“Supporting women and women-led initiatives has been a core part of our mission since inception at Qyral,” Sigari said. “We’re grateful to have the opportunity to collaborate with the Downtown Women’s Center and support their mission to end homelessness for women throughout Los Angeles. This is only the beginning of our giveback program. We hope to continue supporting other organizations focused on women’s related issues.” 

The post Qyral Supports LA Women in Need  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.

If there is one constant refrain in today’s direct selling channel, it’s change.

One of the most talked about and watched segments of change within the industry is the emergence of social selling. As the channel continues to embrace and seek out influencers into their affiliate programs and more and more sales begin to happen online, the importance of finding and nurturing charismatic distributors to represent your brand continues to grow.

But how do companies find or develop the best influencers? Should you look for diamonds in the rough in your field with genuine enthusiasm and belief in your products or seek out established influencers with built-in followers and charisma to spare? And how can you best partner with them to allow them to shine while still protecting your brand?

Part of a Bigger Picture

Affiliate marketing isn’t just an opportunity for direct selling companies—everyone is getting into the game. According to DemandSage, affiliate marketing has a market value of $17 billion as of 2023, and 80 percent of all brands have some sort of affiliate program.

It’s a natural fit for direct selling—both are grounded in the philosophy of marketing powerful products through personal recommendations. Affiliate and influencer programs allow direct selling companies to use the power and reach of social media without losing the personal touch and connection that has always been the channel’s biggest differentiator.

Affiliate programs can’t (and shouldn’t) entirely replace the traditional team building approach—but they do offer a viable and attractive alternative to people who might not be interested in the more established and expected version of the channel.

This has led many companies to adopt a two-pronged approach, offering both traditional multi-tiered compensation models that reward team building, while also developing simplified affiliate programs that allow those not interested in team building to still earn an attractive commission by sharing and recommending their products on social media.

This model alleviates some of the pressure of quick conversion and team building that historically kept some people away from the opportunity. As Qyral Founder and CEO Hanieh Sigari explained, “Social media has changed the way that direct selling works. You don’t have to cold call people or knock on doors and try to pitch them hard in 30 seconds. You can have honest, normal conversations about shared interests. We aren’t ever going to push our consultants to sign people up. It’s not for everyone. Instead, we’ve developed programs for the women who want to be superstars and build a team and other programs for those who just want amazing skin.”

It’s an approach that strongly resonates with online influencers who recognize the value and opportunity of partnering with direct sellers. Nick Martinez, the Keto Dad, who represents Prüvit products, finds that this fundamental shift eliminates resistance to recruitment and works to further legitimize the opportunity. “In the past you had to have a downline of people who each had a few customers to earn a significant income. Now the reverse can be true—you could have a small group of distributors with tons of customers, and as a result you are making significant income.”

Taylor Novarro, an Account Executive at Sunwest Communications who works closely with direct selling brands, is also an emerging online influencer. She feels the collaboration is a home run for both parties. “As an influencer, I take the time to learn about and try the products I am recommending. For me, it’s about creating a brand that consumers know and trust—and helping our clients to do the same. Independent direct sellers can work like influencers by staying focused on their knowledge of the brand and products they know and love.”

The Right Person with the Right Message

While the value proposition of including influencers in your marketing mix is undeniable, the best approach to finding the right person is still up for debate. Brands can choose to partner with established influencers who represent more than one brand or look to their field to find distributors with a natural ability on camera and nurture and support their organic growth.

Established influencers come with the benefit of already having created some name recognition within their niche. The best ones truly believe in the brands they represent and want a simple, frictionless way to recommend products they love and earn a simple commission for their efforts. They have no interest in traditional team building and recruitment. Online consumers often feel tremendous loyalty to the influencers they follow. But these influencers are less likely to stay with your brand long term and don’t have the same passion and commitment as a distributor who is solely focused on your products.

Conversely, consultants that are also creating and sharing content online are already a part of your sales force—something about your corporate culture and product line moved them to join your community. So, while they have a smaller social media network initially—given the right chemistry and opportunity—they can grow their fan base exponentially, becoming a nano-influencer for your brand. What approach is best: outside influencer, homegrown or hybrid? There is no one-size-fits-all answer.

Amber Olson Rourke, Co-Founder and Chief Sales and Marketing Officer of Neora shared, “I believe developing influencers internally is more effective long term. It will take longer. You won’t get as much instant gratification, but they will stay longer and be more invested in the brand than a traditional influencer who is likely to move on to their next brand deal.”

Red Aspen takes a hybrid approach. As Co-Founder and CEO Jesse McKinney explained, “We do both, and we don’t have a preference. We’ve got influencers with hundreds of thousands of followers. They are in a different place in their journey. They’ve done the work. But we love watching newcomers join Red Aspen and build organically. That’s the magic of direct selling—it transforms people, and it is a gift for me personally to witness it happening in real time.”

A Genuine Asset

While there are different philosophies on whether established influencers or developing ones within the field is the best choice, what there is unanimous agreement on is the most important traits and behaviors for an influencer—aspiring or established—to possess: authenticity and consistency.

As Sigari explained, “Being an influencer isn’t just a matter of turning on a camera and making cute videos. It’s important to be yourself because there are so many people on social media who try to portray themselves as someone they aren’t. Yes, you want to be professional and positive, but it’s okay if the world knows you aren’t perfect.”

McKinney expressed the same sentiments. “Authenticity and consistency go hand-in-hand. I encourage people to be as perfect or imperfect as they are in their lives. But it’s equally important that they be consistent and determined to show up every day in one way or another. They have to establish that rhythm. And they have to believe that they are interesting just by being themselves. Authenticity is fascinating, and it’s relatable.”

That echoes the advice Martinez offers to aspiring influencers when they are just starting to build. “One component that is super important is simply being yourself. If distributors step into more of who they are and show that to the world, their tribe will appear. If you are not congruent to who you are to the core, there will be a disconnect that may work in the short term but will not lead to long-term attraction.”

Messaging that Matters

While it’s exciting and trailblazing for companies to allow these influencers to be themselves and create their own content, it also presents some fundamental marketing challenges. Building a brand that consumers love takes time—and a lot of work and money on the part of the company.

Crafting the perfect messaging, packaging and brand standards is not easy. But this kind of brand building matters and adds inherent value to the company that can’t be overlooked. Relinquishing complete control of this hard work to influencers is enough to make any corporate marketing executive squirm. But surprisingly, direct selling brands are finding that it’s ultimately not as important as they thought.

“The brand partner or the influencer really owns the story-telling aspect. How does the product or business impact their life? Why do they like it? What value would it bring to their followers? And they need the freedom to tell that story creatively. It is not going to sound exactly how the brand would tell that story—which is ok because it will resonate with their target market best if it is told authentically by them,” explained Olson. “The brand’s biggest role is to support them by providing the information they need to ensure the content is accurate and within compliance.”

Sigari agreed, “We have to protect our brand, but they also need to control theirs. The best influencer relationships are when our brands align and there’s synchronicity between our ethos and ambitions.”

And McKinney added, “Honestly, we don’t worry about how they represent the brand that much. Whether they are doing home parties, popups or lives, they are telling their story, not ours. We give them the tools they need to do so.”

Those tools can include anything from early access to new products so distributors can create personalized content around it at Red Aspen to the boot camp training videos, live trainings and graphics support offered by Neora.

This level of cooperation and collaboration attracts the right influencers as well. As Novarro shared, “I enjoy working with brands that are realistic and allow me to be creative and use my insight in what we’re working on.”

Martinez explained how much he appreciates the value Prüvit’s corporate team gives his input. “They believe that the best ideas come from the field where the work is being done and from those who are communicating with the consumers on a daily basis. We work with them to create the right promotions, campaigns and new products.”

Focused on Fundamentals

Even with all the benefits of a robust and proactive influencer program, companies must also focus on the key fundamentals that allow the resulting online purchases to be as frictionless as possible for both the affiliates and the customer. It’s important to also prioritize seamless checkout, personalized customer loyalty and referral programs and live shopping opportunities.

But in the end it all comes down to the authenticity of the medium and the messaging. As Novarro said. “Nothing is easier to spot and see through than an influencer who is only representing a product to get paid. I would recommend that direct selling brands seek out influencers who already enjoy your products—or would genuinely like to try them and provide feedback. Seeking out influencers inside and outside of your brand will help you grow your reach and support your salesforce.”

From the March 2023 issue of Direct Selling News magazine.

The post Building your Own Unicorn first appeared on Direct Selling News.

Each is eager to take their direct selling startup to new heights by adhering to a personal vision that includes empowering others. These women and their companies are the ones to watch this year and beyond.

Ashlee Headlee & Danelle Meoli

“I truly believe we come into this world with an invincible mentality,” Ashlee Headlee said. Her four-year-old is proof positive of that, she joked. But sadly, life chips away at it.  

After having worked on the corporate side for 11 years, Ashlee locked arms with a twelve year top earner, Danelle Meoli and corporate business partners to form Awakend, a female-owned, purpose-driven company aimed at helping women rediscover their innate power.

“We start to believe that we are just watching life happen to us. Our goal was to create a movement of awakening that would disrupt this false belief system,” Ashlee states. “We knew that if we could create a community that resonated with people, the power of this direct selling channel would do the rest, and that is exactly what happened.”

“Starting Awakend has been a massive undertaking and has required a new level of ‘me.’ I love taking on new challenges in life and this one has been no small feat. I have such a newfound respect for company owners and executives. I’m loving ownership, and I’m keenly aware that everything I’ve learned in business and life up until this point has been a real asset as Awakend has been birthed,” Danelle said.

A firm believer in the law of growth, Danelle said, “I dream BIG. I believe we become limitless when we stop allowing false mindsets and fear to rule. I’ve trained myself to focus on success and envision our company waking people up all over the world to help them realize that they have an immense power within.”

Aspen Emry

Aspen Emry felt called to start Bravenly Global and not in an ego-driven way. “At the end of the day, I have a huge vision for what this industry can be and should be,” she said.

“It’s part of my story and purpose. When you are in alignment and right where you are supposed to be, there is so much peace and confidence in that,” Aspen said.

Years ago, a purposeful, passionate and hopeful Aspen sat drawn to Cecelia Stoll’s grace and authenticity as a key Arbonne leader, strong wife, mother, woman of faith and powerful businesswoman. Cecelia, who didn’t sugarcoat the work of this industry, said, “I don’t mind working 40 hours a week. I just love that I get to choose which 40.”

“Once women know that they can wear more than one hat and succeed in multiple roles without being perfect at everything, it’s game on,” Aspen said.

Bravenly’s unmatched corporate team, advisors, reputable consulting firms and field leaders all bring a wealth of experience and vision and feed Aspen’s collaborative spirit. She begins each day quietly in her faith and has a passion for self-development books and podcasts. Why?

“Because I love learning and growing, and our field here at Bravenly deserves to have a CEO who never thinks she ‘has arrived’ and who strives for growth each and every day,” Aspen shared.

Nicola Stephenson

When Nicola Stephenson was just 26, she founded her first company. Responsible for everything, she said, “You learn very quickly as there is no other choice. But in order to be successful, you have to work incredibly hard and have an almost relentless commitment to what you are doing. You realize quickly that you have to surround yourself with brilliant people and make decisions fast when things are not working out.”

“I have loved working with women my entire career and many of the best business lessons I have received have been from women,” Nicola said of learning to navigate the male-dominated LVMH luxury brand world of her past.

Launching oHHo was her first foray into the direct selling channel. “I have noticed how critical mentorship is to the success of the organization. The leaders we work with in partnership are all fabulous mentors in their own right and even though their styles are often different, they fundamentally look to lift others up and support them in their own personal goals. Our community has given me great confidence in demonstrating how successful this channel can be when done authentically and intentionally,” Nicola said.

“Because we are a startup and resources are often stretched, there is an enormous amount of opportunity to learn and grow. Startups can be a great environment to flourish and get incredible experience without fear or barriers.”

Courtney Adeleye

Courtney Adeleye watched her single mother, who struggled to keep a roof over the family’s head, create a brand from scratch and launch it into retail stores nationwide. “Watching my mother at a young age do the impossible instilled resilience in me and gave me all the mentorship I needed. I knew then that I was able to do anything I put my mind to,” she said.

Courtney knows what it’s like to have an idea and wonder if it will be successful. “Empowering and developing women is part of my DNA. Mentoring women comes as natural to me as breathing.” Equipping women with the necessary tools to start and grow their own businesses is a huge part of her life now.

Staff turnover at Olbali is very low, due in part to financial investments in her corporate staff, as well as personal investments in their professional growth and development. “Over 80 percent of my previous employees currently own their own businesses. That is something I am extremely proud of because it shows the value of working under my leadership. When I work to strengthen my corporate organization, it’s not only done to benefit my company but also done to strengthen and benefit those individuals for a lifetime,” Courtney said.

Jaci Leitgeb

Jaci leitgeb’s passion resonates with the direct selling business model. She led a successful business in this industry for over two decades. Jaci’s journey enabled her to envision leading her own company. She strives to create a company rooted in integrity and core values with Proceller8.

With a startup comes challenges: expected ones and those that blindside you. For some people, the challenges loom larger than their commitment. “I always knew the most important commitment was mine, and that I would not waver,” said Jaci.

Jaci thinks back to her grandmother’s calm, thoughtful, smart approach to life; her mother’s character and hard-working attributes, and the numerous strong women she has worked with in the past. “When you are in an environment that empowers women leaders, it becomes a part of who you are. I’ve come to recognize and appreciate the people who have shown up in my life to walk this path with me,” she states.

Proceller8 is a reflection of people dedicated to quality products, service, respect for the individual, as well as creating an environment that welcomes diversity. At the end of the day, Jaci said, “It is about the people and the legacy we’re creating together.”

Hanieh Sigari

According to Hanieh Sigari, impostor syndrome never completely goes away. “Self-doubt is something I’m continuously working on,” reflected Hanieh. On good days, she sees the full vision of all she wants to accomplish. Other days, she admits she can get stuck in her own head.

“I think it’s something that plagues women specifically, especially when we’re trying to balance motherhood and familial obligations with running a successful company and inspiring others to do the same,” Hanieh shared.

But the positivity, sisterhood and personal development associated with the direct selling industry gives women the room to be vulnerable—both in the consultant field and corporate. “We hire women from all over the world—women from marginalized communities or who are suffering extreme hardships like war. Our mission is to raise the glass ceiling and build women up. That means giving the same opportunities to all women—whatever their circumstances. We don’t leave a sister behind!”

Hanieh exited her last business, a multimillion-dollar logistics operation because she felt stifled in the impact she could bring to others through her work. She funded Qyral on her own because she wanted to retain control for driving impact. “I’d rather go slow but make a difference, than run fast with meaningless products that aren’t innovative,” she explained. “Our goal of helping people live longer, healthier, more meaningful lives is a journey, not a destination. But we’re building traction and momentum that tells me we’re on the right path.”

From the March 2023 issue of Direct Selling News magazine.

The post The Female Founders to Watch first appeared on Direct Selling News.

LegitScript uses a rigorous evaluation process to confirm safety, quality and security standards and provides accountability to ensure the highest levels of safety and reliability are in place for customers.

“For our customers, this certification is proof that they can trust us to provide them with the highest quality products and services,” said Hanieh Sigiri, Qyral Founder. “Although we’ve always operated as a reliable and trustworthy business, recognition by LegitScript is proof that we’re in compliance with the strictest regulations. We take great pride in this achievement, and we are excited to continue building on this momentum as we strive to be the best in the industry. We’re grateful for your continued support as we continue to raise the bar for healthcare merchants everywhere.”

The post Qyral Receives LegitScript Certification  first appeared on Direct Selling News.

People are talking. In C-suites and in team Zoom calls throughout the industry, there is a common refrain—the channel is changing, sometimes in uncomfortable and unfamiliar ways. From how and how often distributors are paid, to eCommerce selling strategies, affiliate programs, the rise of social selling and influencers, generational shifts in the field and the home office and so much more, direct selling continues to redefine itself and its future.

In December’s Year in Review, we outlined several of the ongoing challenges facing the channel. Now, as we go forward into the new year, we are resolving to help provide channel leadership with the solutions, perspectives and fresh takes required to always stay one step ahead.

The concerns being raised are nothing new. Across the channel, for many sales are flat or down. Distributors are demotivated. Training and compensation models are confusing and lag behind other “gig” opportunities. Ongoing economic and supply chain challenges hamper customer retention and satisfaction.

To many, we are a channel in search of relevancy in a world where other side hustles are plentiful, popular and uncomplicated.

Direct selling has always prided itself on being an opportunity for everyone. A vehicle that allows people from all walks of life to regain a sense of personal and financial freedom. That message hasn’t changed—but the methodology continues to.

As we head into 2023, we wanted to check in with the companies in the channel that are navigating these challenges with steadiness, innovation, commitment and passion. On the following pages, you’ll hear from four executives as they explain in their own words the “secret sauce” to their companies’ successes in this rapidly shifting environment.

AdvoCare’s CEO Patrick Wright shares his company’s story of reinvention and redemption coming out of its struggle with the Federal Trade Commission and the revamping of its compensation structure.

Gordon Hester from PM-International explains how the company’s history of consistent growth propelled them to new levels of success while other companies have struggled to grow or even maintain sales.

Amanda Tress, Founder and CEO of FASTer Way to Fat Loss, explains how their groundbreaking single-level affiliate plan and compensation structure have attracted a new breed of entrepreneur to direct selling.

And Qyral’s Founder and CEO Hanieh Sigari shares how approaching direct selling with a disruptive mindset and a willingness to challenge conventional wisdom has put this young company on a course for success.

We think you’ll find each of their stories relatable and relevant, whether you are a well-established company looking to modernize or a startup looking for stability.

Without a doubt, these are turbulent times. But DSN believes that out of that turmoil can come triumph as the channel creates a new, prosperous and modern reality based on sustainability, simplicity and customer-centric ideologies.

Below, you’ll hear from four executives as they explain in their own words the “secret sauce” to their companies’ successes in this rapidly shifting environment.

Courage over Caution

AdvoCare took monumental steps to maintain its core culture and commitment to quality.

By PATRICK WRIGHT

We’ll celebrate our 30th anniversary in February. That alone is not something many direct sellers or others can say. We’ve had so many amazing years and are planning for decades into the future. We had a chance to choose courage over fear—and we jumped at it.

I joined the company in 2008, during what was truly a golden age for AdvoCare. Our brand presence was everywhere: the NFL, NASCAR, Major League Soccer, TV advertising, College Football. We were quickly becoming a household name.

And then, in 2019, we announced—what appeared suddenly to the public—that we had entered into a settlement with the Federal Trade Commission (FTC), and we would be abandoning the multi-level aspect of our business.

To those outside a small group of the AdvoCare team, it seemed like the settlement occurred out of the blue, but that couldn’t be further from reality. We battled for over three years—privately, because we had to. We dedicated tens of millions of dollars in legal fees, millions on consultants and experts and comp plan analysis—doing whatever we could to satisfy the FTC’s demands. So, when we announced we were abandoning our multi-level model, people wondered why we didn’t fight.

But we did fight. We fought vehemently for many years. We chose to make the strategic decision to completely remove multi-level from our marketing plan because, in the end, it was the best for us. Single level was our only option—which meant putting the true popularity of our products and the loyalty of our customers to the test. We were able to see that AdvoCare could survive and thrive based solely on the merits of our products, our culture and our loyal distributors and customers who love the products.

I took a leap of faith with my amazing team and the decision was made on my third day as CEO to move forward with the single-level model. While this was not the third day on the job I’d ever envisioned, it was the best chance to save the company, move forward and continue to make an impact five, 10, 15 years down the road.

Many tough days followed that announcement. We got down to business with restructuring, layoffs and tightening in every single way—just to survive. We were in an unprecedented place. While affiliate models existed, there had never been a multi-level company with overrides and leadership bonuses that had transitioned to a single level compensation plan. There’s no map for companies, direct selling or otherwise, that have successfully achieved what we have. I am holding tight to the team I have because we’re unique in what we’re building, and I am forever grateful for how we’ve respectfully maintained our culture while making monumental change.

Making those announcements, sharing those changes—it was by far one of the most challenging times of my life. I knew we had to keep moving forward, and I felt a deep need to protect the business in any way that I could. Not protecting our loyal employees and distributors that still wanted to share our products was not an option I was willing to compromise on

New Focus. New Initiatives. New Opportunities.

I remember sitting in my office late one night, struggling with the enormity of the challenges we faced, when in a moment of clarity, I recalled what Marcus Aurelius once said, “What is in the way becomes the way.” It gave me a shift in mindset. Rather than worry about what we could no longer do, we began to shift our focus to the things we could do now that we couldn’t do before.

We started to ask ourselves: What if all that mattered was producing great products and making it easy to buy them? What if we didn’t have to launch a new product every six months at convention? What can we do differently? How can we change?

Our focus became simple: how do we become the best company for our 200,000 Preferred Customers? We took a deep dive into how to create excitement and consistency in ordering our products. We asked ourselves: What’s the company with the most user-friendly website out there? How does it work? How do we make ordering and trying our products easier?

We knew we needed to learn more. We set out to figure out who does “customer experience” the best, and how we could improve on it. We didn’t have the limitations of before, and neither did our distributors. How could we leverage that? We found that many of our distributors wanted to stay. They liked just selling products. They didn’t want to recruit. They wanted to sell and enjoy the products.

I thought about all the times I had stood on stage at convention and said, “This business is really for that mom that wants to make a couple hundred extra bucks a month.” I had said it, but had my actions really reflected that? Or had I been too focused on making our leaders happy?

If, as a company, we hadn’t focused on the mom making $100 before, we now had to not only focus on her—we had to make sure she could now make $200 for selling the exact same amount. That was our goal: Double the amount small distributors made and make the compensation plan 100 percent about them.

Keeping it Simple and Streamlined

Our first step was to simplify the checkout process on our website. In the past, there was a lengthy process for cold leads who came to the site to buy product. They had to click, register, become a customer—they couldn’t make a purchase without jumping through several hoops.

I know I wouldn’t do all that just to buy a product online. If I have to create an account, I’m out. If I need to do more than two clicks, I’m done. Shouldn’t we treat our customers with the same respect?

So, we changed our approach. Two clicks to check out. That’s it, and it works amazingly well. We added Apple Pay and guest checkout. We knew this approach would set off alarm bells for the field—and it did. But we asked them to trust us. We explained that if we sell more, you are going to make more—but you have to trust us.

Entering your ZIP code, finding a local distributor, offering personalized coaching—all those clicks that people had to go through—we got rid of it. We don’t ask customers for anything. What we discovered was—with that simple change—the conversion rate increased almost 10 times. And we passed the resulting commissions to the distributor on the back end.

We’ve built up a lot of trust and good will with our field with this maverick approach. We knew we had amazing products. We were going to build on that asset, hold on to our image and branding—and then we were going to try a bunch of things. Some would work. Some wouldn’t. But we would keep going.

We had a fail-fast mindset, and that made all the difference. Everything didn’t require a six-month development program. Launch it. See how it goes. If it doesn’t work, pivot. We began to take that mentality around everything that we did. We built a very simple compensation plan. I know how long it takes some companies to explain their comp plans. I used to be the same. I can now explain AdvoCare’s comp plan in about 15 seconds.

Our compensation plan is simple.

• Commissions on the sale of products (20-40%)
• Additional bonuses for total new customer orders and total customer orders
• Special monthly incentive rewards
• Annual incentive trip

We found that our distributors love these fun incentives, and they chase after opportunities. Whether it’s cash or AirPods or sunglasses they wouldn’t splurge on themselves, we tried it all to see what had the most traction. We poured everything into finding out what the field would and wouldn’t engage with.

At the same time—and this is very important—we began to recognize that in this new model, our field are hobbyists. They’re having fun, they’re sharing and they’re earning a little bit of extra money every month. So, we’re giving them opportunities to earn more than they used to, while honoring their level of commitment..

Key Lessons Learned

The reality is, with everything we’ve done; all the changes we’ve made; all the focus we’ve put in—there were two important lessons. And if you want to boil down the AdvoCare experience, the lessons are really simple and straightforward.

If you do what’s best for the customer, if your focus is 100 percent on that and you don’t get swayed by outside forces—things will work out. But the customer truly must be number one. And we have to challenge our pre-existing beliefs in order to keep that ideal in mind. Challenge your own thinking: Why is our website like this? Why do we market this product this way? What could we do or try differently? If the way something works isn’t the best thing for the customer—challenge it. You may not make every change, but you might make one that will make all the difference.

And the second lesson is a direct result of the first. Your leaders and your field will trust you more than you might expect. They will buy in more than you think. Will there be detractors? Always. But when you show them that doing the right thing for the customer and the right thing for the brand is ultimately the right thing for the field—they will respond favorably.

My hope is that you never have to face what we did. But the biggest takeaway from this for me has been that that you can never go wrong when you focus fully on the customer experience. If you have great products, and you work to truly make the customer experienced great—you, AND your field, will have success.

Staying in a Constant State of Growth

PM-International has set a high standard for prolonged, steady success.

By GORDON HESTER

The direct selling business in the US is going through a challenging transitional period. We are seeing an increasing number of companies struggle to evolve so they can remain competitive in a rapidly changing world. At the same time, we are dealing with high inflation, continued supply chain challenges, rising operational costs, reputation challenges and increased competition for consumers and new entrepreneurs.

Despite all these challenges, PM-International has achieved a constant state of growth for 29 straight years. PM has been awarded the DSN Bravo International Growth Award for two consecutive years and is on track to earn this award for an unprecedented third year.

I have been in this industry for almost 35 years and recently joined PM as their General Manager of Sales for the US and Canada. Like many, I was also curious how PM could maintain a constant state of growth since inception to the massive growth experienced over the last three years. A total of $2.38 billion in annual sales was reached in 2021. Below are my initial conclusions relating to the “PM Success Formula.”

Ultimate Decision Maker

In my many years working in direct selling and with many great leaders, the CEO and Founder of PM-International, Rolf Sorg, is the most talented leader I have ever worked with. Experience has taught me that the success or failure of any company will come down to how the leader runs it. Rolf has developed a time-tested cultural and business blueprint. The success formula has its foundations based on the following principles.

1 / High-Performance Culture

The company is managed with the mindset of giving your best every single day with a heavy focus on the key metrics that drive revenue. The company is data-driven and operates in a very “people-centric” way. There is very little tolerance for the three things that can stand in the way of success: entitlement, division and drama.

2 / Heart and Pride

One core value of PM-International is “heart and pride.” It refers to making your business a matter of the heart, sharing your genuine excitement with others and appealing to their pride. Rolf understood early on that the word “deserve” includes the word “serve” and established a culture based on a shared and deep commitment to living the PM mission.

3 / Conservative Financial Management

PM remains a debt-free company with a very high EBITDA. This allows us to invest back profits into ensuring the business stays competitive. In today’s marketplace, the costs of operations and innovation continue to increase. If a company does not have the resources to invest in growth, that can be a big obstacle to surviving challenging times. As a family-run company, swift decision making keeps PM-International one step ahead.

4 / World Class Products

To build a stable and long-lasting industry-leading company, you need to have products that create a loyal customer base. PM stands for “Premium” from beginning to end. Our products are exclusive and supported by 70+ international patents. It is why PM has sold over 800 million products since inception 29 years ago.

5 / Customer Focus

We have seen a shift in moving from an opportunity-centric approach to more of a customer-centric approach. Since the company’s inception, PM has been a step beyond the concept of customer-centric to the standard of being customer obsessed. In PM, the opportunity component of the business has created a passionate active distributor base focused on building a growing loyal customer base.

6 / Maintaining Field Trust

For any successful direct selling or network marketing company, the field is the primary driver of sales. The key is to keep them in a constant state of engagement. Any legacy company will tell you that is a difficult challenge as new distributors tend to leave quickly, and leaders tend to drift away from production over time. As the industry shifts to more of an omnichannel focus, it is essential to consider the impact on the field. As I look at the companies struggling to be successful today, the common challenge they have is that they have lost the trust of their field. This often tends to be a consequence of declining sales and commissions. The longer this occurs, the harder it is to right the ship. A big reason PM has experienced 29 straight years of growth is that they have never lost field trust or momentum.

A DNA of Innovation

Companies must remain willing and able to make changes to ensure they stay competitive in the marketplace. I often refer to this as having a “DNA of Innovation.” The principles that drive that at PM are:

• Taking risks
• Staying out of the comfort zone
• Learning from failures
• Scaling quickly through systemization
• Managing change effectively

While other companies have different visions and strategies than PM, there are some lessons on keeping consistent growth that can have value for any company. Many of our success principles are timeless and have been practiced since PM started 29 years ago. Change is the only constant in life, so adjusting to an ever-changing marketplace is the key for any company to ensure they remain relevant and competitive.

Building a Better Model

FASTer Way to Fat Loss lifts micro-influencers to new heights of success.

By AMANDA TRESS

When you start out in this channel, it’s impossible to predict what those first years will bring. You anticipate that there will be challenges. Unanticipated problems. Unexpected roadblocks. And, of course, you hope that there will be some successes in there, too. But, in the beginning, you just don’t know what you don’t know.

I founded FASTer Way to Fat Loss in January of 2016 with 11 clients, and I am blown away that since that time we have empowered over 252,000 people to transform their lives. Along the way, we have received many accolades—including making the Inc. 500 list four years running.

But it hasn’t always been that way. In May of 2018, I received devastating news. That spring had been a really exciting time. Our certification program was accredited with the biggest organizations in the wellness industry, and we were forming an amazing group of Certified Coaches to help us expand.

But that all changed when our top Certified Coach—someone who had earned over $500,000 in her first year with us; someone I had spent days, weeks and months of time mentoring—decided to start her own business leveraging the strategies, training and tools we had provided.

I felt so many emotions in that moment: sadness, betrayal, confusion. It’s tough when someone you have poured so much time, energy and resources into chooses to leave when you’ve worked so hard to help them to succeed.

Time to Pivot

It was this season, this situation, this pain that prompted me to consider whether or not there could be an additional strategy that would allow me to expand the business beyond just relying on our Certified Coach community, which led me to develop a one-tier micro-influencer marketing model.

Our client journey is very simple. We incorporate intermittent fasting, carb cycling, tracking micros, whole food nutrition and 30-minute workouts. In our new client six-week program, you pay $200 and learn all these strategies to kickstart your wellness journey then transfer to the VIP program where you gain access to even more resources and the opportunity to become a micro-influencer.

You can choose one of two tracks: become a Brand Ambassador for free or a Certified Coach for $5,000. We absolutely love our Certified Coaches and have an incredible community of wellness professionals. We also really appreciate our Ambassadors. When an Ambassador spreads the word about the FASTer Way to Fat Loss, they receive a one-time $50 commission on our six-week program. They often represent multiple brands in addition to ours and use our strategies and marketing to quickly and exponentially increase their followers.

Micro-influencers represent the present and the future. Social media platforms favor them in newsfeeds. You might have noticed this recently—perhaps you follow some big brands on Instagram or Facebook, but you aren’t seeing them in your newsfeed as much as you used to.

What you are seeing more of are smaller content creators. In the past three months alone, we’ve had many Ambassadors or Coaches grow from hundreds of followers to 150,000 followers. We empower our micro-influencers—whether Ambassadors or Coaches—to generate highly qualified leads, and then we do quite a bit of hard work to help convert those leads into paying customers. We give them social media content. We share marketing tips. We have lead generation campaigns that our micro-influencers love to promote.

Recently, we did a Gut and Butt Five Day Challenge. We told our micro-influencers to promote the challenge, which cost $20 in order to receive a 50 percent commission. In these micro-commitment campaigns, we’ve had up to a 27 percent conversion rate. You are simply not going to experience those percentages with paid advertising.

One and Done

The reason I call this a one-tier model is because not only do we have Ambassadors who work directly with the corporate team to send clients to the six-week program, we also empower our Coaches to bring on their own Brand Ambassadors within their organization.

The Brand Ambassador receives a one-time commission. And frankly—that’s all they care about. They do not worry about recurring or passive revenue. They simply want to share something they love for that one-time commission.

I know it can be intimidating to consider a new model. I reside in Tampa Bay, and we recently had a hurricane come through. I was preparing to evacuate with five kids—it was stressful to say the least. But I had the privilege of preparation. We’ve all seen the reality of where the channel is headed. What used to work no longer resonates. But each of us currently has the privilege of preparation. I encourage you to turn your pain points into purpose as you consider new strategies.

The Perks of Being a Newcomer

Having an outsider’s view fuels Qyral’s success.

By HANIEH SIGARI

When I founded Qyral, I had certain ambitions in mind. I’d already built businesses in healthcare and eCommerce, and I knew exactly what I wanted to achieve. I wanted to create something cutting-edge; make a difference; give back to others; and provide a path to success for as many people as possible.

The more I looked into the history of direct sales, the more convinced I became that this channel was prime for disruption and was the obvious solution to empower, educate and elevate others. But I couldn’t ignore the downsides. Coming from the cutthroat world of eCommerce, where everybody is in a race to out-innovate, the technologies and methodologies of direct sales felt old and antiquated. I wanted to try something new, but every idea I suggested was shot down by industry experts.

We already tried. It doesn’t work. You can’t do that.

Breaking the Mold

As a biochemist and entrepreneur, I’m both analytical and creative when it comes to running my business—I don’t like to be told that I can’t do something. Qyral is already the culmination of so many firsts. The first personalized skincare in the social selling space. The first to adjust pH and concentration. The first to partner with telehealth medicine to offer prescription-grade, custom-compounded formulations direct to consumers. But what good was all that innovation if it was trapped in tired, underperforming methodologies?

Direct selling has been around since the 1930s because it works. I believe that. But when I explored standard training tools for distributors, I felt like so much was missing. New technologies are released all the time. Old ones are constantly evolving. The way we harness these technologies has to evolve, too.

When you’re enmeshed in an industry, it’s sometimes hard to take that step back. So many direct selling companies are founded and led by amazing people who’ve been involved in the business most of their careers. That experience and insight cannot be underestimated, but I believe it also creates blind spots. If you’ve risen through the ranks as a distributor before starting your own business, why wouldn’t you duplicate the sales methods that worked for you?

What I’ve seen is that traditional methods become less effective over time. Layer in regulation, and it starts getting more convoluted. Knowing when and how to innovate is a challenge for every company, but it’s especially difficult when leadership is used to doing things a particular way.

In sales, there will always be rock stars—outliers with natural talent and charisma who can sell water to a fish. I made a conscious decision not to focus on those unicorns. I wanted to help as many people as possible, and that meant creating a system that could be used by anyone.

I found inspiration from franchises. You don’t need to be a rock star to run a successful McDonald’s or Dunkin’ Donuts—those companies have developed sequential, duplicable systems anyone can follow. That’s what I wanted to create. I’d much rather find a hundred coachable people with drive and commitment than sign up a million distributors who barely scrape a profit.

Insight over Hindsight

One of the best ways to tap into innovative ideas is to look at newcomers to the industry. Mega corporations struggle to pivot and produce something new. eCommerce killed department stores. Netflix put Blockbuster out of business. Expedia did away with the travel agent. Disruption happens constantly. You either stay agile enough to innovate or get slow enough to be made obsolete.

In Qyral’s early days, I wanted to develop a strategy for selling on third-party marketplaces like Amazon. I was immediately told I couldn’t—selling directly to consumers would alienate distributors and damage the brand. I listened to that advice—and I regret it.

Direct selling brands have to have stores on these marketplaces. Otherwise distributors do it themselves, undercutting retail prices and damaging the integrity of the company and opportunity.

As a consumer, why would I buy through a distributor when I can order on Amazon? As a distributor, why would I concentrate on building a local network when I can list my products on the world’s biggest marketplace?

When established businesses fail to innovate, newcomers don’t hesitate. Distributors saw the potential and immediately filled that gap, leaving companies scrambling to keep up. With hindsight, it was obvious. But industry wisdom was still hung up on old, obsolete business models.

The startup phase is exciting—you’re full of ideas and eager to reinvent how the business works. Most of us lose touch with that as we become embedded in the systems we once wanted to revolutionize.

Direct selling’s superpower is its ability to tap into a steady stream of newcomer insight and innovation. Listen to your distributors—watch what they’re doing on the front lines. You’ll uncover incredible ideas that could empower your field and enrich your company culture. DSN

Disruption happens constantly. You either stay agile enough to innovate or get slow enough to be made obsolete.

From the January/February 2023 issue of Direct Selling News magazine.

The post Paving Their Own Way first appeared on Direct Selling News.

“Socioeconomic factors in the United States prevent women who lack resources from participating and progressing in the workforce,” said Hanieh Sigari, Qyral Founder. “True empowerment requires funding, and the funding dedicated to addressing this problem does not match the need. Currently, only 1.2% of philanthropic giving goes to women’s issues. On top of that, government funding for women is variable and fails to address their most basic needs.” 

The post Qyral Pledges to Donate 1% of Profits to Support Women’s Issues  first appeared on Direct Selling News.

Customers take an online skin assessment to find their personalized skincare solution. From there, a team of practitioners analyze their answers and prescribe a custom regimen of prescription-grade products to address skin health issues like acne, rosacea, hyperpigmentation and aging.  

“We’re doing something that’s never been done before,” said Qyral Founder Hanieh Sigari. “Qyral’s revolutionary approach combines social selling with telehealth services and personalized, prescription-grade products to effectively diagnose and treat skincare conditions that lack traditional OTC or cosmetic solutions.” 

The prescription-grade ingredients used in Qyral’s custom blends have been clinically tested and FDA approved. 

The post Qyral Launches Telederm Services for Customers  first appeared on Direct Selling News.