The company’s entrance into this new category was a seven-year process that included extensive research and development to ensure their non-alcoholic variety accurately replicated the body and texture of wine while staying true to their own clean-crafted commitment. 

“As a winery, we understand there’s a time and a place for alcohol in our lives,” said Sarah Shadonix, Scout & Cellar Founder & CEO. “But we also know there are times when the occasion of drinking has nothing to do with alcohol, so we wanted to create a product that tastes delicious, satisfies our Clean-Crafted Commitment and provides an alternative to alcohol consumption on the occasions that call for it. We are ecstatic to offer Epic Pursuit Alcohol-Removed Wine as a delicious, zero-sugar alternative to enjoy wine without the alcohol.” 

The post Scout & Cellar Enters Non-Alcoholic Wine Category  first appeared on Direct Selling News.

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

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

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

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

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

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

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

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

Twenty Years of Industry-Changing Trends

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

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

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

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

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

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

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

The Next 20 Years

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

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

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

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

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

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

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

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

Creating a Lasting Impact

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

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

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

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

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

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

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

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

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

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

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

Building a Legacy Meant to Last

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

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

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

Businesses—and the executives that lead them—are competitive by nature. Whether it’s technology, product development or field incentives, you always strive to do it better, faster, first. Direct selling prides itself on being more collaborative than other industries, with a long-acknowledged history of sharing information and insights for the betterment of the channel as a whole.

But that support can only go so far—a little bit of healthy competition can make each company better, and the ability to sit atop lists like DSN’s Global 100 or Forbes Largest Private Companies is a feather in any company’s hat—and perhaps a powerful incentive to keep other leaders at arm’s length, keeping the most important insights in-house.

But sometimes, genuine and lasting connections are formed in the most unexpected places. That was certainly the case for Michele Gay, Co-Founder and CEO of LimeLife by Alcone and Sarah Shadonix, Founder and CEO of Scout & Cellar.

These leaders, who sit at the helm of two of the most innovative, buzzworthy companies in the channel, met several years ago when recording an episode of a DSN podcast, forging a fast friendship that has only strengthened over time.

An Epic Idea

This friendship is based on encouragement and the sharing of information, insights and ideas for the betterment of each other’s companies and field. You might think it’s unusual or risky for two leaders to work so closely together to build one another’s leadership skills and support their companies’ growth, but for Gay and Shadonix, it’s been a natural, organic and mutually beneficial friendship that has led to breakthroughs for both parties.

And it’s created an incredible spirit of collaboration as their companies continue to prosper. A shining example of this happened recently at Scout & Cellar’s Epic leadership event in Frisco, Texas, January 27, 2023.

Gay had previously invited Shadonix to view a personal development presentation given by LimeLife’s Chief Development Officer Gary Montalvo and Regional Director Dawn Speaks to LimeLife’s field at one of their conferences. The training focused on the legendary personal development best seller The Three Laws of Performance by Steve Zaffron and Dave Logan.

The material had proven to be invaluable for Gay’s field, helping them eliminate limiting beliefs and reframing their thoughts surrounding success and money. As Gay explained, “People join direct selling for a lot of different reasons: to have fun; to find purpose; to help others; and also to make money. Women have a hard time admitting the money portion to themselves and to others. I wanted to find a way to help women be unapologetic about getting what they want.”

The training developed by her team had created real breakthroughs for LimeLife’s field, allowing them to embrace what they want and confront the inner dialogues that kept them from reaching their goals.

Shadonix immediately recognized the value the presentation could have for her field. “To be honest, I didn’t intend to watch the entire presentation. I thought I’d watch part of the event and that would be it. But it was so inspiring and entertaining. Plus, some of the language around limiting beliefs expressed by Michele’s team felt similar to what I felt was holding our field back. I knew this would be just as eye-opening to them as it was for me. With anyone else, asking them to share the information could have been awkward, but I knew Michele would see the value in it.”

Gay was eager to help Shadonix bring the game-changing training her team had developed to the Scout & Cellar team at their Epic leadership conference. She flew down to the event, along with her trainers Gary Montalvo and Dawn Speaks. They presented an intensive, immersive full-day deep dive into the laws of performance and how they can help distributors reach their full potential without fear or limits.

Just as Shadonix expected, the training deeply resonated with Scout & Cellar’s field leaders. As Kortney Simmons, Executive Manager explained, “Dawn and Gary had us dig deep and internalize the things that were holding us back—not only in our business but in all areas of our lives. I’ve used this new understanding to break free from my doubts. Many leaders at Scout & Cellar are coaching their teams to do the same. This event was transformational!”

Managing Director and Founding Member Courtney Bono had a similar experience at Epic. “The event was wonderful. It helped all of us frame up and make space for frustrations and identify traps that pause action and productivity. Once individuals are aware of these, spot them and identify them, it allows everyone to mentally break those barriers down and move forward with dynamic action and ultimately a much richer experience.”

Celebrating Collaboration and Purpose

These two CEOs coming together represents the best that direct selling has to offer: a sense of community and collaboration where best practices and innovative ideas come together in a spirit of sharing for the betterment of the channel.

And that spirit translates powerfully to the field as well. As Simmons explained, “I think it’s incredibly special that CEOs from two different direct sales companies came together to bring growth and connection to their people. It’s clear that Sarah and Michele are changing the direct sales industry for the better by setting an example of what community represents.” 

THE THREE LAWS OF PERFORMANCE

by Steve Zaffron and Dave Logan

The laws of performance are universal. They aren’t steps or tips, but general principles that are always at work. They are also phrased in a precise way, to give maximum insight and applicability. The laws are:

1 / How people perform correlates to how situations occur to them.

2 / How situations occur arises in language.

3 / Future-based language transforms how situations occur to people.

Check out the book to bring more wisdom and insights to your team.

From the April 2023 issue of Direct Selling News magazine.

The post The Power of Partnership first appeared on Direct Selling News.

From that first time she answered the door and a Watkins “man” stood before her, direct selling carved out a place for women—at first, primarily as customers. Women controlled tight household purse strings and sought products to make domestic chores efficient and ease common ailments.

Yet, eager 20th century female entrepreneurs would soon shine as direct sellers themselves. Evelyn Fuller outsold her husband, Alfred—the original Fuller Brush man—on her first day in 1908 and replicated that accomplishment every day after for two years straight.

By 1910, Madam C.J. Walker—born in 1867 on the same Louisiana plantation where her parents were once enslaved—trained 3,000 “hair culturists” in the use and direct-to-customer sale of her African-American haircare products. She helped originate the role of the self-made, 20th century businesswoman, someone who promoted female talent, rewarded agent success, upheld justice, encouraged political activism and contributed to charitable causes. And let’s not forget, she was also America’s first female millionaire.

Madam C.J. Walker helped originate the role of the self-made, 20th century businesswoman, someone who promoted female talent, rewarded agent success, upheld justice, encouraged political activism and contributed to charitable causes.

“The girls and women of our race must not be afraid to take hold of business endeavor and, by patient industry, close economy, determined effort and close application to business, wring success out of a number of business opportunities that lie at their very doors,” Madam Walker said.

Reflect upon that commanding imagery—”wring success out of business opportunities that lie at their very doors.”

Sheer empowerment lives in that statement. From Madam C.J. Walker’s time until present day 2023, tenacious, brilliant and giving women have stood strong, reached out and empowered their sisters forward, while giving rise not only to some of direct selling’s most successful companies but arguably the present-day industry itself.

Generations of women have always found a way to make life the best it can be for their families, regardless of the challenges. Facing economic hardship, broken relationships and single motherhood, early 20th century women wanted more than the status quo could provide. So, it’s little wonder Frank Stanley Beveridge and his wife Catherine’s home demonstration method for Stanley Home Products exploded in 1939 and delivered American housewives a viable way to work within the confines of home and family, earn money and confidence all while building powerful social networks. Sound familiar?

Women were culturally and professionally under-appreciated into the postwar 1950s and they remained essentially “economically invisible.” But inspired by what they learned at Stanley Home Products, Brownie Wise (Tupperware), Mary Kay Ash (Mary Kay Cosmetics), Mary Crowley (Home Interiors) and Jan Day (Jafra) would soon launch women to new horizons and solidify their own legacies as phenoms of direct selling.

Brownie Wise knew how to speak to the dreams of women, but even her marketing genius—the brilliance that created the Tupperware Party—succumbed to 1950s social norms. Thousands of dealer recruits and $100 million in corporate sales, the first woman on the cover of Business Week had no written employment contract and was forced out seven years into her tenure, receiving only $30,000 severance after a court battle. Earl Tupper sold his company for $16 million a few short months later.

Brownie deserves respect as the inventor of the modern party plan, but also for her plucky spirit and drive to empower women that 1950s society pushed to the periphery. “Remember the steam kettle,” she liked to say, “though up to its neck in hot water, it continues to sing.”

“For every failure, there’s an alternative course of action. You just have to find it. When you come to a roadblock, take a detour,” Mary Kay Ash said.

In 1963, Mary Kay did just that. Passed over for a promotion at Stanley in favor of a man she had trained, Mary Kay set out to make change, not just for herself but for all women. She launched the predecessor of Mary Kay Cosmetics while mourning the sudden death of her new husband, George, disrupted the status quo and turned the male-dominated workplace on its head.

“Most people live and die with their music still unplayed. They never dare to try,” Mary Kay said. That didn’t sit well with her. She pictured everyone wearing a sign that read, “Make me feel important.” She led with unwavering integrity and fervently believed her company was doing something far more important than just selling cosmetics. Mary Kay changed women’s lives.

At a time when the “American Dream” remained elusive to so many due to societal bias, direct selling made a place for women to finally become economically visible by using their social networks to advance careers beyond “mad money” earnings. Legacy female founders, like Jafra’s Jan Day and Eunice Dudley, who met and worked alongside her husband Joe at Fuller Products, Inc. for decades before co-founding Dudley Beauty Corp., helped women from all walks of life discover what was on the inside and pull it to the outside.

“Success is not money in the bank or the car that you drive or the clothes that you wear or your status in the community,” Mary Crowley, founder of Home Interiors, said. “But success is really the ratio between what you have done and what you can do.”

“Nothing was quite like the reality of getting in that car, packed up with all my things, leaving my family at home and driving in rush hour traffic at night to Ruth’s house,” Pampered Chef Founder Doris Christopher recalled.

Slow traffic gave Doris time to second guess. Was she crazy for thinking kitchen shows would work? She was scared, but she kept driving.

“It’s just such an amazing thing to think about how uncomfortable I was when I had to really do this show and how quickly those fears were at least put aside, if not totally erased by success, by the positive response we got from customers,” Doris said.

The heartaches suffered, hurdles cleared and groundwork laid by direct selling’s extraordinary founding sisters are but one turn of a spinning wheel of inspiration. The next empowering turn comes from the bold, creative and tenacious spirits of these 35 current day female founders, whose modern leadership and vision reflects many of the ideals and principles of their predecessors.

Bianca Lisonbee

Bianca Lisonbee’s advice to women? “Be yourself. Who you are is your greatest asset.”

And from her birth, being Bianca meant embracing a unique origin story. Her immigrant parents were literally enroute from Italy to America when she was born. Her passport lists her birthplace as “At Sea” and each time she signs her name is a reminder of the name of the vessel that carried her family to a new home—Conte Bianca Mano.

“You can imagine the strange looks I get while going through Customs and Immigration when I travel. Reactions range from outright laughter to suspicious looks. The responses make me wonder if officials think I might be some sort of mermaid in disguise!” Bianca joked.

But it is precisely this unlikely beginning that engrained in Bianca an empathy for immigrants. In living that story and in its re-telling over the decades that have passed, Bianca has inspired countless 4Life affiliates and customers around the world. It informs her day-to-day as a founder within the direct selling industry, as well as the good works she undertakes through the creation of the 501(c)(3) nonprofit, Foundation 4Life.

Because she shares the role of founder with her husband, David, hers were not the challenges faced by many other female founders who have shouldered that responsibility alone. But as Bianca shared, “In my experience with women who have done just that, I think it’s important for us to have a passion for what we are doing. That passion breeds a level of confidence that others are drawn to regardless of gender or anything else. Nothing can stop an enthusiastic woman who believes in what she is doing!”

“Women like Mary Kay Ash are truly legends in this industry. I love how she didn’t wait for anyone to give her permission to succeed. She found a space she was passionate about and went for it,” Bianca said.

Bianca believes it’s not necessary for females to try to be like their male peers. Women often possess a natural ability to network and connect. That’s a great advantage in a relationship business like direct selling. But what all would-be leaders must do is learn from the examples around them.

“It’s important to make sure your company provides a level playing field for growth and progress for all your employees and that would, of course, include women. This is something that needs to be visited and revisited regularly. And yes, it is very important to us because it makes for not only individual satisfaction in the workplace, but helps the entire organization move forward in dynamic ways because an employee who feels valued in their contribution will bring a lot of positive energy and talent to the table.”

Melissa Thompson

Nearly 30 years after Melissa Thompson became an Avon representative, she sat in the founder’s seat at BELLAME and asked a simple question. “Why should someone have to pay us to represent our brand?” The mind-blowing answer: they shouldn’t have to.

This revelation led to Melissa’s construction of direct selling’s first omni marketing opportunity, an increasingly relevant business model in a significantly shifted post-COVID world. “We have gone from entrepreneurs looking for a brand to represent, to them looking to add us to their personal brands,” she explained.

With that comes the need for companies to respect those personal brands and provide entrepreneurs flexibility for multiple brand representation. It’s a new and exciting shift in what direct selling is and will be—one Melissa is truly excited by. She is committed to blazing a trail and changing the game with this forward-thinking business model, not just for BELLAME’s predominately female field, but for the future of entrepreneurship and the direct selling channel.

“The merging of affiliate and network marketing allows us to be perfectly positioned to be the most relevant opportunity for the next generations of social sellers. While I am beyond proud to have pioneered the omni marketing opportunity, I am even more inspired witnessing other brands moving in this direction!” she said.

Melissa’s career started by calling on customers door-to-door but eventually landed her in management, where she passionately advocated for entrepreneurs and their customers. Unlike her male colleagues who expressed equal exuberance and exhibited “true leadership,” Melissa was labeled “dramatic or bossy” in those predominately male boardrooms.

“This obstacle became a catalyst for shaping my career and later creating a brand and environment that celebrates passionate leadership,” Melissa shared.

“I experienced firsthand what it means to step into being unapologetically YOU, but it took a good 15 years to get there. I wish I could share with my younger self what I share now with others: Be confident. Speak up. Embrace who you are and what you have to offer and never, ever play small!” Melissa emphasized.

“From a field perspective, we are a female-dominated industry, yet many boardrooms continue to be male dominated. Creating the next generation of female corporate executives should be a goal for us all as an industry. It is a goal for BELLAME. I plan to help develop tomorrow’s industry leaders, whether they stay with us forever or move on. We are doing our part to ensure the long-term success of our industry,” she said.

Be confident. Speak up. Embrace who you are and what you have to offer and never, ever play small!

Mindy Lin

Mindy Lin never envisioned this path or this journey. She did see herself clearly as a mother that would keep her children safe from things she had faced as a child. But the broader scope—the ability to lead a company that would leave a whole world of women and children safer—that was a bit unexpected. However, she said, “That’s the vision and the dream now.”

“I’ve been continuously inspired by how far and how much good people are willing to go and to give to make a difference in the world,” Mindy said. Her company’s Damsel House Project, a sex trafficking rescue, and the connection of her company’s field to the work in those homes is proof.

“Put a big heart in front of a child that was rescued because of their hard work, and you will never lose them. And place a strong heartfelt mission in the middle of an industry and watch a network of people you barely know, and even “competitors” in the space, rally around to support it,” Mindy said.

Her greatest joy—the ability to make change for the most vulnerable—presents personal difficulties at times. “I would say my greatest challenge has been staying in my lane as the Founder and CEO and not taking on the hardships of the field as my own. Understanding their trauma and what they have overcome, it’s very easy to blur the lines between founder and friend, when you are an empath who loves the people you are leading,” Mindy said.

Yet, this former Mary Kay consultant has found a way. She’s always believed that nothing could stop a woman with a strong work ethic and an even bigger vision. Surrounded by women within her own company and the larger industry that so readily lead by this example, Mindy thinks of them as the modern day versions of the founding female direct sales icons like Mary Kay Ash and Doris Christopher.

“I think that we, as women, are some of the best natural innovators. We face a problem at home or at work and quickly assess for solutions. Make us do the same inefficient task twice and watch us revolutionize it with a hack or delegate it without ego to someone who can do it better,” she said.

“Today, we lead armies of inspiring women bolstered by and proud of their abilities to make a difference in the world for others, not just in themselves or in their households. What an incredible evolution of impact for young female professionals to follow.”

Today, we lead armies of inspiring women bolstered by and proud of their abilities to make a difference in the world for others.

Ursula Dudley Oglesby

Ursula Dudley Oglesby doesn’t remember a time when direct sales wasn’t a part of her life. At ten years old, her parents—who met working for Fuller Products, Inc., spent years at the company’s helm and eventually created their own beauty brand—had Ursula selling door-to-door.

“I wrote my Harvard college application essay about my escapades,” Ursula remembered. She’s certain those direct selling experiences contributed to her acceptance and later work as a student recruiter in Harvard’s Admissions Office.

Ursula had never envisioned becoming the leader of the brand that her parents, Joe and Eunice, built. But, she said, “The universe had a different plan for me.”

A 30-second fire at their company facility resulted in more than property damage. While no one was hurt thanks to quick-thinking employees, she said, “The ensuing challenges almost became too much to bear.”

But the family-owned and -operated business rallied, restructured and in 2008, Ursula found herself as President and CEO of Dudley Beauty Corp. “I had to use all of my knowledge and experience up to that point to lead the company. It was challenging and exciting at the same time.”

Ursula learned to trust herself and believe in her abilities and now tells young women, who are just starting their careers, to remember: “You have everything you need to be successful. You will encounter challenges and obstacles, but always remember your mission and you will prevail.”

Taking inspiration from Mary Kay Ash, an icon and legend she was privileged to meet, Ursula shared, “She let nothing stop her and built a fabulous company. Her life helped me to develop part of my mission statement. My chief aim is to give men and women a dose of hope by enriching their lives so that every time they look in the mirror, they can truly see the beauty on the outside and the inside and know in their mind that ‘God didn’t take time to make a NOBODY!’”

Ursula is no fan of bureaucracy and empowers her staff by keeping an open door and open mind. She channels her passion for business and personal development into classes that she teaches whenever she can. And to survive and thrive through the COVID pandemic, creative and innovative thinking came to the forefront of her leadership style.

Dudley Beauty Corp’s multi-channel business model faced significant challenges during the world health crisis. “The majority of our business had been through beauty salons, and they were shut down. I had to learn how to pivot quickly and to make critical business decisions,” Ursula said.

“I began to sell hand sanitizer, developed programs for the hair stylists to earn money from home and increased my eCommerce footprint. Dudley Beauty Corp. became a leaner and healthier organization as a result,” she said.

Sylvie Rochette & Amelia Warren

Like so many young mothers, Sylvie Rochette was feeling the pressure of dinner. It needed to be fast. It needed to be healthy. And she needed her kids to eat it. But accomplishing that every night with what was available at her local grocer was increasingly unlikely. It seemed like nobody cooked from scratch anymore. Everything was highly processed and boxed and not very good for you—or your family.

Sylvie began experimenting at home with wholesome seasonings and spices and soon met success around her own dinner table that would spill out to family, friends, farmer’s markets and trade shows. In 1997, she launched Epicure, which would go on to become direct selling’s largest Canadian-founded party plan company.

Amelia Warren was one of those kids sitting around Sylvie’s table and says her mother gave rise to a food movement that has nourished and changed millions of lives. “Since then, our family business has been a woman-run company, empowering women in our corporate team and our community,” Amelia said.

“We understand that for our home team to fill the cup of others, they must fill their own first. We believe in women; we empower women; we support women; we walk the walk and talk the talk,” Amelia shared.

That means equal opportunities for career advancement, a safe work environment, open communication as well as education and development opportunities. “We support our parents with flexibility (hours, remote), paid time off to attend medical appointments or a school play, paid sick days, paid maternity and paternity leave and create awareness through regular diversity, equity and inclusion training for both our home office team and field leadership,” Amelia said.

Epicure meets its Canadian and U.S. staff where they are with what they need to be successful at work and at home. They meet their field consultants and their customers using the same attention-to-need philosophy.

“Customers must be able to easily purchase from us—whether that’s online, on social media, in person, at cooking classes or via a frictionless eCommerce experience,” Amelia said. “To differentiate, we need to add value in every interaction.”

And it is the brand ambassador who remains vital to Epicure expanding its reach. “Equipping them with simple tools and strategies they can implement quickly to monetize their community, grow a robust client base and build customer loyalty is key,” she said.

Amelia leads an agile and entrepreneurial company bent on expansion and growth, applying vertical integration strategies, rapid product innovation, a focus on higher product quality and increased availability.

“While we are always evolving, as a multi-generational family business, we make all our decisions with the next generation in mind. We are not a flash-in-the-pan company; we will be here through the tough times and thrive because we have a big mission—to serve our communities by helping time-starved families connect across the table to share epic food, eat healthier and live better.”

While we are always evolving, as a multi-generational family business, we make all our decisions with the next generation in mind.

Meredith Cook

Meredith Cook is well acquainted with the success sentiment that says, “You just have to start where you are and not wait until you think you are ready.”

Despite a deep fear of public speaking, Meredith armed herself with marked up notes and took refuge behind a podium every single time she addressed a crowd during the early days of Green Compass Global. She relied heavily on them, until finally—little by little—fear loosened its grip.

“I am not embarrassed to admit any of this because I know it helps our Advocates develop confidence in themselves and know that they too can get outside their comfort zones, feel the fear but jump in anyway,” Meredith shared.

“I think that many people have been conditioned to play small and that makes sense when you understand that your brain just wants to keep you safe. Our survival instinct equates sameness with safety,” she explained.

That’s probably why naysayers perpetually popped up when Meredith shared what they thought were “unrealistic” goals. Most people couldn’t envision the rapid growth she knew her hemp-based wellness company would attain. Of course, there was also the added factor of being a female founder.

“I have encountered times when my vision was taken even less seriously, especially by male counterparts or I was patronized when casting my vision,” she said. But unwavering support, respect and belief flowed freely from her husband and Co-Founder, Sterling, as well as Green Compass’s entire executive team and many others.

“As women, one of our many superpowers is to lead with both our intuition and our intellect. In hindsight, I can confidently say that intuition, intellect and unwavering belief in myself and my vision has led to my success. There’s no room for doubt, so instead I’ve learned to trust myself and inspire those around me to think bigger—even when it’s uncomfortable,” she said.

According to Meredith, it’s vital to never let other people’s doubts shrink your vision. Women should follow their hearts and trust their intuition, then partner it with grit, determination, belief in yourself and hard work. “But you must take that leap into the unknown and get outside of your comfort zone. Don’t be afraid of where you will land. Once you jump, your safety net will appear!”

The trick to empowerment is in creating a safe environment where women can be honest, authentic and take risks. It takes connection and trust to build a sanctuary of sorts like Green Compass, where women know they can be vulnerable. It also takes a leader who purposefully targets and prioritizes empowering women, leads with empathy and admits to mistakes.

“When women know you believe in them and trust their abilities, value their opinions and expertise and care about them, they can thrive,” she said. “People need to hear from your heart and feel your energy.”

Kathy Coover

Women push to do more and be more, prioritizing family and wearing an array of “hats” multiple times a day in order to balance work and life. Kathy Coover—a self-proclaimed over-achiever—doesn’t see that changing. “Over-achievers often think we must do everything ourselves, but training others and learning to trust others is crucial to your success and well-being,” she said.

Kathy did her fair share of swapping hats when Isagenix was a fledgling direct selling company. “That’s where I believe true learning happens,” she said. And that hectic, unbalanced time taught her to embrace her passion for field sales and marketing, then stretch to grow into the rest.

Soon, Kathy used her decade as a top field leader to simplify business growth for associates and gave them what they needed to succeed. “It was special to me because it allowed me to link arms with the field and work together for a common goal. To this day, I believe bonding and collaborating with the field creates the most successful outcome, culture and loyalty,” she said.

Post-pandemic, amid a competitive business climate that not only includes other direct selling companies but also the likes of Amazon, people who want and need sustaining incomes demand simplicity. “If it’s not easy, they’re not interested in the model because they have other options like becoming an Amazon influencer. People want to know exactly what they will get paid, so affiliate options become very desirable,” Kathy said.

According to Kathy, direct selling companies must continue to adapt and create platforms for like-minded Millennials and Gen Z to create bonds, seek personal growth and fulfillment, learn new life skills, challenge themselves and take control of their destinies.

“When used properly, these influencers can attract many new customers, and customer base is key,” she said.

For female entrepreneurs, Kathy said, “They aren’t dependent on anyone else to make or break their careers; promote them or hold them back; review their work or judge them in any way. It’s a very satisfying feeling to be in control of your career.”

Were she able to advise her younger self, Kathy shared that she would remind herself of a few simple facts. “Success takes time. Be patient with yourself. Set big goals with deliverable actions attached to them. Constantly evaluate your results and make necessary adjustments. Collaborate more. Collaboration stimulates everyone to be creative and think out-of-the-box. Watch what other successful companies and leaders are doing to get ideas to expand your reach. Never stop challenging yourself.”

Nancy Bogart

“I was tired of people telling me how far I could go,” Nancy Bogart said. And the company she founded in her Missouri kitchen not only propelled her career to unimaginable heights, but also offered limitless potential to so many others.

Nancy was told “no” over and over because she was a woman. She was ignored because she was a woman. It happened so frequently, she said that, “It became quite comical to me. I sometimes would just mentally take note and think what a fun chapter they would be in my book someday.”

On days when rejection seemed to pile up, it was that future success story where she focused and gained immense inspiration to keep going. “Our first bank said ‘no’ to us, but our second bank said, ‘yes.’ They got over $30 million in business that the first bank missed out on,” she said.

Nancy’s best advice? Stop second-guessing. It’s a waste of time. Arm yourself with double-checked facts; be true to who you are; and just go for it. “If you screw up—you can fix that too!” she shared. “Write your story, sister!”

Nancy also took a deep dive into the histories of direct selling’s legacy pioneers before she started Jordan Essentials, reading book after book. Then she cultivated “deep roots” with contemporaries—Jill Blashack Strahan, Joan Hartel, Joni Rogers-Kante, Madolyn Johnson and more—who each became amazing friends and mentors.

Deeply rooted relationships like these create a unique vibe within the industry—with customers, consultants and coworkers. “I do not see this anyplace else. I love it!” she said.

As Nancy thinks about the future, meeting the challenges brought by competition and consumer needs, she said, “Those deep roots weather the storms and have kept us going 23 years later—and they will keep us going long into the future.”

“My business is not in my kitchen anymore, so it’s 100 percent very different than I had envisioned and much more spectacular than I could have imagined. I am so very grateful and humbled daily,” Nancy shared.

Yet, as her story continues to unfold, it can at times be personally challenging to drive corporate growth without succumbing to her workaholic tendencies, and she constantly strives to find and maintain balance and fulfillment in each aspect of her life. Nancy’s most significant obstacle as a direct selling founder has been striving to succeed without losing sight of her original purpose.

Write your story, sister!

Michele Gay & Madison Mallardi

Driven by achievement and a diligent focus on earning the next level, field leaders at LimeLife by Alcone simply burned out in the early days of the company. Their businesses caused friction at home and took a toll on the women and their families. When Michele Gay and Madison Mallardi figured out what was happening, they re-prioritized female wellness over results and changed their model for success.

“We didn’t know if that was going to lead to our decline, but it didn’t feel right to push women to the point of breaking. What we discovered was that by asking them to pull back, they were able to achieve much more,” Michele said.

Rethinking how time and energy are spent, especially when it comes to work/life balance, remains top of mind for everyone. With no limit to earning potential, the ability to make a difference in lives quickly and access to support from people who want to help you, direct selling makes sense. But perhaps the most compelling advantage is the way direct sellers can immediately practice and adopt desired entrepreneurial behaviors for success.

“If you put 100 direct sellers in a Tony Robbins training, most will leave and put into practice the behaviors he is hoping you will adopt. I don’t think you get that result with 100 non-direct sellers,” Michele said.

“The key is for the next generation to understand that owning your own direct sales business is real entrepreneurialism,” Michele said.

But if you’re just getting started, Madison believes in perseverance. “Don’t be discouraged. Working in this industry is a journey, not a destination. Make time to celebrate the wins—big or small—even if it feels like there is no time.”

And take a look at direct selling with a wide lens. Few jobs allow kids to see their moms in action at work. “I think it is very inspiring to the next generation to watch their parents in direct sales; doing what they love; putting in the work; and going after their goals. Children are more likely to be entrepreneurial and have higher expectations for their careers one day,” Madison explained.

With the normalization of social media influencers monetizing their personal brands, Michele said, “I think we have a real opportunity to turn the negative stigma of our model into the very best financial opportunity for influencers.”

Amber Olson Rourke

Amber Olson Rourke’s passion for the direct selling industry lies in helping women find their voices. Tapping into a woman’s truest and strongest voice can help her learn to use that voice for good and create a business that can increase and optimize her life choices down the road.

Amber grew up in direct sales with parents who first built large, successful field organizations, then worked as executives. She had a front row seat to the power and beauty of the business model. Eventually, the trio worked together to build Neora.

“Hands down, this industry provides one of the best platforms to directly impact people’s lives,” Amber said.

Direct selling companies are inherently agile and lean. This nimble way of doing business can accelerate execution to market, as well as individual employee growth when compared to traditional corporate environments.

“Within Neora, we have several director level managers who started in our call center and worked their way up. And I know this to be true in many other companies as well. When we identify good people, we invest in developing them,” she said.

“Anyone who is going to make a truly big impact has to be willing to take risks, willing to deal with disappointment, willing to advocate for their ideas and have a massive amount of passion and vision,” Amber said.

These are the characteristics Neora cultivates within the ranks. “For us, it is all about creating a culture where everyone feels valued, included and has an equal seat at the table. If you create that environment, the right people will rise up regardless of what gender, ethnicity or sexuality they are. We are very proud of the diverse nature of the people who have risen to leadership roles within Neora,” Amber said.

Intuition has never led Amber wrong. She has, however, deferred to those who were more seasoned and later regretted it. So now Amber listens to her truest and strongest voice and stands firm in her viewpoints. At the same time, she’s challenged herself to calm those nurturing tendencies that come so easy and stop riding to the rescue.

“If you fix everyone’s problems, you are robbing them of the opportunity to learn the lessons and are making them dependent on you for the solutions. An effective leader creates other leaders, not followers. So, changing my natural responses to be ones that coached and challenged people in love, so they could develop into leaders is not something that came naturally to me. I had to put in the time to develop this skill,” Amber explained.

Chani Reeve & Misty Kirby

“Women who decided to go for it will always be a source of inspiration for us. We admire anyone who is brave enough to share their vision with the world,” Chani Reeve said.

And in many ways, Chani and her fellow founder, Misty Kirby, are exactly those kind of women. Paparazzi Accessories was born organically from customers who loved and purchased their products at fairs and expos then wanted to host home parties. Word-of-mouth spread, the requests became more frequent and Chani and Misty sought new ways for others to participate.

In the beginning, they were quick to dismiss Paparazzi’s potential for changing lives. But their field of consultants proved they could apply the business model to overcome incredible obstacles and hardships to shape lives they never dared to dream about. Almost daily, the company founders feel lucky to hear their stories of perseverance and success.

“Women are notoriously adaptable, and there is no doubt that younger generations will find innovative ways to reap the same rewards from the business model for years to come,” Chani said.

Direct selling offers hope and empowerment, but it takes hard work. “We’ve found that people are often hoping for an easy fix, with their focus being on finding the next best thing, rather than resolving issues as they arise. We have always been problem solvers and continue to address issues head-on which is not always easy, but always worth it,” Chani said.

This means facing the largest of obstacles for any company—growth. “When a company starts to become successful, in order to maintain a growth curve, you have to grow individually. Growth can be a roadblock or a challenge. Finding more space, more employees and keeping up with inventory can become overwhelming if you let it,” she said.

Learning opportunities are disguised as problems and obstacles. So, staying open to that education and trusting your instincts along the way is the best advice for young women just starting out in their careers.

“Mentoring the women within our corporate organization is important to us. We strive to do this by reinforcing the company vision and our mission statement. Women empowering women is at the core of our business. Sometimes, the only way to grow is to step back and let them make their own mistakes. Once they have learned the ins and outs, place them in roles that allow them to use their strengths—and everything else falls into place,” Chani said.

Patty Brisben

One of Patty Brisben’s constants in life is education—the never-ending desire to learn and teach. Disseminating information about women’s sexual health has made all the difference for her and the lives of countless others that have heard her speak; worked and advocated alongside her; and purchased Pure Romance products.

Sharing and contributing to society’s knowledge base through college lectures meant Patty connected with men and women from all walks of life who shared some degree of commonality—they were in some way ignorant about their own and each other’s bodies. During Yale Sex Week—a favorite of her experiences—she remembered thinking, “These are the people that will run our country one day, and they don’t even know their anatomy.”

“To this day, when I’m out and about, I run into someone that tells me I spoke to their class, and that it influenced their career. Now they are physicians or gynecologists or working in women’s sexual health. It really makes me so happy. I am so proud of all the doors we have opened for women’s sexual health through Pure Romance and the Patty Brisben Foundation,” she said.

Patty never expected Pure Romance to grow so rapidly. She never looked at the company as a way to sell products. Instead it was a path toward education and empowerment for consultants and consumers. She surrounded herself with positive, good people who pushed her forward and helped when times got tough.

It was vital, she learned, to turn off the noise and stay clear of negativity. “I feel extremely lucky that when I started there weren’t dozens of social channels where people could openly express their opinions. You can’t get caught up in the negativity and opinions of others if you want to continue growing as an entrepreneur and business owner. You need to spend your energy on growing your company,” Patty explained.

Staying true to her “why” guided Patty through many challenges, including potentially dangerous ones like when she was not taken seriously as a female founder by men who joined her company. “It has the capability to change the dynamic in the room when you bring others that may not support your vision fully to the table,” she said.

“I look at everything as a learning opportunity, and we can all focus together on getting better and stronger.”

That means empowering others by always listening, bringing people to the table and allowing them to present their ideas and opinions.

“My biggest reward is seeing people who have come from nothing who build confidence and succeed. I have witnessed this throughout my career, and it is what keeps me excited and fulfilled every single day,” she said.

Jesse McKinney, Amanda Moore & Genie Reese

There’s no way Jesse McKinney, Amanda Moore and Genie Reese’s founding expectations included leading Red Aspen through hypergrowth during a global pandemic, but that’s the amazing ride they got.

“I did not envision how fulfilling it would be, how hard it would be, nor the impact this company would have on women across the United States,” Jesse shared.

“It was a difficult time to have children and be a woman because trying to manage a work/life balance was challenging,” Amanda agreed.

Red Aspen offered little pleasures—indulgences for at-home self-care—and their product popularity launched them into hypergrowth and the subsequent management of thousands of brand partners from a small home office space.

“Hypergrowth forces you to reach new levels of flexibility, dedication and determination,” Jesse said.

But Jesse, Amanda and Genie were unwavering in their support of each other and bent on riding that roller coaster together. “I firmly believe that our established support, trust and compassion for each other helped us be successful as co-owners of a business,” Jesse said.

Developing and empowering women inside their headquarters that they call the “Treehouse” is a major priority and practice for positive company growth. “As founders, our mission is to inspire women to stand up, stand out and stand together by uniting passion with purpose,” Amanda explained.

With a 90 percent female staff, women drive forklifts and trucks. They may hire in for shipping, but move quickly to the support team. Company leaders dig into employee talents and channel them into the best corporate roles for individual growth. “Ultimately, creating a space where team members can grow in their profession, is a valuable tool in building empowered team members,” Genie said.

When they consider the stories of legacy female founders of direct selling, it’s easy for these three determined women to see parallels to their own experience. They began as a small team with limited funds, alongside a big dream they wanted to accomplish. Following the lead of pioneers like Mary Kay, they created and continue to operate Red Aspen in a way that empowers their brand partners and allows them to be successful.

“We are continuously amazed at how hardworking, close-knit and supportive our direct selling community is. We are not just a network of female business owners, we are like a family,” Jesse said. “The people, places, events and decisions that we have met, been, had and made at Red Aspen have helped us, as Founders of the company, to be better leaders, visionaries and entrepreneurs.”

Dr. Katie Rodan & Dr. Kathy Fields

Timing is everything. And six months after Rodan + Fields launched their retail brand in 2004, Estee Lauder Companies came calling, and they were acquired. But department store traffic fell off with the recession of 2008 and soon Founders Dr. Katie Rodan and Dr. Kathy Fields risked it all to buy back their company and relaunch their brand in the direct selling channel.

“Based on our Proactiv experience—a brand launched on infomercials in 1995 during a recession—we learned two things that influenced our decision to retreat from retail: First, recessions bring out the entrepreneurs—and second, alternative forms of selling and distributing products can be highly successful,” Katie said.

In the beginning, they never imagined they would create skincare brands that would rival the biggest companies in the world. But they did and, in doing so, invented a paradigm shift in the way acne, and now other skincare and haircare issues are treated. In turn, the lives of millions of people across the world changed. Skin issues should no longer take a toll on self-esteem or confidence.

“We heard a lot of ‘no’s’ before we launched Proactiv. When we started out, neither Katie nor I had the business background that made traditional investors trust our vision. There were many closed doors,” Kathy remembered.

Relaunching Rodan + Fields as a direct seller also presented challenges, but they stuck to their vision. “We had a passion and have always been compelled to go forward,” Kathy said.

“Unlike a lot of guys who were born with ‘swagger,’ I’ve observed that, especially in women, achieving success is stepwise and comes from proving to yourself that you can do hard things. In other words, personal growth doesn’t happen overnight. Self-improvement is a worthy lifelong pursuit and much of what I have learned about myself, I learned through being an entrepreneur,” Katie shared.

Balancing it all hasn’t been easy. “We are women with families; we are also entrepreneurs, practicing dermatologists and take our commitment to our R+F community and practice patients seriously. We have learned you must collaborate and partner. It’s all about getting our aces in the right places—surrounding yourself with the right people, the right expertise and the right talent,” Kathy explained.

As Rodan + Fields celebrates its 15-year anniversary, they are proud of their majority female executive team, consultant base and the many women serving in leadership roles. “We also value balance,” Dr. Rodan said. “We are strong believers that the best teams have diverse perspectives and expertise.”

They respect the strong vision and steadfast purpose that trailblazing direct sellers like Mary Kay Ash and Brownie Wise applied while creating legacy brands. “It’s inspirational to think about these strong women, who thrived against all odds and succeeded in building companies that have been around for decades. We are still talking about them today,” Kathy said. “What they created is incredible—they truly had no playbook.”

Heidi Thompson

“Love,” Heidi Thompson said, “is the fuel and reward for what we do.”

And it’s love that surprised her the most over the years and influenced so many corporate decisions—from how to finance operations to the amount of time personally invested in the lives of their people.

“I tend to view the employee experience from the position of a mom and advocate for policies and practices that support that point of view. I find that when we create an environment where moms can feel valued, supported and understood at work, even the men find work more pleasant,” Heidi explained.

Scentsy’s intuitive Founder relishes the child-like wonder, contagious optimism, connection, love and kindness of her chosen industry. And the impact of the company that she started in a tiny, converted barn on the family sheep farm has surpassed her expectations time and again.

“I was looking for a way to get out of debt; then it was to provide a living for my family; then it became about setting a good example for my children and serving people who believed in and helped us. Serving others motivated every good decision and led to every positive impact,” Heidi shared.

But at times, fear drowned out her voice. “As we grew, we hired people who were more educated and experienced than me. I knew what needed to happen, but I couldn’t explain myself well enough to data-driven executives. I felt intimidated and went along with decisions I didn’t support. Fear stopped me from speaking up,” she remembered.

Scentsy’s culture suffered; sales declined. To return to growth, Heidi said, “I had to trust my instincts; overcome my fear; advocate for necessary change; and reform the executive team with people who could respect my voice.”

Heidi stopped limiting her potential. As Sir Richard Branson once said, “If people aren’t calling you crazy, you aren’t thinking big enough!”

Out the window of their first “office” was a vacant 320,000 square foot building. It was for sale for $15 million. Her husband and Co-Founder, Orville said they should find a way to buy it because in five years Scentsy would need it, and it would cost twice as much.

“I thought he was crazy. That building was 1,000 times bigger than our little office, and our sales were less than $500,000 per year!” Heidi said. Turns out, Orville wasn’t thinking big enough back then. Scentsy occupies more than 1.5 million square feet today.

“Direct selling will always appeal to people at a certain time in their lives. Each year there are new people entering that time of life, but there are also people leaving that time of life,” Heidi said. “We see our market as a target with a certain demographic as the bullseye. Each year the people in that demographic change—so must we.”

Sarah Shadonix

Taking that first step—the initial foray into a lesser known industry or business—that’s what Sarah Shadonix shared was the hardest part of founding a company. A novel idea sparks excitement, but that idea alone doesn’t make for a successful company.

“We have to flesh it out, cast vision to others and show them how they can win alongside us if we want to succeed. Along the way, we encounter naysayers and critics who tell us all the things that are wrong with our idea,” Sarah said. “But we have to keep going. We have to filter through the noise, identify the valuable feedback, continue to ideate, adjust, build consensus and momentum and never give up.”

By founding Scout & Cellar, a clean-crafted winery, Sarah stands firmly straddling a line between direct selling and the alcohol beverage industry, which has been a man’s world for generations. “The alcohol beverage industry has a diversity problem that includes, but also extends beyond gender,” Sarah said.

To her way of thinking, that means the entire alcohol beverage industry is missing out. If customers aren’t represented in the boardroom, on leadership and marketing teams, how can they speak authentically to customers or prospective customers?

“We should be hiring women, listening to them and creating space for them to grow and elevate,” Sarah explained. But it’s about more than just creating opportunity for workers, diversity is vital to creating opportunities for businesses too and expanding the entire alcohol industry.

“That’s what we’ve done with our mostly female field of independent consultants and our executive team. But we have a long way to go and can do so much more to broaden our diversity beyond gender,” she noted.

The direct selling industry “empowers women and others to work a meaningful business in the pockets of their day and still be present as parents, partners or in other relationships and also have other careers,” Sarah said.

That’s the best part of direct selling. “That’s how we win. We must continue to create and emphasize this opportunity—the side hustle is always in style.”

While direct selling carries a stigma that remains an obstacle, Sarah commits Scout & Cellar to lean fiercely into their core values, respect the regulatory environment and celebrate their spirit of innovation. They do so to overcome the negatives because direct selling positively impacts people, offers fast-paced and innovative product lifecycles and allows individuals to work with people from diverse industries.

Joni Rogers-Kante

Like many people laying the groundwork for their own company, 24 years ago Joni Rogers-Kante thought it might be easier than it really was. She launched SeneGence with a flagship product—the first, long-lasting lip color ever—and it took the market by storm. Success seemed inevitable, and it was.

As Joni shared, “What a journey we have had! Putting a company together from scratch was definitely a learning experience and test of grit!”

Success, she said, is never achieved alone. Hers is a family company with husband Ben and their eldest son Alan in vital roles, and many staff members include husbands, wives and children of employees. “This creates a legacy both inside and outside the walls of our offices,” Joni explained.

Being a company founded for women by women makes empowering them to be successful part of the SeneGence DNA. Call it paying it forward, perhaps, because Joni fondly recalls her days as an independent distributor and the connection she felt to Mary Kay Ash. “I met with Mary Kay Ash personally on several occasions and was blessed to learn this industry directly from her. She was not only an influence, but a role model I hope I’ve lived up to,” she said.

Today, Joni advises women, “You know best what works for you. However, you must be honest with yourself and recognize your own shortcomings and put together a plan to overcome them. Trust your gut and do what feels ‘right’ for you, your family and your life.” And show up for work every day—consistency pays off.

Despite encounters with people who thought they knew best and tried to convince Joni of it, she’s remained consistent in her vision and commitment to the unique SeneGence culture. She’s learned that credentials and resume expertise don’t always “fit.” The nuances associated with really knowing and understanding a company is vital to contributing to its success in the long term.

That said, Joni believes adapting to an ever-changing market is at once the industry’s biggest opportunity and challenge. “We can’t allow ourselves to get caught up in, ‘This is how we have always done things.’ We must access and evaluate our business constantly. However, we must always be true to who we are, protect our company culture and keep our independent distributors’ best interests at the forefront of everything we do.”

Chrissy Weems & Bella Weems Lambert

Hard work is at the heart of the Origami Owl origin story. Chrissy Weems wanted to teach her then 14-year-old daughter, Bella, the importance of work ethic, perseverance and chasing dreams. Bella had her eye on earning enough money to buy a car, but the company this mother/daughter team created in 2011 turned into something far greater.

Growth came quickly, and Chrissy unexpectedly found herself leading the home office team and Purpose Partners (field distributors). “We never could have anticipated how quickly we grew. Because of my daughter’s dream and ambition, my life as well as the lives of countless others have been changed—truly changed—in immeasurable ways,” Chrissy said.

Today, Origami Owl is but one brand under the umbrella of Think Goodness, a collective launched in 2021 that broadens its overall product portfolio to include wellness, lifestyle and good-for-you beauty products. They’ve also established the Giving Goodness Foundation, a nonprofit that expands and focuses their charitable endeavors to create a ripple effect of good in the world.

“It’s the people. Observing the growth in our internal team members and with our Purpose Partners has been beyond fulfilling. I’m so passionate about helping others find meaning and purpose in their lives. It’s inspiring to witness the change in confidence, self-esteem and personal growth these women develop by being part of our mission,” she said.

Direct selling provides the opportunity for individuals to create change in their lives, and Chrissy believes the same can be true for the industry itself, but there are challenges. “As a channel, we’re antiquated and misunderstood. There are many misconceptions about direct selling based on poor leadership and shady practices from bad actors within the industry. This stigma hurts us all,” she said.

By collectively making forward-thinking decisions as industry leaders, credibility can be gained. The industry needs to face fear: “fear of change, fear of channel conflict in an omni-channel world, fear of losing leaders, fear of innovating our businesses to remain relevant in the modern world,” Chrissy said. “The world has changed. I believe we must evolve and adapt.”

It’s a customer-centric world. The way consumers shop and what they have access to have drastically changed. While many direct selling companies have robust back-end reporting systems and commissions engines, their front-end eCommerce experiences fall short. She’s certain that to succeed, customer experience must be a top priority.

“Social media is reshaping the way people see direct selling,” Chrissy said. Having grown to adulthood within the industry, Bella is expanding her reach and finding success cultivating relationships on YouTube, Instagram and TikTok. “We must evolve with the times by utilizing new tools and strategies to foster relationships and share incredible products, Chrissy explained. “Influencer marketing is what the direct selling channel has always been, and utilizing social media is just the new way of doing business in today’s world.”

Cindy Monroe

Mary Kay Ash once said, “Women only step into 10 percent of their potential.” That has stuck with Cindy Monroe for years and inspired her to not only live in more of her own potential, but also to help other women tap into more of theirs.

Her journey with Thirty-One Gifts has taken many turns, and as one would expect some were within her control and some without. The company has exceeded her expectations for growth over and over again, but that doesn’t mean she hasn’t learned valuable lessons about the nuances of being a female founder.

“There have been times when the feedback I received from my male direct reports was less than honest, simply because I am a woman,” Cindy recalled.

“I think men are used to cutting to the chase and being direct with other men. When it comes to communicating with women, they learn to respect the females in their lives, such as their mothers and wives—which I admire—but when it comes to business, I need to hear it straight. There have been moments when the company suffered because men would hold back from telling me the truth. I value honesty—even if it’s uncomfortable—and as female executives, we need it,” Cindy said.

She has led Thirty-One Gifts with heart and built the company culture with relationships at its core. And it’s the love, respect and admiration she feels for the employees and sales associates and their families that continues to inspire her. “The relationships that I have because of direct selling totally exceed what I have ever thought was possible in a career!” Cindy said.

Getting to know kids’ names, their dogs and favorite vacation hideaways—even when their daughter or son gets married—these details build authentic relationships at corporate and between sales associates, but especially with customers.

“The challenge today is it’s easy to get away from that and rely too much on social media tools and influencers to promote products. We need to lean back into our core of building relationships,” Cindy said.

Social media hearts and likes don’t qualify as a “connected contact,” and as Thirty-One Gifts focuses its efforts on relationship building, consultants find more sales and sponsor new team members.

If given the chance to speak to her younger self, Cindy would say, “Embrace change early and see it as a positive. Invest time into an executive forum before you ‘need’ it. Listen to your inner coach and don’t give the data too much weight. Create a margin between your role at the office and home. Set clear expectations for your team and hold them accountable.”

Mary Young

When Mary Young’s husband, Gary, told her he wanted her to take the job of CEO, she argued against it. She never envisioned herself in such a leadership role. She was Gary’s partner. They were a team, going back to the days when they founded Young Living.

“I didn’t believe that I could do it,” Mary remembered.

Yet as Co-Founder of a wildly successful direct selling business, Mary assisted Gary in nearly every facet of the company. She knew the business well and over time came to realize she could take charge; she could lead; she could inspire others to join her.

Using logic and common sense as her guide, Mary learned the business from the ground up, sharing in the decision making with Gary until his passing. “There was a tremendous loss without my husband,” Mary said. “But gradually, we have filled those gaps and so many employees have risen to great heights in understanding how we want to grow our business.”

The power of the CEO, she said, is to work to empower others. Mary enjoys looking for opportunities, encouraging and watching people grow and become successful in their individual responsibilities.

“We have many female leaders at Young Living who are guided by nature’s journey in our mission to empower wellness, purpose and abundance for communities around the world,” she said.

“The appeal of direct selling lies in its potential for individuals to become entrepreneurs, own their own businesses, and create their defined success. It’s a thrill to see women, especially in some other countries, where they have little opportunity to create their own independence and financial freedom. Today, more women want to be entrepreneurs. They want to have their own businesses and create their own success. Young Living offers this kind of freedom for women of any generation,” Mary explained.

What advice would she offer to young women entering the channel through corporate direct selling or the field? Surround yourself with honest, skillful, intelligent people who care about others and about doing what is best for the business. Communicate and be open to those you hire. Listen and never jump to conclusions. Carefully consider the best interests of the company, brand partners and employees in every decision.

“With strong female leaders who continue to share our story, we can challenge outdated perspectives and promote an exciting future full of discoveries of success in the direct sales industry,” Mary said.

Erin Bradley

Developing female leaders is absolutely a purposeful target for Erin Bradley, and she believes that direct sales offers a unique opportunity for women to truly learn what it means to lead.

Leadership roles in typical corporate jobs often resemble an “or else” scenario. It’s a leadership style with “many sticks and not enough carrots,” Erin said. But direct sales is different. “Instead, leaders have to blaze a trail; create the map to guide their team; inspire them to follow it; and cheer them on at every stage. It’s a lot more work but far more rewarding and with more enduring results.”

This crystallized for Erin when demand and growth at Zyia Active surged during the pandemic. “It wasn’t easy. We had to rethink most of our supply chain, double our staff and triple our warehousing capacity in a very short timeframe,” she said.

While exciting, the pace paired with safeguarding the health and safety of staff challenged them. However, Erin said, “This period in our growth cemented a lot of partnerships and taught us who we could rely on both internally and externally.”

“The majority (around 70 percent) of our leadership roles are held by women. To date, we’ve never hired a woman into a leadership role from outside the company. Each manager, director or VP grew into their role by rising to challenges through our high-growth period, mentoring others and demonstrating initiative and teamwork at every turn,” Erin explained.

This is surely a by-product of a culture that places cooperation and community in high esteem and relegates competition and division to the trash heap. “It’s a delight to see leaders from different teams organizing events together, training each other’s teams and shouting out each other for a job well done. That doesn’t happen everywhere,” Erin said.

To Erin, people matter more than projections, numbers and data. “If you surround yourself with good, smart people who share your vision and your drive, you’re going to accomplish incredible things, and the numbers will work and fall into place.”

Erin believes society no longer believes direct saleswomen are simply filling their time or earning “mad money.” With the help of social media, women are leveraging direct sales opportunities to support families, build wealth and intentionally, ambitiously and strategically “own” their time.

Lines between influencer, affiliate, sales representative and enthusiast blur. As Millennial and Gen Z women continue to opt out of the 9-to-5, Erin believes there’s no better fit for someone who wants to forge their own path, become their own brand and own their life.

“I think the changemakers of the future will be familiar with the sales and marketing tools from different industries and continually find ways to take inspiration from other sales models to drive growth,” Erin shared.

From the March 2023 issue of Direct Selling News magazine.

The post Taking the Lead first appeared on Direct Selling News.

“Since we launched this company in 2017, our Clean-Crafted Commitment has guided our approach to winegrowing and total transparency about what goes into the bottle,” said Scout & Cellar Founder and Chief Executive Officer, Sarah Shadonix. “But the wine industry isn’t the only industry that can benefit from our exacting standards. Coffee is one of the most chemically treated crops in the world, both in how it’s grown and produced. Our rigorous standards for crop growing and coffee production, validated by our extensive testing practices, position Scouting Grounds Roasting Co. to deliver the consistent standard and high threshold for quality and deliciousness that we continue to demand and prioritize.” 

All Scouting Grounds Roasting Co. products are made from 100% Arabica coffee beans sourced from Honduras, packaged in sustainable 10-ounce bags, and tested for mold, mycotoxins, pesticides and pH. 

The post Scout & Cellar Launches Clean-Crafted Coffee   first appeared on Direct Selling News.

“We have been increasingly successful in focusing our efforts on building our brands in national retail chains across America, and we are thrilled to add Scout & Cellar’s Scout Wild wines to our collection,” said Nicholas Miller, Miller Family Wine Company Chief Sales and Marketing Officer. “The trend of conscious products has increased demand for similar outputs, and we believe that Scout Wild provides consumers with the transparency and quality that this market is looking for. As a fifth generation California farming family who has long been committed to sustainable farming practices, we understand how sustainably sourced, natural ingredients elevate the overall quality of a product. We believe Scout Wild represents these values, and we are excited to bring this new line to a large portion of the country through a nationwide retailer.” 

Included in this collection are Sauvignon Blanc, Red Blend, and Rosé wines priced at $18.99. These additions are expected to provide a more accessible option for wine lovers, while providing the company access to a new market segment of wine consumers. 

“We set out to create wine that is better for the planet, for our customers and for the community around us,” said Sarah Shadonix, Scout & Cellar Founder and Chief Executive Officer. “I started Scout & Cellar as a passion project to improve industry standards and to drive transparency and accountability in the wine industry. Scout Wild furthers Scout & Cellar’s Clean-Crafted Commitment and reinforces our values and mission to provide wines that benefit our customers from soil to sip. Partnering with the Miller Family Wine Company allows Scout Wild to reach a larger nationwide audience through additional retail channels.” 

Scout Wild is now available in more than 38 states and 1,200 stores, including Target. 

The post Scout & Cellar Launches Scout Wild in Target Stores Nationwide  first appeared on Direct Selling News.

Opposite a startup’s enthusiasm and vision is hard work and a legitimate battle against failure. The odds don’t stack up in a startup’s favor. Ten percent are gone within the first year, regardless the industry. They can operate lean or have a $100 million bankroll and an enormous support team, still 90 percent lose the fight by the five-year mark. Misreading market demand is the number one reason why.

With approximately 1,100 direct selling companies operating annually in the U.S., our channel is not immune. Yet, every year brave and tenacious entrepreneurs step into the fight with unwavering vision to build brand communities that bring products to market and change lives along the way.

Direct Selling News comprised a list of direct selling startup successes—statistical outliers of sorts who have seemingly beat the odds. Some of direct selling’s fastest growing startups, they are all five years old or less and have surpassed the $1 million mark in monthly sales. They include:

• Bellame
• Chalk Couture
• Color Street
• Green Compass
• New U Life
• Red Aspen
• Revital U
• Savvi
• Scout & Cellar
• Seint
• Tori Belle Cosmetics
• Velovita
• Viiva
• Zyia Active

Note: This isn’t an exhaustive list. If you’re not on it and should be, please let us know at editor@directsellingnews.com.

Leaning hard on core values, principles and mission, Bellame, Green Compass, Red Aspen, Scout & Cellar and Tori Belle Cosmetics—participants in this story—have navigated a tough business climate amid a plethora of obstacles since they launched.

They have utilized a business model that capitalizes on flexibility, personalized service and the raw power of personal connections to break through barriers created by the pandemic in order to grow and scale. They continue to establish themselves as next generation direct selling companies with the nimbleness necessary to survive missteps and the tenacity to fight through even the toughest of times.

This is how they did it—and how you can take the lessons they’ve learned and apply it to your business, whether you are just starting out or well-established.

Prioritizing Transparency

Transparency is a top priority for each of these companies and their “no secrets” philosophy sets the tone for everything else they undertake.

“Freakishly transparent” is how CEO Laura Hunter describes Tori Belle Cosmetics. As an early adopter of tech, Hunter has never missed a Thursday “live” in four years. These digital events broadcast simultaneously across Tik Tok, Instagram, YouTube and Facebook. Half product-use pro tips and half company business updates, Hunter draws no line between public and affiliate access.

“We go through all the business for the week—everything. What’s in; what’s out; what the month is looking like; what the specials are going to be, and then we have a question-and-answer session. We answer questions about the company live all the time. It doesn’t faze me at all. I have nothing to hide,” Hunter shared.

In fact, these digital interactions, when nurtured and harnessed correctly, can teach startups a thing or two. Bellame Founder/CEO Melissa Thompson’s personal blog attracted 100,000 followers long before she launched the company. The transparent online relationships she had revealed what followers loved and disliked about beauty products, as well as the direct selling industry itself. That input later helped form the company’s blueprint.

“Our Brand Partners and our customers continue to be a true part of our evolution. From product ideas to business strategies, we believe in servant leadership and that is only possible through full transparency,” she explained.

Firewalls simply don’t exist for customers at Red Aspen, Green Compass or Scout & Cellar. Each company maintains open access so the public knows all there is to know about their products and brand.

“At the customer level, we include a QR code on every package linking to the product’s Certificate of Analysis, a third-party lab document outlining the exact breakdown of the plant-based compounds inside. We own the entire process of creating our products from seed to bottle, and we’re proud to offer the utmost transparency and traceability,” Robert Finigan, CMO, Green Compass said.

Transparency is part and parcel of Scout & Cellar’s Clean Crafted Commitment, so in February they rolled out ingredient bottle labels on their wines, also making them available online. Something unseen before for alcohol. But they don’t stop there. Scout & Cellar also issues Sip Reports—kind of a baby blockchain for wine—sharing every grape’s path to becoming clean crafted wine, as well as full nutritional information like fat, calories, protein, sugar and carbs for each bottle.

“It’s not like anything else in the wine industry. No one else is doing the one-two punch of ingredient labeling and the Sip Report,” Sarah Shadonix, Founder/CEO, Scout & Cellar, explained.

Red Aspen takes that same transparent approach to their business opportunity. As Jesse McKinney, Red Aspen’s Co-Founder/CEO said, “Our sales structure, product information, ingredients—everything—is available to the public. This affects the field because our Brand Ambassadors can therefore be open and honest with their sphere. Transparency provides confidence in our Brand Ambassadors to represent the company and grow the community.”

Managing Product Exclusivity

For each of the companies, product exclusivity played a role; but not necessarily in the ways one might imagine. Some companies introduced and educated the industry to new spheres of products, while others broadened expectations of luxury within well-established product categories. Some fought knock-offs while others encouraged competitors to embrace similar manufacturing commitments, almost begging them to knock them off for the benefit of the environment.

Hemp products are fairly new to most consumers and within the direct selling industry. Rapid market growth is expected. However, Green Compass achieves product exclusivity thanks to their commitment to quality, testing and transparency. Continuing to invest in research and development fuels their passion for product innovation, too. For example, Green Compass produces one of the only 100 percent USDA-Certified Organic, nano-enhanced, broad-spectrum CBD jellies on the market today.

“By truly owning a vertically integrated story, we create trust with our customers by controlling every aspect of the growing, sourcing, extraction and production process—from our farms to your family,” Finigan shared.

Bellame also embraces exclusivity. “I knew that we had to have an exclusive product experience, which was far more complex than just using the highest quality ingredients to deliver real results. From the moment of presentation to application, Bellame products deliver a luxe and pampering experience that pleases all the senses. I have been told by multiple chemists that even billion-dollar brands do not have the layers of testing that we do. The best way to provide a product that cannot be replicated is by delivering one that is not just a product, but an experience created for and by the consumers who use them,” Thompson explained.

Tori Belle’s Hunter didn’t just have an idea, she invented LashLiner in her kitchen. It was an exclusive product in every way—until it wasn’t.

“They were knocking us off immediately. I cried. I threatened with lawyers. In the end the only thing you can really do—because it’s so expensive and so hard to fight—is to be better and faster and smarter. Be the original,” she said.

Hunter’s strategy capitalized on LashLiner’s momentum to propel a beauty industry breakthrough—no easy feat—with Tori Belle’s full cosmetic, skincare and supplement line. They launched about 180 SKUs in under two years, which she admits was an insane pace. But those beauty products have “tooth” to them, and their magnetic lashes now comprise 60 percent of their business.

Similarly, Red Aspen adopted a breakneck pace for product launches. “We design our own nails, working with artists and designers to create exclusive Nail Dashes you cannot get anywhere else. We guard ourselves against competitors with this constant new-ness and also with our weekly launches,” McKinney explained.

Shadonix has a different take on knock-offs and thinks it would be amazing if the entire world started farming and producing wine Scout & Cellar’s way. But she knows that will never happen. It’s hard and full of risk, and the commercialization of wine demands something different. So, Scout & Cellar differentiates themselves with their Clean Crafted Commitment and urges others to do the same.

Strategizing Customer Acquisition

As young companies throughout the COVID era, these startups proved themselves scrappy and agile, adopting and adapting customer acquisition strategies to combat obstacles and optimize the digital world to which their fields and consumers found themselves tied.

Foundationally, it takes a solid compensation plan and leadership that can motivate the field to pitch new products and acquire new customers. “We want to pay them for the behavior we want repeated,” Hunter said.

Tori Belle’s comp plan pushes hard on sales. “We don’t have any kind of commissioned startup kit, and it’s very inexpensive. We charge $9 a month for their website. It’s very easy—no barrier to entry, really. And that resonated with people,” she explained.

She also prioritized removing the “ick” factor associated with direct selling recruitment by complete transparency when it comes to compensation. “We make those bonuses public, and we don’t lie about them. They are attached to our comp plan, and you can see what you are going to get and how long you’re going to get it,” Hunter shared.

Digital innovation strategies drive customer acquisition across the board and empower consultants. Whether it’s Green Compass’s mobile-first website rebuild to shorten Advocate enrollment times; Red Aspen’s inventory and shipping system improvements; or Scout & Cellar’s Auto-Sip program, investments in digital technologies continue to prove successful.

To reach customers in every space they live, BELLAME launched an Omni Marketing Opportunity in February and eagerly await others to break with traditional cookie cutter direct selling or network marketing models.

“Our industry is not the same as it was when I started 27 years ago. It has changed significantly within even the past few years,” Thompson said. “We must think differently and embrace a digital, omni world. From scratch, we built our proprietary platform, complete with customer digital tools, back office and a commission engine that is ever evolving and tailored to the needs of our business. This has allowed us to not only survive a global pandemic, but thrive by providing a new experience for our customers and Brand Partners.”

Coming Through Hypergrowth

Misreading market demand kills startups, but that doesn’t always equate to too few sales. There’s great peril in hypergrowth, too. So how did these companies ward off that danger? They stayed close to their mission and vision and purpose. They renewed their commitments to their company cultures. They failed. They course-corrected and learned to navigate. And then they moved on.

“I think one of the things we do really well is fail. We are really good at failing with our field and owning it when we do. That drives a lot of trust,” Shadonix said.

Communicating, owning it, being transparent about what was going on and the stress on Scout & Cellar operations helped them make it through hypergrowth. In hindsight, though, Shadonix wishes they had documented opportunities for improved efficiency along the way.

And at Tori Belle, they found a way to pivot when pressed. “If we had a product failure because we were pushing too hard too fast, we replaced it with double. And we did everything we could to keep people’s good will even though we were struggling to keep up,” Hunter remembered.

Too much inventory; not enough inventory; too many new systems too soon; too few starter kits; website failures; bad hires; shipping delays; customer support clogs—you name it, hypergrowth rears its ugly head and dares startups to keep pace and survive.

For Bellame, the complexities of hypergrowth forced them to create a new space within the direct selling industry and innovate their way of doing business. They launched with just four products in 2018 and now boast more than 150 SKUs, which will grow with the planned launch of haircare and baby products. They have their eyes on global expansion after they secure a solid foundation in the U.S.

Scout & Cellar is evolving from a clean crafted wine company into a clean crafted lifestyle company. Innovations into adjacent categories have included spritzers, canned wine and cider, olive oil and vinegar. They expect to launch clean crafted coffee in Q4 of this year.

Product launches for Tori Belle will slow by design, instead their focus is building affiliate residual income through an already popular subscription box program. The company is currently doing business in nine countries with expansions into others on the horizon.

“We are currently building Red Aspen’s corporate headquarters, and it is being designed with growth in mind. We currently have multiple warehouses and two corporate offices. The new headquarters is intended to bring it all together and allow growth over the years to come,” McKinney shared.

The Green Compass roadmap includes nine products for the back half of 2022 with a plan to continue the trend next year with targeted wellness products. They expect data-driven prospecting tools and a new brand look and feel to improve Advocate recruitment. Re-order rates, average order volumes, preferred customer subscriptions, per-Advocate sales and new customer acquisition will be areas of focus.

Bringing It All Together

Although the odds might seem to be stacked against young companies, the right attitude, right product assortment, right approach and right strategy can help those with determination and focus grow and thrive through the inevitable startup setbacks.

The lessons and wins outlined in this article offer tremendous insights to companies in the channel at all stages and a blueprint for success for those about to take the plunge. 

From the August 2022 issue of Direct Selling News magazine.

The post The Ones to Watch first appeared on Direct Selling News.

Quite often in direct selling, success is measured primarily by sales. While rapid growth is certainly a strong indicator of success, Direct Selling News feels that there is something particularly noteworthy about companies that are doing everything right—those that not only have strong sales, but an impressive mission, quality products, a customer-centric approach and a commitment to bettering their community.

With that in mind, DSN announced a new award this year, the Bravo Impact Award, which honors the achievements of well-rounded companies that take a holistic, measured and incremental approach to growth, innovation and operational integrity and excellence. The award was given to two companies this year, including Scout & Cellar.

Launched in 2017, Scout & Cellar was selected because the company and its Founder and CEO Sarah Shadonix are dedicated to offering a more natural wine experience—from soil to sip. Every bottle of their wine is independently lab-tested to ensure it’s free of toxic pesticides and low in sulfites.

Where There’s a Wine, There’s a Way

This commitment to excellence began from a place of authenticity. While studying to be a wine professional, Shadonix was shocked to learn that many of the world’s winemaking standards allow for the use of toxic pesticides in the vineyard, as well as hundreds of artificial processing aids and ingredients during production. Shadonix wanted to do things differently, and soon after Scout & Cellar was born.

From day one, Scout & Cellar has been on a mission to showcase just how incredible wine can be in its most authentic form, making it free of toxic pesticides, artificial processing aids, artificial ingredients and added sugar. For Scout & Cellar, it’s as simple as the golden rule—as fundamental as embracing the power of doing the right thing. For the company. For the planet. For their customers and for their field.

At first glance, wine might seem to be an odd choice for direct selling. But Shadonix recognized right away that the fundamentals of selecting a great wine and the fundamentals of direct selling were in perfect harmony.

“When buying wine, people generally consider three things in addition to price: the label; the story behind the wine; and recommendations from friends and family,” she explained. “With this in mind, the relational aspect of direct selling has been a powerful force to market our product and grow our business.”

The combination of quality products that many people are particularly passionate about and a business opportunity that empowers people to share that passion and knowledge with friends and family created a groundswell of interest in the company from both the wine and direct selling industries. The Scout & Cellar field reflects that and is an intriguing mix from all walks of life.

“While we do have some industry veterans in our field, many of our most engaged and successful independent consultants are new to the direct selling industry and are building their own businesses for the first time,” Shadonix shared.

A New Approach

Shadonix considers herself to be a direct selling outsider, but she has surrounded herself with a pool of talent from a wide variety of backgrounds and experiences. Her maverick approach extends not just to direct selling but also to the wine industry.

“Our clean-crafted commitment has been a force of disruption within the wine industry, and we are positioned to look at direct selling the same way,” she said. “We won’t always get it right. But we strive to bring fresh ideas and approaches to the space to contribute to a future for direct selling that is brighter than its past. And one that provides opportunity to a broader audience than ever before, both in the field and in our offices. “

Passionate about Products and People

At the Global Celebration, Shadonix was joined on stage by several “rising stars” in the Scout & Cellar organization, including field leaders, corporate employees and her parents. It was important to Shadonix to share this moment with the people who have helped Scout & Cellar grow and thrive.

“I started Scout & Cellar four-and-a-half years ago really focused on product. I’m passionate about wine, and that’s why I started this company,” she said in her acceptance speech. “But I’m also very passionate about this space and how it empowers people and brings them together. So, to receive an award and to help shape an industry is something I’m honored to do. I’m so grateful for this community of leaders and the opportunity to do better and be better for future generations and beyond.”

From the June 2022 issue of Direct Selling News magazine.

The post Scout & Cellar / A Winning Approach to Wine first appeared on Direct Selling News.

After a multi-year hiatus, Direct Selling University was back in-person at the Omni Hotel in Frisco, Texas, infused with more energy and excitement than ever before. The educational and networking opportunity, which has been held virtually during the pandemic, offered experience-based, high-impact insight into everything from improving communication and onboarding practices to the importance of sustainability and diversity.

“Being back in person for the first time in three years was incredibly energizing,” said Shelley Rojas, Publisher and Chief Brand Officer for Direct Selling News. “The human connectivity and interaction reuniting with our in-person attendees was inspiring and a lot of fun.”

Headlining the event was Jason Dorsey, author, speaker, researcher and President of The Center for Generational Kinetics, who shared an extensive data-backed look at the generational trends in consumer purchasing, recruitment, communication and engagement. His keynote address inspired an enthusiastic conversation among attendees about how companies can leverage their culture, technology, digital footprint, messaging tactics and customer service strategies to successfully reach even more people.

“It’s always important to have outside, expert perspectives to help everyone learn, grow, stretch and evolve individually and as a channel,” Rojas said. “Jason’s insights and research on generational trends are fascinating.”

Technology was by far the most discussed category among the generational divides, with Dorsey highlighting how each age group interacts with online platforms in unique ways. By honoring every generational segment within the industry, from Gen Z to Baby Boomers, and acknowledging their separate needs and preferences, Dorsey illustrated how the channel has the opportunity to become not only more relevant, but more effective as well.

“Direct selling has and will always be a people business,” Rojas said. “The more companies focus on how to understand and embrace people from every generation for their strengths and communication styles combined with diversity, equity and inclusion efforts in their decision making and culture building, we believe significant shifts and evolution can happen.”

Edify and Inform

This year’s lineup featured more than 30 speakers from top performing direct selling brands, rising stars within the industry, marketing experts and innovators, with thought leaders and top executives from companies around the world gathered to network, learn and share insights throughout the two-day event.

“At DSN, we strive to edify, inform and educate the channel and the executives that lead it,” said Stuart Johnson, Direct Selling News Founder and CEO. “Direct Selling University serves as a strong foundation for that goal by bringing together some of the channel’s most prominent executives, champions and thought leaders. We create an open, transparent environment that’s designed to foster the sharing of ideas and best practices for the betterment of direct selling as a whole.”

Carrying that mission beyond the event, Direct Selling News also shared its new opportunities for connection, through the DSN VIP Community, a fully customizable text messaging platform that sends news alerts based on user preferences, and the DSN Membership Program, which provides exclusive training and educational opportunities to keep corporate staff members one step ahead with the most important trends and breaking news.

“We’re in the midst of a strategic renaissance here at Direct Selling News and are eagerly looking for ways to share practical solutions to common challenges with the executives who are leading the future of this channel,” Rojas said.

Jason Dorsey, Author, Speaker and President of The Center for Generational Kinetics, brought decades’ worth of data to the stage, sharing the generational angles that no one is talking about and how paying attention to the differences in these segments can help companies future-proof their businesses.

Stuart Johnson, CEO, Direct Selling News, Direct Selling Partners & NOW Technologies, pointed out how the pandemic accelerated trends that were already in motion within the industry and how the channel can use sampling and referrals to capitalize on that customer-centric momentum.

Rolf Sorg, Founder & CEO, PM-International, illustrated how he used solution-oriented thinking to find opportunity within the challenges of the past year to exceed $2 billion in sales.

Sarah Shadonix, Founder & CEO, Scout & Cellar, shared some of her young company’s biggest mistakes and how learning from previous fumbles can help leaders build better businesses.

Brian Underwood, Co-Founder & CEO, Prüvit, and Terry Lacore, Founder & CEO, Lacore Enterprises, in a Q&A panel with Wayne Moorehead, Host of The Direct Approach Podcast, explained how their innovative partnership with Sunbasket is driving consumer engagement while building cost-effective and simple onramps for complicated products that develop loyal customers.

John Parker, West Region President and Chief Sales Officer, Amway; Mark Pentecost, Founder & Chairman, It Works!; and Tarl Robinson, Founder & CEO, Plexus Worldwide, participated in a panel led by Stuart Johnson, and shared why investing in growth amid incredible momentum is critical; offered an inside look at Amway’s approach to sustaining an entrepreneurial culture while leading one of the most well-known brands in America; and how to embrace every phase of a company’s growth.

Ami Perry and Noah Westerlund of NOW Technologies leveraged their data analytics to illustrate how to improve adoption of digital platforms and increase recruitment and retention numbers.

Russ Fletcher, Chief Executive Officer, Xyngular, taught a Personal Development 101 course on stage, sharing how to involve distributors through quick, digital engagements while monitoring perceived value.

Shelley Rojas, Publisher and Chief Brand Officer, Direct Selling News, shared the many free resources available to direct selling executives to connect with breaking news, inspiring stories and education to find answers to everyday leadership challenges through DSN’s VIP community and vast masterclass archives with the DSN Membership Program.

Mike Lohner, President and Chief Financial Officer, Direct Selling Acquisition Corporation, provided an update on the first special purpose acquisition company entirely focused on the direct selling channel and traded on the New York Stock Exchange, including its overwhelmingly positive reception on the market that resulted in raising $230 million.

Kelly Bellerose, Senior Vice President, 4Life, used data from recent studies to explain how vital imagery is for brand communications and why cohesion through consistency, familiarity and repetition can form a brand language that draws in customers in a way that text alone never could.

Debbie Bolton, Co-Founder, Norwex, told the story of how she switched her mindset from a perspective of building a dynasty to creating a legacy, and how leading with the future in mind has helped her company stay relevant.

Daniel Picou, Founder and CEO, Vasayo, discussed lessons learned during international expansion into China, and how to build a sustainable business through steady growth built on customer loyalty and a flexible leadership team.

Kindra Hall, Author, Speaker and Storytelling Expert, explained why the stories we tell ourselves can limit our success, and offered an action plan for transforming the lives of potential superstar leaders by teaching them how to change their own storytelling.

Jesse McKinney, Amanda Moore, Genie Reese, Co-Founders, Red Aspen, interviewed by Heather Chastain, Founder & CEO, Bridgehead Collective and new Strategic Advisor at DSN, shared how they drive engagement through constantly refreshing their product offerings and why sharing all of their marketing assets and training materials publicly has decreased skepticism.

Kevin Guest, Chairman & CEO, USANA, talked about how 30 years of successful business has illustrated the importance of focusing on active customer counts rather than revenue to maintain the overall growth and long-term sustainability of a company.

Sinan Tuna, CEO North America, Farmasi, shared his perspective as a Gen Z leader and how his company has crafted a winning expansion strategy by being nimble, responsive and fast moving.

Wayne Moorehead, Marketing, Brand Strategy & Direct-to-Consumer Industry Expert and Host of The Direct Approach podcast, discussed the changing competitive landscapes direct sellers operate in and how companies can deliver a timely, relevant message across a growing array of customer touchpoints.

Katy Holt-Larsen, President and CEO, Kyäni, talked about how to take the industry to the next level by fighting back against “business as usual” and casting a resilient vision.

Stuart MacMillan, President, MONAT, pointed out the uniqueness of the channel and how an unwavering commitment to acquiring and satisfying customers is the best engine for growth and an effective defense against an ever-changing regulatory environment.

Crayton Webb, Founder & CEO, Sunwest Communications, shared lessons from pop culture about crisis preparedness and how quick, clear communication can prevent damage to a brand’s reputation.

Kirsten Aguilar, Executive Vice President of Global Marketing and SeneCare, SeneGence, shared how they have leveraged a collaboration with distributors who have massive social media followings to promote products in a budget-friendly, viral way.

Paul Adams, Founder & CEO, Adams Resource Group, offered a blueprint for how to create, own and defend your company culture.

Deborah K. Heisz, Co-CEO, Neora, explained the importance of leading rather than reacting in a crisis and shared the key components of their success amid a lengthy battle with the FTC.

Heather Chastain, Founder & CEO, Bridgehead Collective, encouraged leaders to manage field expectations through realistic stories and thoughtful transparency to help them reach their goals.

Kindsey Pentecost, Chief Marketing Officer, It Works!, shared how authenticity, caring for their corporate team as well as the field, being willing to fail, and aligning their culture with their brand accelerated their growth and gave them a competitive advantage.

Don Thompson, President, LegalShield, discussed the challenges of being an established subscription-based service company with aging field leadership and their innovative solutions that honor these legacies while infusing energy into new recruits.

John Addison, Chief Executive Officer, Addison Leadership Group, called people to take charge of their thoughts and attitudes to cultivate a better life and become a person that people want to follow.

From the June 2022 issue of Direct Selling News magazine.

The post Direct Selling University 2022 first appeared on Direct Selling News.

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

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

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

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

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

Sharing Wisdom and Experience

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

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

The Power of Proximity:

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

Living with a Longevity Mindset:

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

Building a Legacy Brand:

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

The Bokeh Effect:

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

The Stories We Tell:

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

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

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

Connecting with Hispanic and Latino Markets:

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

Building a Social Media Brand:

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

Prioritize Meaningful Over Measurable:

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

Direct Selling’s Highest Potential:

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

The Sales and Marketing Trojan Horse:

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

Using Change to Propel Growth:

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

Purpose First:

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

The Business Case for Diversity, Equity and Inclusion:

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

Groundbreaking News, In-depth Research:

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

The Ups and Downs of Hyper Growth:

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

Shifting Focus to the Customer:

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

The Entrepreneurial Mindset:

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

Experience the Future:

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

Stick to Your Strategy:

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

Adapting Incentives for the New Normal:

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

Putting Technology to Work:

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

The CEO Roundtable:

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

Finding New Success:

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

The Social Strategy for NOW:

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

The Power of the Pivot:

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

Doubling Down on Digital:

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

Competing with Online Retailers:

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

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

From the November 2021 issue of Direct Selling News magazine.

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