “is invaluable while launching new markets, releasing new technology improvements or simply reorganizing a department,” Mumford said.

“It’s amazing to interact with so many people that want to increase their value and develop themselves into something great,” Jeff said. “I learned a long time ago that it’s better and more fulfilling to lift others and discovered that by doing so, they in turn lift you.”

Ashlee Headlee

Chief Program Officer

Ashlee Headlee always dreamed of starting her own direct selling company and creating an authentic community, so she is living her wildest dreams and is the most fulfilled she’s been in her entire career.

“I instantly fell in love with all the elements of this industry. I’ve spent the last 11 years working and consulting for companies ranging from billion-dollar brands to start-ups. The fact that I got to take all the knowledge gained over these years and create my own company in this channel is a bit surreal,” Ashlee said.

As a mother, mentor, yogi, wellness advocate and business owner, Ashlee’s passion for people shines as she helps them wake up and remember how incredibly powerful they truly are. She’s the visionary behind three main pillars to abundant living that work synergistically with Awakend products, programs, tools and technology.

Ashlee feels the direct selling industry has been on the forefront of revolutionary for decades but has also experienced a copy-and-paste philosophy of highlighting the same things over and over again. She hopes to create a new model for the future.

“I believe people are looking for more. More connection. More truth. More authenticity. More. This industry—out of all industries—is primed and so capable of providing more on a life-changing scale,” Ashlee shared.

Kenneth Hernandez

Chief Technology Officer

Software development is Kenneth Hernandez’s playing field. He’s spent over a decade on the technology side of healthcare, entertainment, hospitality and direct selling, executing roles like senior software engineer, software architect and chief technology officer.

“I have worked with a variety of companies in the direct selling space, in multiple industries with a variety of compensation plans, all of which have helped me succeed in this channel,” Kenneth said.

“Not only is Kenneth a master at coding he is an excellent problem solver and leader. He embodies the core mantra of our founders to constantly grow and improve and his team exudes this principle as well,” CMO of inGroup, Doug Corrigan shared.

He believes the key to creating a brighter future for direct selling rests on education, innovation and values. A mentor who has a positive influence on Kenneth is inGroup’s Co-Founder Frank Codina. “Frank has not only been a mentor with my career but in life as well. His business and leadership values continue to inspire me,” Kenneth shares. The biggest opportunities exist in connecting the world through technology. “We are witnessing our partner teams span many countries, and we have never seen a time where we can connect with people so easily,” Kenneth said.

Kristi Hudson

Vice President, Associate Marketing and Incentives

Kristi Hudson joined LegalShield at 19. Since then, she’s gained diverse experience in customer service, data analytics, membership retention and leading agile development projects. Three years ago, she earned a promotion to VP and recently finished an M.A. in strategic communication and digital strategy from the University of Oklahoma.

Driven by a strong work ethic, Kristi thrives on tackling challenges head-on with her exceptional problem-solving abilities. High expectations equal her belief in her team’s capabilities. Actions, she said, are more powerful than mere words. So, she rolls up her sleeves to work alongside them, prioritizing teamwork because the best ideas and outcomes stem from collaborative efforts.

“I was honored to receive the Employee of the Year award at LegalShield. This award recognized my leadership and project management during the launch of the company’s brand to LegalShield, along with all-new associate marketing sites and web commerce sites. That award hangs in my office today and remains one of the biggest highlights of my career,” shared Kristi.

She gives a special shoutout to Don Thompson, President of LegalShield’s network division, as an outstanding teacher; is inspired by legacy founders like Madame C.J. Walker for creating success on their own terms; and admires Red Aspen’s founders for their empowerment of women.

Tamila Kerimova

Senior Vice President and General Manager

Tamila Kerimova proudly said “yes” to big geographic moves early on, working in Moscow, Cairo and Lagos. That global perspective informs her current role driving MONAT Europe’s spring 2023 marketing opening in France and welcoming new Market Partners at a first-ever Parisian event. “I love Europe!” she said.

Her “cultural map” encompasses Europe, Africa, parts of the Middle East and the Commonwealth of Independent States region in a career spanning just under a decade. To be a global leader means living in and understanding other cultures. “Learning more about Asian direct selling and adding that experience will allow me to create a truly global profile,” shared Tamila.

“It’s no surprise that her career focus is on people empowerment and business development,” said Ray Urdaneta, CEO, MONAT Global.

Strong management, communications skills and a hands-on mentality makes Tamila adept at setting up, managing and coaching multi-functional international teams focused on revenue.

Part of the bridge generation, who experienced social media’s rise but remembers life before, Tamila explained that, “Appearing on this list is a great opportunity to highlight why diversity in both age and background is so important across leadership. We are living in times of great change. To thrive and succeed requires keeping an open mind, maintaining a strong vision and not getting distracted by trends.”

Elisa Kurzban

Director of Operations

Elisa Kurzban’s resilience extends beyond her professional role. Elisa is a boxer, underscoring her ability to overcome obstacles and rise above adversity—a characteristic she brings to work with her every day.

An MIT undergrad in mathematics provided a strong analytical foundation, but the draw to problem solve in the real world meant seeking an MBA from the prestigious Wharton School of Business. Elisa now enjoys engaging with people directly and tackling stimulating business problems for Qyral, where she finds the proximity to technology and innovation and the immediate, positive impact on customers’ lives exciting.

“Groundbreaking endeavors necessitate visionary thinking, as well as a strong and scalable operational foundation. Elisa has exemplified these qualities, ensuring that our company remains resilient and capable of handling rapid growth,” shared Hanieh Sigari, Qyral’s Founder and CEO. “Her resourcefulness is unmatched, and she consistently provides creative solutions to any problems that arise. Elisa’s enthusiasm and adaptability have been instrumental in conquering unique challenges.”

Elisa is thankful for the guidance and support she’s received. “Hanieh’s mentorship provides me with a unique opportunity to learn from her diverse experiences as a biochemist, mom, entrepreneur and advocate for longevity and healthcare. Our mentor/mentee relationship is a source of motivation, encouragement and invaluable knowledge, making it incredibly valuable in my journey at Qyral and beyond.”

Matthew Kuzio

Chief Financial Officer and Director of People Services

No job is too big or too small for Matthew Kuzio. Finance, HR, IT challenges, custom resource planning systems, even replacing paper towels and stocking snack drawers.

“No matter the problem, Matt is always ready to assist anyone at Red Aspen in need of help in a quick timeline and with a smile on his face. He adds a priceless sense of humor to the Red Aspen office and is truly such a joy to work with,” CEO/Founder Jesse McKinney said.

Matt’s an adaptive, positive team player with international development, business finance and renewable energy backgrounds, who believes direct selling is “one of the most democratic and inclusive forms of capitalism.”

His operational, entrepreneurship and tech experience stem from ventures in Mongolia, where he founded and managed a climate-focused micro-finance program and partnership with the United Nations and Asian Development Bank to produce energy-efficient products like heating stoves and insulated yurts locally to combat pollution.

Matt’s passion for startups took root and he came state side, eventually landing at Red Aspen. “As a growing startup, I love how fast we move. It feels like every six months my role evolves into something new. We continually work to evaluate our practice, and the challenges associated with building that momentum are epically fun to solve!”

Erin Lokteff

Director of Operations

Erin Lokteff delivers inspiration in everything she does. In fact, Amanda Moore, Co-Founder/Chief Operations Officer calls her “coach” and says Erin manages Red Aspen’s largest team with grace, grit and good, old-fashioned fun.

Previously a teacher and athletic coach, shaping young women and men of strength, dependability and reliability comes as second nature to Erin. She thrived through nearly three years of hypergrowth by using a results-driven communications style to train and develop a 30+ member shipping team, while elevating operational function with forward-thinking planning and order projections.

“I am inspired by the concept that not all success has to look the same. Each of us has a life that is unique to us, with its own heartbeat and its own source of air. Direct sales provides a means to find that source of air for ourselves,” Erin said.

Erin loves that Red Aspen is female owned and 95 percent female run. “We are modeling for a community of not only strong female leadership, but also showing that traditional gender roles are antiquated.”

Jesse, Erin shared, is “a big idea thinker, goofy and infectiously positive” with a silver lining always in her sights—someone who always leaves the right amount of pause time to allow for response. “Jesse’s compassion has allowed me to develop and grow as a leader.”

Madison Mallardi

CEO

Working by her family’s side, Madison Mallardi learned to value community and take care of loyal customers. By the time she was 21, Madison ushered in a new era at the family’s professional make-up company, and in just four years LimeLife by Alcone achieved over $100 million in sales.

She’s literally had her hands in everything—operations, product development, finance, sales, customer care, branding and marketing. She’s addressed every problem, found solutions and driven forward-thinking strategies to retool her grandfather’s company.

“She has a maturity well beyond her years to stay calm under pressure; respond and never react; and ensure that the best path is taken. She is also incredibly fun and funny and can be seen late at night with our sales field dancing or playing beer pong,” said Michele Gay, Chairwoman.

“It is not one person that can make a company great but a community of people, who love a company just as much as their CEO. I think direct sales is the only industry where you can witness such a phenomenon,” Madison shared.

So far, over 100,000 people have said “yes” to the LimeLife opportunity with commission pay outs over $200 million. “I have no idea where this road is going to take me, but I know I am only getting started!” Madison said.

Amanda Neumann

Director of Events

Amanda Neumann sets a new standard not only for BELLAME’s future but also for today’s entrepreneur industry by masterfully crafting experiences of appreciation for their Brand Partners. They are made to feel important, valued and seen—all while capturing the essence of BELLAME’s brand and mission.

“Amanda’s unmatched commitment to BELLAME’s events, marked by meticulous planning and attention to detail is unlike anything I have personally seen in my 30 years in this industry. She delivers a world-class, unforgettable event,” said Melissa Thompson, Founder/CEO.

There’s never a dull moment in events, especially at a start-up brand, but Amanda’s loved planning since she ordered free Disneyland brochures and charted pretend vacations as a child. In college, she connected with Make-A-Wish Greater Los Angeles working in events and development, then moved on to travel the world in bartending competitions, for which she earned a place in the Top 50 Bartenders in the U.S.

“Everything I’ve done has gotten me to where I am now. Working for BELLAME has been a blessing. I love getting to curate each event and experience for our Brand Partners. I keep setting the bar higher and higher,” explained Amanda. “I am excited to see where this journey takes me and look forward to the growth and achievements that lie ahead.”

Jazlyn Olmedo

Senior People Services Leader

Jazlyn Olmedo has drive, skill, a positive outlook on life and a passion for her career that shines every day. In three years at Red Aspen, she’s worked full time, served as a graduate assistant in STEM and diversity research at Boise State University and completed a master’s degree in organizational performance and workplace learning.

She injects a true passion for creating an inclusive workspace, brand and community that fosters a welcoming environment at Red Aspen’s Treehouse and with Brand Ambassadors, for which Jazlyn leads a voluntary group through annual product, promotion and campaign planning through the lens of diversity and inclusion efforts, CEO/Founder Jesse McKinney shared.

“Overseeing our People Services team and creating a workplace that is fun, welcoming and supportive for all our employees is very rewarding in itself. Additionally, I find leading our Philanthropy and Beauty Inclusion Council program to be inspiring and fulfilling—to lead such positive change and continue making Red Aspen a leading company in both the beauty and direct selling industries while carrying out our mission and values,” Jazlyn said.

Red Aspen is Jazlyn’s first direct selling experience, and her role will continue to evolve as the company grows. That excites her. “We have so many goals and ideas to continue serving our reps and are consistently courageous to pursue those.”

Jessica Pape

International Vice President of Marketing

Jessica Pape is the ultimate team player, who brings talent, skill, fierce loyalty, positivity and a witty sense of humor that keeps everyone at NeoLife International on their toes. She joined the company just before a major rebrand and name change and now finds herself leading a digital transformation and brand refresh.

“It’s exciting to have the ability to drive new brand initiatives. Evolving the visual elements that represent NeoLife and differentiating ourselves from the competition at this significant time in our 65-year history is a challenge I find thrilling,” Jessica said.

Having built a part-time NeoLife business and ranking up to director, Jessica coalesces that field experience with a unique understanding and passion for the industry. “She loves serving our field and makes every decision with their best interests in mind—all with a goal of equipping them with tools and support to make a positive impact,” CEO Kendra Brassfield shared.

Kendra introduced Jessica to direct selling, and now Jessica relies on and values her mentorship. “Kendra has been instrumental in my personal and professional development. She has a remarkable ability to instill self-belief and uncover and amplify strengths. Kendra challenges me to step out of my comfort zone, identifies areas for improvement and enables me to think more creatively.”

Lauren Paul

Chief Brand Officer

It takes a very strong leader to understand the needs of a start-up company like Olbali, and Lauren Paul is just that sort. “Lauren is not afraid to roll up her sleeves and get the job done by any means necessary,” said Courtney Adeleye, CEO/Founder.

According to Lauren, helping women learn to market and brand themselves fills her with excitement. “There’s so much untapped potential out there. So many talented women who are afraid to put themselves out there and take a step into the spotlight.”

“I’m able to unlock a whole new world of possibility for these women, simplifying marketing and providing them with the tools they need to take that critical first step outside their comfort zones,” Lauren said of the presentations, video and graphic content she and her team create.

With her creative vision and eye for detail, she has transformed Olbali into a stand-out company and ensures every aspect of the brand reflects the right messaging and values. She approaches each project with a heart of servitude—a reflection of her nursing background—and is motivated by making every consumer feel like family.

“Lauren brings happiness to the entire team with her ability to build a great working environment around her, ultimately transforming the way Olbali approaches marketing,” said Courtney.

Natalia Potter

Product Strategy Senior Manager

Sometimes when posting a job description, HR is aware there’s a slim chance they find a perfect fit. But then there’s a candidate like Natalia Potter, who joined Red Aspen last year and Genie Reese, Co-Founder/Chief Strategy Officer, considers a “unicorn.”

A results-driven specialist with a decade of experience in international business projects, product development and online sales, Natalia exceeded Red Aspen’s best-case scenario. She’s phenomenal at tackling existing challenges, implementing efficient work processes and successfully identifying new growth opportunities.

Hardworking, dedicated, organized, fun and professional, Natalia oversees the entire product development process from ideation to launch, including ensuring that every product adheres to Red Aspen’s “clean beauty” standards and single-handedly developing an ordering timeline to combat the worst supply chain issues.

The world of direct selling is new to Natalia, who is a Japanese translator, was educated in Japanese economics and gained product development and project management experience working in Japan for six years.

“I love seeing the reactions of our brand ambassadors when we launch new products,” shared Natalia. “Our team spends a lot of time concepting, designing and formulating products. And seeing the process all come together with such excitement at the end, so many social media posts about the new products and great feedback is really rewarding.”

Juliana Rochelle

Director of Product Development

Juliana Rochelle earned amazing global knowledge in brand marketing and product development at L’Oreal for a decade before transitioning to Neora in 2021. “She brings innovation and a keen eye for market trends. Juliana is fearless, collaborative, forthcoming and insightful,” Beth Hisey, Director of Marketing, said.

Her skills as a collaborator with Neora’s formulation partners means Juliana is constantly testing and pushing the team to go further.

“I absolutely love what I do!” Juliana said about the exciting and fulfilling freedom she has to develop products that respect a disruptive innovation pace. “A lot of times in this industry you see companies growing mechanically. Here, I’m not tied to a specific launch window that a retailer pushes on me, so I have the freedom to work with R&D labs and push a formula until I know I have hit something that delivers outstanding results, no matter how long it takes.”

Juliana said of her boss and mentor, Amber Olson Rourke, “She has such a clear vision of what her brand needs to stand for and the non-negotiables of her consumer base, and it has helped me greatly to transition into this new industry. It’s easier to work for someone that shares your same values and vision.”

Amber Olson Rourke

CMO/Co-Founder

Amber Olson Rourke is a force at Neora—a passionate creator, marketer, mentor and visionary. She’s a tireless, natural-born leader, who cares about her work, home office teams and the field she supports, empowering people to “own what we do and learn from it—and her,” shared Beth Hisey, Director of Marketing.

After earning a BA in business marketing from University of Florida, Amber began her career in marketing/advertising, which was invaluable to learning how to craft a compelling story and create a brand that resonates with consumers. She also owned and operated a medical spa, giving her an up-close, small business perspective.

Amber has an amazing eye for details—from graphic design layouts to messaging to comp planning. She boils big concepts down into a language that suits her audience and provides direction with clear, actionable steps. Always on top of social trends, marketing perspectives and changes in relationship marketing, Amber’s never afraid to try something groundbreaking. “Her inherent intuition of the business is enviable and admirable,” said Beth.

Her future? According to Amber, the path is clear. “Continuing to evolve Neora to meet the ever-changing landscape of how people want to work and shop. And continuing to be an example to my three girls that they can achieve anything they want with hard work fueled by belief and passion.”

Brittan Sanders

Director of Vision and Strategy

Brittan Sanders climbed the field ranks to lead thousands and earned PaperPie’s prestigious President’s Award. She transitioned to corporate last year and spearheads growth efforts that will impact literacy and learning along with content creation and curation for social media.

After a decade of teaching in the classroom, Brittan is now a direct selling model champion, full of innovative ideas to which her creativity knows no bounds. Gracefully juggling the responsibilities of wife and mother of three, she’s a customer of PaperPie books with immeasurable product knowledge and insight she translates into usable tools.

“Brittan has a pulse on what can take us to the next level and is willing to put forth the effort to make it happen. She works tirelessly, digging in alongside her peers and team members until the job is done,” shared Heather Cobb, Chief Sales and Marketing Officer.

No two days look the same with infinite projects, events, marketing campaigns and leadership strategies. “I cannot express how excited I am for the season ahead of us—the clarified mission, the cohesive and current branding and the energy, joy and passion it has brought to and rekindled in our Brand Partners,” Brittan said. “But I truly think the most fulfilling thing is to see a child’s world change because of a PaperPie product.”

Andrew Schmidt

Managing Director / North America

Andrew Schmidt’s leadership of a global discretionary incentives redesign was applied across 100 countries and impacted a million plus Amway business owners. He partnered with CEO Millind Pant strategizing a plan through 2029, which catalyzed growth in emerging markets. Then he spearheaded product sell-through visibility and performance trend enhancements, digital tool development and product price-point strategies to better meet customer and ABO needs.

“Andrew is an architect of lasting change—setting organizational pace at the front and leading at the grassroots,” Cynthia Droog, Vice President, Global Communications shared. “His energy is limitless and inspiring—he races against only himself in pursuit of improving the lives of others. We are proud to have a leader like Andrew at Amway.”

It’s the fundamental appeal of direct selling to the human spirit that inspires and excites Andrew to work closely with both corporate and the field. “The working partnership that we have is a source of excitement and fulfillment every day. We are working together to make the Amway business better in real time.”

Watching his mentor, John Parker, during his decade with Amway has taught Andrew what it means to genuinely listen to distributors, be humble and always approach contentious discussions as opportunities for collaboration. “His leadership is an example I aspire to emulate every day,” Andrew explained.

Blake Shaver

Director of Business Development

Blake Shaver’s ability to foster close working relationships with both Brand Ambassadors, as well as internal and external stakeholders, is pivotal in driving key, new business growth at Plexus Worldwide. His strategic role oversees the development and implementation of sales enablement tools, campaigns, acquisition and loyalty programs, incentives and promotions.

“Blake is the total package­—a strategic and innovative leader with strong interpersonal skills and the ability to influence others at all levels and across roles. He sets the bar for work ethic and leadership accountability by being a role model for others at Plexus and in the field,” shared Joanna Gonos, Director of Internal Communications and PR.

Future focused and results oriented, Blake doesn’t settle for the status quo. Instead, he blazes the trail in an industry this former personal trainer admits caught him by surprise. He credits great people and perpetual learning for propelling his career and now enabling him to call the industry home.

Blake explained what he feels are the channel’s biggest challenges and opportunities. “Staying relevant without losing who we are. It’s important to keep up with technology and continually innovate our approach to the business model. The heartbeat of this channel is people and relationships. I believe it’s what makes us truly special.”

Amber Snow

Director of Diversity, Equity and Inclusion

For more than a decade, Amber Snow’s changemaker prowess has ensured Amway’s approach to employee engagement and culture is thoughtful, impactful and results driven. As one of few diversity, equity and inclusion leads in the industry, Amber blazes a path for other companies to follow with her strong communication and dynamic leadership skills.

From developing brilliant strategy that helps Amway engage meaningfully and impact lives positively to leader advocacy, training and development, hiring and talent processes, inclusion networks, education and awareness, community engagement and data-driven goals and accountability, Amber ensures the company creates a diverse culture.

“Each day is dedicated to integrating diversity and inclusion in every role she’s faced at Amway,” shared Cindy Droog, Vice President, Global Communications.

“We are creating a system designed to bring equity to all, especially those who’ve had systemic barriers to success in a corporate environment,” Amber shared. “Being able to embed diversity, equity and inclusion into our everyday business practices and create a corporate culture that represents all voices is what gets me up each morning.”

For Amber, the biggest industry challenge and opportunity is one and the same. “It’s that we are reliant on the most powerful, yet unpredictable, thing in the world: people!”

Sheila Tran

Digital Art Director

As digital art director for The Happy Co., Sheila Tran’s role brings together the best of artistic expression and strategic impact. “I can shape and elevate the visual identity of the company, playing a key role in capturing the attention and imagination of customers and driving sales through compelling digital experiences. Witnessing the tangible results of my work, such as increased sales, brand recognition and customer loyalty, can be incredibly rewarding,” Sheila explained.

Proactive doesn’t do Sheila justice—she’s constantly looking for ways to improve, whether through branding or user experiences. Sheila possesses all the qualities employers look for in the perfect employee, Clare Holbrook, The Happy Co.’s Chief Marketing Officer explained. “Her flair for graphic design is incredible. Her creativity shows up in everything she touches. Sheila is innovative and has a never-ending flow of ideas.”

Continuous growth, innovation and making a significant impact in the digital space—that’s what Sheila intends for her career. “Embracing emerging technologies, leading creative teams, collaborating strategically with cross-functional teams, enhancing user experiences and contributing to the industry as a thought leader. By pursing these objectives, I aim to make a lasting impact in the digital creative space, drive business success and continue to evolve as a dynamic and innovative professional.”

Kevin Trask

Chief Financial Officer

Kevin Trask came aboard Awakend as a start-up—cold, without previous relationships with its founders. It’s a testament to his proficiency and ability to cultivate trust that he was elevated to CFO in six months.

He’s passionate about establishing strategic growth metrics and KPIs, while maintaining operational and initiative funding liquidity. This strategic vision enabled more than $25 million in sales in the first six months.

“This can be a very delicate balance when overseeing the financial health of any company, but more precarious with a startup, where every penny is acutely analyzed, measured and planned,” said Justin Rose, Awakend President.

An actively licensed CPA, he audited small and large, private and public companies including direct selling companies, while in public accounting. His skills transferred easily and said rejoining the industry has created new opportunities to learn and develop.

From a “finance guy” perspective, without the common goal of generating brand loyalty among younger generations, Kevin said, “We will find our industry contracting in the coming years and decades.”

However, there’s immense industry opportunity in providing a successful landing place for people looking for a side hustle. “They start to see the returns on their money and time investments, then we can attract top leaders to come and grow with us,” Kevin explained.

Kara Trousdale

Chief Commercial Officer

Kara Trousdale comes to Beautycounter following a successful career at Amazon. This outside perspective gives Kara a modern, fresh approach. She prioritizes strong listening, collaboration and partnership building. And—in short order—she has modernized Beautycounter’s highly competitive compensation plan and has been a positive influence to all.

“While this is my first job in direct selling, many principles I learned at Amazon apply to Beautycounter. Two that have been most helpful include ‘Customer Obsession’ and ‘Working Backwards.’ At Amazon, you are trained to always listen to the customer and work backwards to create the products and tools that meet their needs. I have applied this at Beautycounter and encouraged my colleagues to do the same. Some of the strongest insights have come directly from listening to the team that knows our business the best—our Beauty Advocates.”

It’s an approach that is making a difference. Her colleagues shared that, “She embraces all that is so special about the direct sales channel and pairs this with strong ideas on how to innovate, making her a unique leader with a competitive edge. Kara is not someone who stops at simply executing with excellence, she lifts up and inspires others along the way and has the incredible ability to drive this positive influence to her team and ultimately inspire the entire industry.”

Javier Urdaneta

Chief of Staff

Javier Urdaneta’s tireless dedication, leadership and initiative helped him build an operations team from scratch when he was still in his twenties, and he’s since piloted MONAT through fast growth, industry-wide slowdowns, international expansion and a pandemic.

Long before he was aligning day-to-day MONAT activities, supervising systems and process enhancements saving millions, improving customer service and increasing revenue, Javier’s parents gave him an insider’s look at the industry. “I’ve been able to see and experience first-hand the dynamics of working in the field, working with people and witnessing how the industry transforms lives,” he said.

Ray Urdaneta, CEO, MONAT Global, believes Javier to be the face of direct selling’s future—a man highly effective at managing cross functional team relationships, constantly learning and gaining insight to optimize operations. “His team always works ‘with’ him and not ‘for’ him.”

“No day is ever the same. I’m involved in multiple areas, each with its own unique processes and challenges which keeps everything very dynamic! It also provides me with a 360-degree view of the business,” Javier said.

Adapting to realities of post-pandemic life poses challenges, but opportunities await as the industry adapts to Gen Z and leverages new AI technology. “When it comes to AI, companies need to engage now or be left behind,” Javier said.

Lu Urdaneta

Chief Culture Officer

Having grown up in the industry, Lu Urdaneta was a child at her first “rally” with her father. His hunger for life and determination to make things happen, even when they seem impossible, inspired her. “He is a man of his word, honest, passionate and family focused…He shows me every day with his lived example that records are set to be broken and that everything is possible when you believe.”

Lu began work in the industry at 16. Today, she is a guardian of MONAT’s all-important brand voice, leading the family-focused mission; recognizing and developing an all-embracing organizational culture of love, care, unity and gratitude; and reaching out in philanthropy and community engagement through MONAT Gratitude, whose donations top $7 million to fund over 100 community service initiatives to date.

“Lu has inspired a global grassroots movement of giving, making a positive impact on communities around the globe,” Ray Urdaneta, CEO, MONAT Global, said.

“It is my goal to ensure that our culture shines through in everything we do, everywhere we go and to keep a strict focus on these values throughout MONAT,” Lu shared. “It’s often overwhelming to see how kind, generous and determined the MONAT Market Partners are when it comes to supporting those in need.”

Tiffany Wojtkiewicz

President/Co-Founder

Tiffany Wojtkiewicz, co-founding VP of Sales and later Chief Revenue Officer, grew ONEHOPE Wine from 0 to over 250,000 cases, helping place them among the top 200 wineries by volume in the U.S. Today, she leads as President.

“A true channel believer, Tiffany’s goal is democratizing opportunity for diverse peoples and enabling them to break into the wine business. Under her direction, ONEHOPE built one of the wine industry’s most innovative and scalable platforms,” Jake Kloberdanz, Co-Founder, said.

After 15 years, she still comes to work every day excited about growing the brand, bringing purpose to all and working with her Co-Founders, who she names as her greatest mentors. “I cherish the built-in network that we have…always ready to listen, support and challenge each other as well.”

“I oftentimes refer to her superpower of aligning ONEHOPE’s executive team as ‘keeping the band together.’ She inspires our community to be better and more productive. Tiffany is an incredible leader,” Jake explained.

Tiffany’s leadership has not only helped the brand scale in size, but grow its impact. The company, which donates 10% back to a customer’s cause of choice, has proudly donated over $9 million supporting 40,000 nonprofits. “We are changing the world with every bottle sold,” noted Tiffany.

From the July/August 2023 issue of Direct Selling News magazine.

The post DSN 40 Under 40 first appeared on Direct Selling News.

Last year, It Works! celebrated 20 years of business—or as Founder and Chairman of the Board, Mark Pentecost prefers to think of it, two decades of helping people achieve their dreams.

Founded | 2001

Headquarters | Palmetto, Florida

Founders | Mark & Cindy Pentecost

Products | Beauty, Nutrition, Personal Care

It’s human nature to define accomplishment as sales or revenue. Yet how I would define success looking back over the past 20 years is how many lives we’ve changed.

—Mark Pentecost / Founder & Chairman of the Board

Mark and his wife, Cindy, attribute their success to being others-focused, having founded It Works! as a vehicle to change lives. Throughout the tenure of their leadership, this philosophy has served them well. From bootstrapping the company in its early days to owning a private island, the Pentecosts have embodied the American Dream through their experience with It Works!.

Now, after 21 years of business, the company and product line continue to evolve, but the foundation of It Works! remains the same. “I’m so proud of what we’ve built over the last 20 years, but what I’m most proud of is how many lives we’ve been able to impact in the process,” said Chief Field Officer, Kami Pentecost. “I get goosebumps when I think about how many more families will get to achieve their dreams over the next 20 years with the opportunity we’ve created.”

Humble Beginnings

Although It Works! was founded as a means to change lives, originally, the Pentecosts were the ones who needed a change. In the 1990s, Mark taught high school math and coached basketball while Cindy stayed home with the kids and ran a daycare. As a growing family living on limited income, they sought to earn an extra $500 a month to make ends meet. Direct sales provided the answer.

Mark and Cindy joined a popular network marketing company and quickly achieved success—earning the highest rank possible. But the opportunity didn’t last. “We were fortunate enough to be Top Ten in a very successful company,” explained Mark. “But they didn’t keep up with the products, and it went away. We said if we ever do this again, we are going to own the company. We want control of our destiny.”

Through their industry connections, a unique product eventually crossed their path. In 2001, armed with their famous Skinny Wrap, a body contouring wrap, and the intent of serving others, the Pentecosts launched their own family business: It Works!. But even with an effective product, the company experienced a rocky start.

“People see where we are today—the office, the energy—and they don’t realize there was a time when our CFO asked how long he should allow me to keep putting money into It Works!,” Mark remembered. “But it’s hard to beat someone who never gives up.”

His tenacity paid off. Before long, the supply of Wraps couldn’t meet the demand. Mark chuckled, “We called it The Great Wrap Shortage. In business, there are always going to be ups and downs. The first 20 years wasn’t always smooth sailing. We hit obstacles, but we found a way with a great team to figure out how to get through it together and to find the ‘win’.”

Defining Success

In the years since, It Works! has expanded into four distinct product categories that provide a holistic approach to well-being—from energy and nutrition, to beauty and weight management. And through founding the It Works! Gives Back Foundation in 2014, the Pentecosts helped generate a tidal wave of philanthropic change that continues to swell. Last year, the It Works! Gives Back Foundation united with the Pentecost Foundation pledged $1 million to charity in commemoration of the company’s 20th anniversary.

“It’s human nature to define accomplishment as sales or revenue,” Mark observed. “Yet how I would define success looking back over the past 20 years is how many lives we’ve changed. Each team member is a life, a family. We have many multi-generational businesses within It Works!. Others have moved on but come back years later to say they were able to use our core values and principles of debt freedom to live better lives. To me, that’s success.”

Building on the Dream

Between their family-focused company culture and first-to-market product offerings, the Pentecosts laid a solid groundwork for It Works! from the beginning—a foundation on which they’ve been steadily building ever since. Looking to their next 20 years, the It Works! team is focused on growing more strategically than ever, particularly in a post-pandemic market threatened by recession.

Ever the optimist, Mark and his team only viewed these challenges as learning opportunities. “The pandemic forced people to evaluate who they work for, when they work and how they work,” he said. “In a person-to-person industry, the pandemic made us realize we needed to improve our training and onboarding virtually. It was tough, but it made us stronger. We already knew the importance of a mobile-first approach. The pandemic simply made us speed up those timelines.”

The It Works! corporate team continues to embrace a digital approach to direct sales while promoting human connection. Developing innovative ways for the field to work their business from their phones remains a top priority, including the introduction of a new platform, Impact Professionals, which gives their leaders a place to learn and grow.

“We equip them with tools to grow anywhere, anytime. We empower our team for social selling and influencing, because our teams are getting younger and connection happens differently now,” Mark explained. “Impact Professionals is an example of how we combine training, education from some of the finest minds in today’s world and a place for influencers to share great ideas. Change is hard, but it’s so important to evolve. The days of your grandma’s in-home living room party are over. But the fundamentals of It Works! are the same: we treat people well, and we show appreciation and recognition. It’s just a different delivery—through a mobile app or a social channel. Sometimes it’s a hybrid approach, but connection is constant.”

For example, the corporate team initially planned for the 2022 It Works! Conference to remain entirely virtual. As time progressed, they realized the importance of getting leaders together in person and quickly pivoted. After the main Conference ran virtually, the team took the event on the road across seven states, meeting with thousands of team members in person—as well as over 10,000 virtually.

“What we’ve done in the last few years is set ourselves up to be ahead of the trends, with products, branding, and marketing tools, to be ready for what’s next,” Kindsey Pentecost, Chief Marketing Officer, shared. “We have a dynamic team that is able to move quickly in all of our markets, here and abroad.”

Intentional and International

In the early days of It Works!, resources were at a minimum and hiring competitively was difficult. As the business quickly scaled, constant product development, field training, market launches and events were the collective priorities. But Mark says one thing he’s learned from the last 21 years is the importance of slowing down enough to be intentional.

“We’re now focused on building a ‘Power Team’ in every department,” he explained. “We have exceptional talent that has grown with us, and we have amazing talent that we’re bringing in. We are looking for our Corporate Team to represent our Field Team demographically. We’re thoughtfully putting together departments that are the best of the best in our industry. Our goal is to change even more lives.”

The “Power Team” hiring strategy excites Mark, who believes it will help the company continue to scale with unparalleled quality, particularly as growth continues internationally. With products in multiple recession-proof categories, International President David Vanderveen agreed. “It Works! has laid a remarkable foundation for growth internationally. Navigating the pandemic gave us tremendous opportunities to improve service levels for social selling and remote training while finding new ways to work. I’m incredibly excited about what we are doing and the potential for quantum leaps that we are starting to experience in international markets.”

Committed to Winning

Learning from the past and evolving with the present has helped position It Works! for a bright future—but Mark of all people knows it won’t always be easy. “When you achieve some success in life, people say, ‘You’re so lucky.’ But ‘lucky’ is grit. ‘Lucky’ is heart. You have to keep pushing through the tough times to reach the other side.”

For the Pentecosts, the direct sales industry provided the platform for success that they needed all those years ago. “I’m really proud of this industry,” Mark shared. “It still gives opportunity to people no matter their background, education or demographic. There isn’t a ceiling. That’s what it did for my family; we are products of this industry. We needed a vehicle that would work for us if we worked hard. To pay that forward has been a blessing, because that’s why we built It Works!—to help others.”

And after more than two decades in business, It Works! is only getting started. “The world has changed, and we have felt it in every space, including our channel,” said Chief Sales Officer Meredith Tieszen. “It Works! focused the last 20 years on our culture, field leaders and providing a great opportunity. We are prepared for the next 20 years and beyond.”

Always dreaming big dreams for the future, Mark agreed. “We entered 2022 with a new kind of energy and momentum, both at home in the United States and in our international markets. We learned a lot through the pandemic about how to improve our tools. We’re building our Power Team. These opportunities are only making It Works! stronger. Together, we’re more committed to winning than ever before!”

From the May 2022 issue of Direct Selling News magazine.

The post It Works!: The Evolution of a Dream first appeared on Direct Selling News.

The one thing that has been predictable about 2021 is that it has proven itself to be just as unpredictable as 2020. Direct Selling University (DSU), one of the most anticipated industry events of the year, was originally scheduled to be an in-person gathering, where leaders from around the world could network, build relationships face-to-face and connect over their shared challenges and wins during this unusual pandemic season. But growing concerns around the Delta Variant and COVID-19, as well as the changing travel and meeting restrictions, led to the difficult decision to transform the event—once again—into a vibrant virtual experience that would protect the health and safety of attendees, presenters, sponsors and employees while providing groundbreaking insight from some of the industry’s most experienced and talented executives.

This year’s unpredictability, with its supply chain and logistical hurdles, a market that continues to shift at lightning speed, increased regulatory pressure and a hovering sense of disconnection between the field and corporate teams, meant that this year’s second Direct Selling University was even more crucial than ever before. The audience was eager for tangible action plans, straightforward strategies and new approaches—and the 30 speakers assembled for this year’s event delivered.

“Change continues to come at us fast and furious as market conditions, technology, consumer behavior and expectations continue to evolve,” said Stuart Johnson, Founder and Chief Executive Officer of Direct Selling News, NOW Technologies and Direct Selling Capital Advisors.

Amid these challenges, however, the channel experienced positive momentum, put in motion by 2020’s explosive growth. Last year, revenue within the industry reached $40 billion domestically and $180 billion globally, and there are many companies positioned to capitalize on this energy, like OPTAVIA, whose annual revenue is set to exceed $1.5 billion.

“Direct selling remains perfectly positioned to maintain and increase our growth and improve our reputations—just by continuing to do what we do best!” Johnson said.

Sharing Wisdom and Experience

Executives from more than 50 companies attended Direct Selling University for the first time, signaling a growing passion and need for shared wisdom and insight across the industry. From innovative strategies for cultivating an empowered and connected field to teaching data-backed masterclasses on the importance of diversity, inclusion and racial equity, presenters offered powerful, timeless messages that are particularly relevant and important in today’s landscape.

“At DSN, we strive to edify the channel and inform the executives that lead it,” said Shelley Rojas, Direct Selling News Publisher and Chief Brand Officer. “Direct Selling University is a big part of that goal.”

The Power of Proximity:

Kami Pentecost, Chief Networking Officer, It Works!, discussed the consequences of disconnection and offered tangible ways leaders could invest in their teams to increase performance, morale and longevity, even as in-person gatherings remain out of reach.

Living with a Longevity Mindset:

Nancy Bogart, Owner and Founder, Jordan Essentials, shared her company’s 21-year history of adjusting, adapting and overcoming the odds in order to protect the long-term vision.

Building a Legacy Brand:

Melissa Thompson, CEO and Founder, BELLAME, reflected on the company’s earliest days, and how their commitment to strategic SEO, customer research and developing their own tech platform provided momentum that has carried them through the pandemic.

The Bokeh Effect:

Mark Stastny, Chief Marketing Officer, Scentsy, encouraged leaders to sharpen their focus on what truly matters and to allow distractions to blur and fade into the background.

The Stories We Tell:

Kindra Hall, Author, Speaker and Chief Storytelling Officer, SUCCESS, illustrated how executive leaders can motivate their field from the inside out with four specific stories distributors can learn to tell themselves.

Permission to Play: Strategies to Accelerate Growth in a Digital World:

Jacob McLain, Senior Vice President and Chief Strategy Officer, MONAT Global, offered strategies that take advantage of the macrotrends presenting opportunities for the channel, and how companies can leverage and adapt to the new digital-first economy.

Connecting with Hispanic and Latino Markets:

Judith Sánchez, General Manager, JAFRA USA, explained how understanding the cultural nuances of the Hispanic and Latino markets is crucial to revenue growth and mastering the inclusive language, behavior and tone that attracts these growing populations.

Building a Social Media Brand:

Jessie Lee Ward, Coach & Rank 10 Prüvit Leader, taught corporate leaders how to leverage viral content, artificial intelligence and social media trends to ignite explosive sales growth.

Prioritize Meaningful Over Measurable:

Shama Hyder, Chief Executive Officer, Zen Media, explained why ROI is a terrible metric, and how owning the conversation and embracing dark social is crucial for success in a digital ecosystem.

Direct Selling’s Highest Potential:

Stuart Johnson, Founder and Chief Executive Officer, Direct Selling News, NOW Technologies, Direct Selling Capital Advisors, cast vision for the future of the channel and offered unique opportunities that can enhance the lives of the industry’s 120 million micro-influencers and provide enormous value to customers.

The Sales and Marketing Trojan Horse:

Jim Caldwell, Chief Marketing Officer, LifeWave, illustrated how captivating storytelling can decrease skepticism, and why word-of-mouth marketing is a sure-fire way to create unstoppable momentum.

Using Change to Propel Growth:

Chris Cicchinelli, President and Chief Executive Officer, Pure Romance, explained how the company pivoted early in the pandemic and helped employees and distributors find success in the face of fear and uncertainty.

Purpose First:

Tyler Whitehead, Chief Executive Officer, Arbonne, challenged leaders to elevate their brands by balancing people and profits, offering value without requesting a monetary exchange, and to never lose sight of their purpose.

The Business Case for Diversity, Equity and Inclusion:

Simon T. Bailey, Speaker, Author, Life Coach and Entrepreneur, delivered a masterclass on why executives should implement racial equity initiatives and hiring practices—not just because it’s the right thing to do, but because it’s a crucial business strategy for developing longevity and profitability.

Groundbreaking News, In-depth Research:

Shelley Rojas, Publisher and Chief Brand Officer, Direct Selling News, shared DSN’s mission to serve, educate and edify the channel as the go-to resource for breaking global news, emerging trends and powerful stories, and announced exciting new offerings, like the text-based DSN VIP Community, the DSN Membership Program and the DSU On-Demand Library.

The Ups and Downs of Hyper Growth:

In a special excerpt from the Direct Approach with Wayne Moorehead podcast, Jesse McKinney, Co-Founder & CEO, Red Aspen, got candid about the realities of hyper growth, technology, social selling, product rationalization and more.

Shifting Focus to the Customer:

Laura Brandt, Chief Experience Officer, IDLife, shared how transforming the company’s compensation plan, communication and ecommerce solutions to become customer-centric, increased their customer acquisition by 28 percent.

The Entrepreneurial Mindset:

In highlights from the Direct Approach with Wayne Moorehead podcast, Glenn Sanford, Founder, eXp Realty and CEO eXp World Holdings, discussed the inherent benefits and opportunities of entrepreneurship and how the conventional wisdom surrounding risk vs. reward is counterintuitive.

Experience the Future:

Joe Cannon, President, Young Living, explained how the future of business is experiential, and why showcasing the scientists and farms behind their essential oils have validated the authenticity of their products.

Stick to Your Strategy:

Heather Chastain, Founder & CEO, Bridgehead Collective, commissioned leaders to commit to their strategic plans and rally their teams around them in order to develop a consistent stream of actions that will ultimately create success.

Adapting Incentives for the New Normal:

Rolf Sorg, Chief Executive Officer & Founder, PM-International AG, shared his company’s strategies for motivating people and developing a team mindset in the face of continued pandemic lockdowns and challenges.

Putting Technology to Work:

Wayne Moorehead, Marketing, Branding, Direct-to-Consumer Industry Expert & Podcast Host, took attendees on a deep dive into all things digital, sharing the ways technology is accelerating growth in the channel and how to leverage them.

The CEO Roundtable:

In highlights from the DSN podcast, four CEOs, Joni Rogers-Kante, SeneGence; Sarah Shadonix, Scout & Cellar; Amelia Warren, Epicure; and Michele Gay, LimeLife by Alcone, engaged in a lively discussion about the importance of providing aspiring entrepreneurs a viable opportunity through direct selling.

Finding New Success:

Al Bala, President & CEO of Mannatech, shared how Mannatech has implemented a disciplined focus on business basics over the last 18 months. The result? Mannatech has become a “new” success story after nearly 30 years in business.

The Social Strategy for NOW:

Ami Perry, VP of Business Development at NOW Technologies, spoke with Rallio’s Co-Founder and CEO Chuck Goestchel and VP of Business Development, Ryan Hicks to discuss the impact of social selling on businesses and how the new NOW Social platform helps systematize, streamline and enhance social media strategies.

The Power of the Pivot:

In a special excerpt from the Direct Approach with Wayne Moorehead podcast, Dan Macuga, Chief Marketing and Communications Officer, USANA, shared insights into the “do”s and “don’t”s in building relationships with brand ambassadors, influencers and athletes.

Doubling Down on Digital:

Chris Postler, COO at Pure Romance shared the company’s approach to technology and how it plays a vital role in all aspects of their business from communication strategies to analytics with Noah Westerlund, EVP at NOW Technologies.

Competing with Online Retailers:

In a special excerpt from the Direct Approach with Wayne Moorehead episode, Danny Lee, President & CEO, 4Life, shared 4Life’s retail pricing strategy and how it turned the Amazon challenge from being the elephant in the room into a positive piece of the business that benefits everyone. DSN

The audience was eager for tangible action plans, straightforward strategies and new approaches—and the 30 speakers assembled for this year’s event delivered.

From the November 2021 issue of Direct Selling News magazine.

The post DSU: Connect & Empower first appeared on Direct Selling News.

Despite the diversity of attitudes about what constitutes the best working environment, one reality is hard to dispute. The global pandemic has forced a reckoning of sorts about what’s really necessary for employees to be productive, and the truth is that there is no single answer. However, granting employees flexibility in their workplace environments may lead to improved morale, longer tenure and a competitive advantage for those companies who potentially can cast their nets wider for talent. The industries with the highest number of remote workers are healthcare (15 percent), technology (10 percent) and financial services (9 percent), according to video conferencing company Owl Labs.

In March 2021, Prudential commissioned a survey entitled Pulse of the American Worker: Is This Working? A Year In, Workers Adapting to Tomorrow’s Workplace. This study of 2,000 adults working full time found that 87 percent of American workers who have been working remotely during the pandemic would prefer to continue working remotely at least one day a week, post-pandemic. Among all workers, 68 percent say a hybrid workplace model is ideal. That’s a double-digit percentage point jump from a similar question in a survey conducted in fall 2020. It suggests that the pandemic has highlighted what American workers value most in their respective places of employment.

Further, these responses indicate that such perks as flexible schedules and the reduction or elimination of daily commutes potentially outweigh any drawbacks associated with remote work, like isolation and increased work hours. Most consequential, the survey found that employees who don’t have access to the benefits they want post-pandemic are prepared to seek them elsewhere if necessary. Nearly half of current remote workers (42 percent) say if their current company doesn’t continue to offer remote-work options long term, they’ll look for a job at a company that does.

It’s not just employees who have had a few revelations during the pandemic. Their employers, too, are reconsidering what the optimal work environment looks like. We reached out to several direct selling companies to find out how they’re managing the future of their respective workplaces and what they’ve learned in the process. Here’s what we learned:

Hybrid Format Preferred

A hybrid approach, consisting of work hours both in the office and at home, was the preferred format of our respondents. That decision was usually based upon employee feedback, which drew companies’ attention to the fact that the pandemic was having disproportionate effects on caregivers of preschool and school-age children and elderly family members, as well as those with preexisting health conditions. At the same time, direct selling executives recognized that there were inherent challenges associated with a purely remote work environment – namely, maintaining strong and personal culture, bringing new employees into the fold and continuing to recognize, motivate and engage existing employees.

While leading a Zoom call several months ago, It Works! Founder and CEO Mark Pentecost looked at the faces staring back at him from his computer screen and had a revelation. He recalled the incident during a Direct Selling News Executive Insights interview with Stuart MacMillan, President of MONAT Global: “I was looking at the different people in the Zoom, and I’m like, ‘Oh my goodness, I haven’t said good job to her, or I haven’t congratulated that person.’ It really overwhelmed me. How do I show appreciation? My background’s coaching. I coach someone who’s maybe underperforming, or tell someone who’s really knocking it out of the park that ‘I see you. Nice job, I really appreciate it.”

It Works! reopened its corporate office June 1 as part of a hybrid work solution for employees. “Our secret sauce is the hugging and acknowledgment and pats on the back. It’s not as easy to do that out of your home,” Pentecost says. “There are three things I’m focused on—boosting engagement, encouraging collaboration, and increasing morale. I wanted to make sure our field team knew how much I appreciated how they’re working through this period. And those are the three things that I realized people needed the most.”

Following a lot of discussions, Team National recently announced its 2021 hybrid plan for employees. “We’re allowing most staff—a few job descriptions aren’t favorable to work from home, so those staff are in house, such as our network administrator—but most may choose to work from home daily, come in daily, or split their time in any given week,” says Angela Loehr Chrysler, President and CEO. “All new hires must be in office for their probationary 90 days for training and then, if eligible, they can request work from home. But to keep our fun, family-friendly, ‘treat others the way you want to be treated’ culture, we require all staff to be in the office every other month for two to four days by department.” Department heads will coordinate their team members to be together those two to four days to encourage in-person collaboration and discussion. Staff members also will be required to be in the building for special events. Team National’s first all-staff day took place July 16 when one of the company’s top leaders was in the office for a special event.

“We’re mostly remote at the moment, but we’re working on a phased approach to welcoming employees back to the office at our Gilbert, Arizona, headquarters—voluntarily, with encouragement and incentives—given our culture thrives on in-person interaction and collaboration,” says Justin Powell, Isagenix International Chief Legal Officer. “From a more long-term perspective, we’re revisiting our remote work policy, which represents a hybrid approach, and expect to expand it to allow maximum flexibility for eligible employees to work remotely on a more regular basis as long as business needs are being met.”

Mental Health Comes into Sharper Focus

About one-third (31 percent) of all respondents participating in the Deloitte Global 2021 Millennial and Gen Z Survey reported that they have had to take time off of work since COVID due to stress and anxiety. It’s incumbent on employers, then, to support employees’ mental health through any means possible—and reconnect with their purported and respective missions.

Referencing the Deloitte survey, Brent Willis, CEO of NewAge, says, “The incremental stress of COVID coupled with an accountable and performance-oriented work culture is a change. So, we focus on over-communication, building the right culture, and engaging with all associates so they feel heard, valued and connected to the purpose and cause of the company.”

For NewAge, COVID has left an imprint on the company’s culture, inviting an even more egalitarian, collaborative style as employees leave individual offices behind for a new space that allows them to more easily engage with coworkers—whether they’re three desks down or working remotely. “NewAge is completely redoing the office model of old,” says Willis. “We’re going to hybrid systems, hoteling, building social studios in every location around the world for brand partners, and creating community hang-out spaces, so our offices have become ‘multifunctional hubs’ instead of desks with stacks of paper and pictures of grandma. We’re creating multifunctional collaboration, coordination and training spaces, and eliminating many of the expensive mega shrines of the past. Even the CEO has no door—just a few comfy chairs for meetings and a stand-up desk.

“We love the value of social connection, instant coordination and informal communication that has historically come from an in-office work environment,” he continues. “But we have learned that with all of the digital connectivity tools available today, you can achieve all those things without physically being in the same space all the time.”

The Takeaways

Preparation is key.

If the pandemic taught us all anything, it’s the critical importance of preparation. Those companies who had the technical infrastructure in place before the pandemic were more agile and could pivot to remote working environments more easily.

In the process, companies reaped the benefit of several key learnings they plan to incorporate into their ongoing operations. “Working remotely helped us better utilize technology to improve collaboration with our international offices, so we’ve been increasing our efforts to work more seamlessly together,” Powell says.

For Young Living, the pandemic has served as a reminder of the value of sound crisis management procedures. The company established a crisis communications process and application where employees could receive real-time updates and remain informed as local and national agencies set health and safety guidelines. “It’s very important to have a plan and to be able to communicate to your entire workforce as quickly as possible when a major crisis occurs,” says Gene Schrecengost, Chief Human Resources Officer for Young Living. “What surprised us was that employees continued to stay positive and connected, even through such consistent change.”

Involve employees in decision-making.

As Mary Kay Ash so wisely said, “People will support that which they create.” Taking the pulse of employee sentiment about optimal work environments has served direct selling companies like Isagenix well. The company deployed an anonymous survey to its U.S. workforce to gather feedback, “which we felt was a critical component to our return-to-office planning,” says Powell. “The survey was designed to measure current and future attitudes around coming back on-site at our headquarters. We’re taking that into account as part of our return-to-office plans.”

As for It Works! hybrid work style, “I want it to be led by our employees,” Pentecost said in his Executive Insights interview with MacMillan in July. “I want them to tell me what they need to be the most efficient. The world’s never going to be the same. We’re going to go back, and it will be different. There are no rules we need to follow. How much do we need to be in the office? What departments never need to be in the office? Who needs the collaboration and people? We’ve started opening the office so that if you want to come into the office, you’ll be able to. We’ll be there. We’ll sanitize. We’ll keep it safe. We’ll have some rules, but we’re not going to tell you yet that you have to come back, or you have to do this.”

Have clear guidelines in place.

Plexus’ new policy includes clear eligibility guidelines and best practices for effectiveness and team collaboration. “When the pandemic hit, many office-based organizations had to move quickly to transition teams to work from home,” says Mary Beth Reisinger, the company’s Chief Human Resources Officer. “This is not the same as deliberately offering a telecommuting option. One was out of necessity; the other was intentional. Setting rigor around what telecommuting looks like, giving leaders the flexibility to determine what schedule works for their teams, being intentional about culture-building, and lots of communication are a few vital elements. Additionally, we held mandatory training for leaders to focus on team building, accountability, and measuring performance.”

“Challenges with a flexible working situation are likely the same at any company,” says Schrecengost. “We worked with our Legal team to establish a ‘Ways of Working Policy’ in which we outlined the expectations for all employees eligible for flexible working arrangements. This policy allows everyone to be on the same page about meeting performance standards and keeping in communication with each other as we move into a blended working environment.”

Keep employees around the campfire through any means available.

Direct selling companies, like the independent distributors they serve, in large part have been founded on strong cultures. Gathering one’s employees around the campfire, so to speak, will almost certainly be a challenging prospect when they’re rotating in and out of the office. Companies like Plexus are striving to create a happy medium between offering greater flexibility and maintaining the kind of culture they need to gain employee buy-in, fulfill their objectives and keep retention high.

Fridays are sacred days at Plexus, reserved for events like team celebrations, cultural initiatives, weekly raffles, so “our hybrid work environment offers eligible team members the choice of working from home two days per week, with the exception of Fridays,” says Reisinger. “We recognize that we will have to be more deliberate at maintaining a team-like atmosphere, so we’ve trained and tasked our leaders with cultivating an inclusive and dynamic team environment.

“Although 2020 was a strong year for our business, we learned that the stressors of the pandemic and an overnight shift to work from home were not optimal for our team members,” she continues. “Innovation and cross-functional collaboration slowed, and our new hires didn’t get the benefit of cultural immersion. A key takeaway was that we would need some additional structure and imagination to ensure that moving to a hybrid work environment going forward would still support and preserve those things.”

Young Living “struggled to stay connected as a greater team,” Schrecengost says, “so our Employee Experience teams held weekly ‘happy hours’ where our employees could connect and laugh with our executives and leaders over video conference. This helped employees feel more connected even though we were working apart.”

Reassess periodically.

Companies generally are approaching the transition to hybrid work on a contingent basis; they’re rolling it out, seeing how it goes and intend to revisit it after a trial period. Team National, for example, will review its work from home policy at the start of 2022, Loehr Chrysler says, to determine if adjustments need to be made or if it should remain as is. At this time, the company has 20 employees who split their time in and out of the office and another 23 who work from home daily.

The Future: Remote Work as an Employee Benefit?

As our economy continues to recover and employees feel emboldened to start making changes in their respective careers, direct selling companies will inevitably begin to consider how they can distinguish themselves in a competitive market. Could offering such benefits as remote work tip the scales in your company’s favor? The following statistics, compiled by Findstack.com, are worth considering:

•  99 percent of people would choose to work remotely for the rest of their lives, even if it was just part-time (source: Buffer).
•  Remote workers save around $7,000 per year in transportation, food and childcare (TECLA).
•  Companies that allow remote work see an average increase of $2,000 in profit per remote worker (Stanford).
•  64 percent of recruiters say that being able to pitch a work-from-home policy helps them find high-quality talent (IWG).
•  In 2017, there was a 50 percent decrease in resignations in companies that allowed remote work (Stanford).

“Remote work has allowed more flexibility for our employees to effectively meet the demands of their jobs as well as balance their family responsibilities, which employees have shared reduces their stress levels,” says Powell. “In a survey of our U.S. employees, they reported that remote work has had a positive impact on their personal productivity, work satisfaction, and collaboration.”

This isn’t to imply that remote work is without its complications. Social media management software company Buffer found that the three biggest challenges associated with remote work are unplugging after work (22 percent), loneliness (19 percent) and communication (17 percent). Seventy percent of remote workers report receiving regular training from their companies (TalentLMS). Fifty-four percent of IT professionals consider remote workers to pose a greater security risk than traditional workers (OpenVPN).

No Single Solution

Ultimately, what determines the ultimate success or failure of any new workplace policy differs from company to company.

“I think this is a case where one-size-fits-all solutions unfortunately do not exist; different conditions may call for different approaches,” said Raffaella Sadun, professor of business administration at Harvard Business School, in an article for Harvard Business Review {“COVID Killed the Traditional Workplace. What Should Companies Do Now?” by Dina Gerdeman; March 8, 2021). “A practical piece of advice is thus to be proactive and elicit workers’ preferences and explore different approaches now. The return to the office may not be as simple as we imagined at the beginning of the pandemic.”

In January 2021, Oakland, California-based management consulting firm Great Place to Work released the results of its survey of 79 executives from 56 Fortune 500 companies.

The surveyors wanted to gauge leaders’ thoughts and plans for returning to the workplace, or if a return was in their plans at all. Pre-COVID, the average percentage of employees working from home for these companies was just 16 percent. Perhaps not surprisingly, executives were divided on the subject of how working from home has affected company culture and productivity:

• 50 percent of executives surveyed believed productivity wasn’t impacted by remote work.
• 30 percent of executives believed teams were more productive while working from home.
• 20 percent reported mixed impacts across teams and business units, with some improving while others appeared to be suffering.

Additionally:

• Most leaders were targeting a return to the workplace within the next 7-12 months.
• Camaraderie and morale (61 percent) and collaboration (45 percent) were the top ways executives expected returning to the office would improve company culture.
• Over half (58 percent) anticipate reducing their office space by at least 10 percent from pre-COVID needs, and over one-third expected to reduce their office space by 25 spaces.
• Three out of five executives believe up to 25 percent of their workforce will continue to work remotely full time.

From the September 2021 issue of Direct Selling News magazine.

The post The Future of Work first appeared on Direct Selling News.

REMEMBER WHEN it was easy to network with your peers during industry events and meetings? Remember the insights and ideas that those conversations prompted? The DSN Executive Insights interview series is working to bring those priceless exchanges of stories and ideas back.

In the second interview in the series, Stuart MacMillan, President of MONAT Global, and his friend and colleague, Mark Pentecost, CEO of It Works!, discuss problems, pivots and plans.

Here is a partial look at parts of their conversation. For the entire interview you can listen to the DSN podcast or watch the interview.

STUART MACMILLAN: I have the honor and privilege of hanging out for a little while with my friend, Mark Pentecost, from It Works!. The last 18 months have been extremely interesting for both your company and ours. Where did you have to pivot? Where did you have to go, ‘Hey, we need to do this differently?’

MARK PENTECOST: We didn’t expect this. We didn’t say, “Let’s go home, work from home for the next 16 months.” We thought it was just going to be for a month or two. In the beginning, it was like, “Hey, this is fun, working from home. It’s exciting. It’s something different.” But over time, different things have crept in, and I hear different words today. I hear COVID fatigue, Zoom fatigue. Some highfliers that work well by themselves, and there are people that don’t.

My background’s coaching. So, I was thinking, what if I never went to practice and just rolled the balls out and said, “Hey, guys, practice hard. I’ll be back in two hours.” And so that really got me to thinking of how do we empower our people, but how do we inspect what we expect? I heard something the other day that I really liked— “Don’t let your comfort zone dictate your destiny or your success.” And I thought, “That’s happening here. We’re getting in a comfort zone.”

The biggest challenge to me has been with changes—especially big changes. We just didn’t know what they were. I love to read, but I couldn’t pull a book out and say, “All right. What is the playbook for COVID pandemic, and you have to go home for, you don’t know how long?” We’ve just had to maneuver. Is that how you feel?

STUART: I feel the same, and I think that it’s been enlightening. I know you and I are similar. We have this sense that we need to control a lot of things and watch it, and I think, if this has done anything for me, and I’m wondering if it has for you, it’s given me a sense of, “Hey, it’s okay.” It’s that balance, right? So, it’s the tension between, ‘Yes, we still need to measure, but hey, it’s okay for them not to be under my eyes 24/7.’

MARK: Our secret sauce is the hugging and acknowledgment, and pats on the back. It’s not as easy to do that out of your home. I think team and teamwork is so important, but an organization’s success depends on strong individual performances

Recently, I was looking at the different people in the Zoom. And I’m like, “Oh, my goodness, I haven’t said good job to her, or I haven’t congratulated that person.” It really overwhelmed me on how do I show appreciation, and how do I coach someone that’s maybe underperforming or someone that is really knocking it out of the park, and I let them know, “I see you. Nice job, I really appreciate it.”

STUART: I actually had the same challenge. One of the things I would often do is walk across the parking lot to the Cooper’s Hawk Restaurant and go, “Hey, you. You know what? You’ve done a great job. Come with me.” And having not done that for a year, I realized that a piece of my management style was gone. I hadn’t replaced it with anything. So, what are you doing to combat that, in this kind of environment?

MARK: There are three things I’m focused on—boosting engagement, encouraging collaboration, and increasing morale. I wanted to make sure our field team knew how much I appreciated how they’re working through this period. And those are the three things that I realized people needed the most.

I want to acknowledge that we started opening the office on June first.

We’re working on a hybrid solution, and I want it to be led by our employees. I want them to tell me what they need to be the most efficient. The world’s never going to be the same. We’re going to go back, and it will be different. There are no rules we need to follow. How much do we need to be in the office? What departments never need to be in the office? Who needs the collaboration and people?

We’ve started opening the office, so that if you want to come into the office, you’ll be able to. We’ll be there. We’ll sanitize. We’ll keep it safe. We’ll have some rules, but we’re not going to tell you yet that you have to come back, or you have to do this.

STUART: I think we’re all facing some of those similar challenges. One thing you said that I think is really interesting is that this hybrid initiative is going to be employee led. I think what that will mean is that while we can throw out some ideas, it’s going to be unique to the company. It’s going to be unique to the personality of the company and unique to the departments. Which departments, in your mind, are the ones that really seem to be missing that collaborative, creative catalyst? Sometimes, the hallway is a catalyst for great discussion. Where do you think that’s missing?

MARK: I love marketing. I love sales. I think one of the things It Works! does well is social selling, gathering customers. We do it with Zoom, but what inspires me and really gets my creative juices going is when I’ve got five or six other people together, sometimes a little bigger, at the office, and someone goes, “Man, I got a crazy idea.” That’s usually when my antenna goes up.

That seems to be code for, “This is about to get good.” I miss that part because I’ll have some good ideas, but after some people pick holes in it or push a little bit, or, “Why not this?” We’ve tried to create that. For those who live in the area, we met outside at my house. I was amazed by what happened to a great idea when we were in the same place together. We ended up doing a promotion. And when we’re trying to duplicate that, it’s just different.

STUART: It is. It’s not quantifiable, but it absolutely is true. You sit in the same room and ideas happen. It’s hard to get the energy you have in a room of a bunch of people who are trying to think about things. To get that on Zoom is tough. Speaking of energy, so one of the things I’ve admired is your ability to transfer passion. Part of the success of It Works! is for your ability to convey passion and excitement and take things to a whole ‘nother level. How do we channel that into getting people excited about our business and what we had to offer?

MARK: What I’m realizing is that I’ve got to try and be intentional. If people are laughing and enjoying, we’re winning! Winning doesn’t mean always just the score, you’re the winner. Winning is helping people pay off debt. It’s helping people control their time through this. Winning is helping people feel accepted wherever they’re at.

STUART: Let’s talk a little bit about customers. There was a bit of a pivot from where It Works! started to say, “Hey, we’re going to focus on having products that stand-alone, that would be bought by anybody, irrespective of the channel.” You guys are doing a great job in terms of your customer-to-distributor ratio. Talk to me about your adjustments.

MARK: We battled that for quite a few years. I think in the beginning, people thought we were a little crazy. Some people actually thought, if you got a customer, you had failed because you didn’t understand the opportunity to become a part of the team. That’s just the way they’re brought up, but we could see that it’s two separate things. We had two different buckets. One bucket was a customer, and one was someone selling products for us.

The biggest change out there today is how to get a customer because people don’t watch commercials anymore. So, we have the opportunity in our industry to talk to people. We realize customers are so important, and they are the lifeblood. We get customers so well because of the interaction. And the competition now is, you believe this as I do, it’s not the other companies. The competition is Amazon.

We have a little motto—Amazon leaves a box on your front porch with a smile on it. We stay around for the hug. We got to smile, but we got to hug them.

We don’t have to convince people to get customers anymore. I think they realize that if you don’t have customers, you don’t have the lifeblood of a strong business. And today, it’s how we keep getting better at it.

STUART: Well, when you think about it, we should have an unfair advantage over the Amazons and the retailers because we’re all about relationship, right? Talk to me about compliance and the environment. How are you adapting to the new world—where it’s very difficult to actually sell the opportunity. There are so many things you can’t say. How do you get around that?

MARK: That is tough. There are some rulings lately that maybe there’s some light at the end of the tunnel, but I do feel like some of the regulations have put more strain on our channel, industry than others. Sometimes you feel like, “Here. This is a brown bag. Look at it. See what you think. I can’t say anything about it.” It’s put more on us to be sure of our products—that we can get ingredients that we can have clinicals on. I think our product team has done a great job realizing this. There are some claims right now that we’re able to say because of the clinicals. We’re being very intentional.

On the business side, we’ve got our income disclosure. There are people like, “Why do we have to do it?” Almost like raising our kids. “Why do we have to be in at curfew? Nobody else does.” My response is “I don’t pay that group, but I know I want to keep paying you. I want to make sure we have a great opportunity. And yes, it is, but we take the extra step.” We’ve added more compliance. It protects and educates us. We’re training more on what we can say or not say.

We do a lot more in training, and we try to put more time into it. That’s our reality. You got to know the rules of the game, so that you can stay in the game, and that’s what we spend time, even behind the scenes.

STUART: At the end of the day, our role is to build a long-term sustainable business for customers and our distributors, and that’s what I told our folks. I would encourage other presidents and CEOs and other leaders of organizations, let’s take the high road and keep focused.

Our role as executives in this industry is really to create that level playing field, and to fertilize it, so that everybody has a place to play and everybody has the same opportunity. 

From the July 2021 issue of Direct Selling News magazine.

The post Stuart MacMillan Talks with Mark Pentecost About Pivots, Plans, being Customer-Centric & More. first appeared on Direct Selling News.

Through the It Works! Give Back Foundation, Pentecost hopes to illustrate the big impact that is possible when a community combines the smallest donations and efforts to make a difference. Supporters of the foundation can sign up to give as little as $1 per month to “make a donation that matters.”

It Works! supports a number of charitable causes, including organizations that work to prevent human trafficking, fight pediatric cancer, support veterans, provide humanitarian aid and support through crisis response, and community outreach to food banks and shelters.  

“During a pandemic, the stress and pressure on these families are even greater,” said Meg Lokey, Executive Director of The Payton Wright Foundation. “It’s times like these that it’s more important than ever to have support from our partners to help the children going through treatment and their families.” 

The “business of giving back” is a value Pentecost believes is an important part of entrepreneurship, and he is committed to reinvesting money he has made into the economy and community to benefit others.

“Giving back through effective charitable initiatives is an aspect of leadership that I find to be especially crucial,” Pentecost said. “It provides an opportunity to express gratitude for those in essential service and gives the chance to make a positive change in the world. By growing our local and global communities, we are becoming better leaders and providing resources for the leaders of tomorrow.”

The post It Works! Give Back Foundation Uses Power of Collective Efforts to Make Big Impact first appeared on Direct Selling News.

“Our organizations have been able to stay ahead of the business curve by embracing new trends and technologies as strategic investments before they were a necessity, all while providing back to the community what we have learned and sharing these gains,” said Pentecost.

Pentecost’s insights after analyzing the first quarter of 2021 include an emphasis on:

• E-commerce adaptation—Digital retail has grown exponentially throughout the pandemic and a virtual presence has moved from necessary to critical in order to survive in the new market landscape. 
• Creating customer-centric cultures—Customer connection is essential, but doing so with an empathetic tone that takes into account everything customers have been through in the past year and a half is just as important. Catering to their needs while relating to their human experience will accelerate brands tremendously.
• Financial literacy—It Works! is a debt-free business. Right now, it is crucial for new businesses to minimize costs and expenses and budget for the most impactful ROI.
• Going digital—Remote work is here to stay. Design a digital infrastructure that integrates social media, conference calls and virtual work into a streamlined and efficient system that takes employee satisfaction and safety into account.
• Resetting your mindset—Risks are even more challenging right now, so use this time to reinvent yourself, rethink your approach to obstacles and prepare for future action. 

The post It Works! Founder Mark Pentecost Shares Predictions and Trends for the Channel in 2021 first appeared on Direct Selling News.

“The biggest challenge in this industry—and really the worldwide market—is to offer an uncommon solution, a true original, that captivates people and offers them something they never thought was possible before,” said Mark Pentecost, founder and chief executive officer of It Works! “We knew we had something special to share with the world.”

The post It Works! Celebrates 20th Anniversary with Brand Relaunch first appeared on Direct Selling News.