DIRECT SELLING NEWS
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VOLUME 22 / ISSUE 5
OCTOBER/NOVEMBER/DECEMBER
2026
DESIGNED FOR DISCOVERY / HOW DIRECT SELLING CAN THRIVE IN THE SOCIAL COMMERCE ERA WHAT DISTRIBUTORS WANT / ACROSS AGES & DEMOGRAPHICS, THERE’S ONE THING THE FIELD CRAVES FARMASI / A CONNECTED GLOBAL ECOSYSTEM
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Playing the Long Game FALL IS IN FULL SWING, and it’s such a wonderful time of year. Here at DSN we are just days away from our fall DSU event. It’s happening here in Dallas from October 6-8. We believe this highly anticipated networking and educational event is crucial for corporate teams as they finalize plans and initiatives for the coming year. I look forward to seeing you all there! Secure your spot now at dsnevents.com. This issue’s cover story celebrates several companies in the channel that are having milestone anniversaries this year. But we take it a step farther than just congratulating them. We take the opportunity to ask them questions about what has got them to this milestone and—more importantly—how they are playing for keeps. Next up is another article in our ongoing examination of social commerce. Here at DSN, we believe strongly that social commerce constitutes a huge opportunity for direct selling companies. This article offers actionable strategies to help you thrive in a rapidly evolving landscape. This issue also features informative discussions on generational dynamics, a surprising opportunity in South America and compliance challenges in ecommerce from industry experts Heather Chastain,
Alex Hoffmann and Brent Kugler respectively. Company spotlights on OMNILIFE and FARMASI, personal development recommendations and much, much more are also on tap. At DSN, we strive to be your daily resource for global news impacting the direct selling channel. Next year, we will celebrate our anniversary with four issues, releasing in January, April, July and October. We feel this quarterly schedule will allow us to take a more nuanced, journalistic approach to the issues facing the channel while still providing up-to-the-minute coverage online at directsellingnews.com. Make sure to sign up for free text alerts by becoming a member of our VIP Community where you’ll always get the top stories first and fast! And if you aren’t signed up for our family of podcasts, you are missing out on a great way to stay engaged, informed and always one step ahead. Looking forward to seeing you at Fall DSU in Dallas! All the best,
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Processing nearly $1B annually for global brands Lowest chargeback ratio in the industry with our proprietary fraud tools Support for direct selling, retail, afliate maraetini, e commerce, B B, nutraceuticals, and more
10/28
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E V E N T S
EVENTS
Bravenly Hosts 2026 Summer Growth Summit BRAVENLY GLOBAL WELCOMED 1,600 LEADERS and brand partners to Orlando, Florida for its two-day 2026 Summer Growth Summit. Held at the Renaissance Orlando at SeaWorld Hotel, the event offered business training, leadership development, recognition, product specials and updates. Following a successful market launch in Canada and successful pre-market launches in Australia and the United Kingdom, the company announced plans to establish infrastructure and foster field leadership and customer communities in preparation for a launch in Spain before the end of the year. The company reached the significant milestone of surpassing $100 million in annual sales last year and continues to pursue a broader global footprint while maintaining its core culture and operating principles.
14 D I R E C T S E L L I N G N E W S |
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OMNILIFE Hosts Ribbon Cutting for New Corporate Office and Manufacturing Facility OMNILIFE OFFICIALLY OPENED ITS $64 MILLION multi-building property, a complex that brings together corporate offices, manufacturing facilities and a logistics hub in Allen, Texas. This new Texas campus represents a significant financial and logistical investment in the company’s US operations but also reflects a vision that has guided OMNILIFE since its founding: to grow through its own infrastructure, closeness and conviction. The company sees this new US home as a comprehensive platform that unifies its institutional presence, manufacturing, distribution, products and brands. It also places OMNILIFE deep within the US market, giving the company the opportunity to raise its standards and deepen its understanding of one of the most competitive and demanding business environments in the world, particularly within direct selling.
Sunrider Hosts North American Convention SUNRIDER INTERNATIONAL HELD ITS NORTH American Convention in San Diego, California, welcoming Independent Business Owners and customers for three days of education, personal development, recognition and vision casting. Themed “Limitless,” the convention was designed to help attendees “expand their vision, strengthen their belief and build momentum in both their Sunrider businesses and personal lives.” Sunrider founders Drs. Tei-Fu and OilLin Chen led keynote sessions, along with executive leadership, to focus on mindset, duplication strategies, customer growth and innovation that could be translated to practical business‑building steps. This was illustrated through the SunFit 321 Ambassador Program workshop, an interactive session that fostered discussion and active participation. Connection points throughout the event helped build community, including a Welcome Reception, Family Reunions, forums and the first-ever SunFit 321 Pickleball Tournament and Clinic. “This convention truly reflects what it means to be Limitless,” said Sunny Beutler, Sunrider CEO. “It is about honoring our legacy while empowering our IBOs with the tools, confidence and inspiration to grow, lead and achieve more than they thought possible.”
RIMAN Hosts North American Convention in Las Vegas RIMAN WELCOMED THOUSANDS OF DISTRIBUTORS and sales leaders to Las Vegas for its North American Convention 2026. The three-day event highlighted the company’s product and ingredient innovation, introduced new products and served as the launchpad for the company’s new proprietary cosmetic ingredient Araliadiol, derived from RIMAN’s proprietary Centella asiatica cultivar, Giant BYoungPool, that is protected under a 20-year Plant Variety Protection certificate. Attendees were invited to participate in master classes, product demonstrations and educational sessions to learn more about these new debuts and discoveries and strengthen collaboration and community within their markets. “The strong engagement we saw throughout the convention reflects our distributors’ confidence in RIMAN’s innovation,” said Youngsu Hwang, RIMAN Global Chief Sales Officer. “By sharing not only today’s innovations but also our long-term product vision, we aim to inspire confidence in the future of the business and create sustainable growth opportunities for our distributors.” DSN d i r e c t s e l l i n g n e w s . c o m 1 5
/ INDUSTRY NEWS /
I N S I G H T S
For the full articles, visit directsellingnews.com/ insights
INSIGHTS Impact of Direct Selling by State, 2025
Direct Selling in the United States
U.S. Retail Sales:
$34.2 billion
11.6 Million People
2025 Industry Overview
Direct selling in the United States represents $34.2 billion in retail sales in 2025. In addition, there were 34.8 million customers and 5.2 million direct sellers. By dividing the $34.2 billion in sales by the 5.2 million direct sellers in 2025, direct sellers averaged $6,577 in retail sales in 2025.
involved in direct selling,
representing every U.S. state 11.6 million people in the U.S. signed or renewed independent contractor sales agreements with direct selling companies in 2025. Of these 11.6 million, 5.2 million worked to build businesses and 6.4 million were discount buyers who purchased products for their own use but chose not to build a business. These estimated direct sales and people-involved figures are extrapolated based on 2026 Growth & Outlook Survey data submitted directly from DSA members.
State
Alabama Alaska Arizona Arkansas California Colorado Connecticut Delaware Florida Georgia Hawaii Idaho Illinois Indiana Iowa Kansas Kentucky Louisiana Maine Maryland Massachusetts Michigan Minnesota Mississippi Missouri Montana Nebraska Nevada New Hampshire
People Involved in Direct Selling
Retail Sales
169,970 16,566 225,267 84,570 1,258,468 294,345 88,242 34,701 843,845 340,361 24,516 91,275 463,647 287,240 151,664 133,397 143,028 128,110 33,103 204,825 132,404 319,795 228,715 81,963 214,223 57,877 119,394 97,020 28,427
$450M $65M $692M $280M $3.6B $765M $287M $99M $2.3B $1.1B $150M $249M $1.3B $837M $568M $343M $422M $442M $89M $627M $487M $939M $629M $288M $618M $163M $371M $306M $103M
People Involved in Direct Selling
Retail Sales
New Jersey New Mexico New York North Carolina North Dakota Ohio Oklahoma Oregon Pennsylvania Rhode Island South Carolina South Dakota Tennessee Texas Utah Vermont Virginia Washington West Virginia Wisconsin Wyoming District of Columbia Guam Puerto Rico U.S. Virgin Islands N. Mariana Islands American Samoa
274,881 76,930 524,907 416,216 54,821 383,937 153,457 141,787 366,407 23,738 186,684 72,858 222,579 1,247,602 134,830 12,070 287,018 198,771 55,829 315,459 34,962 8,000 2,377 65,694 1,010 174 0
$842M $201M $1.8B $1.2B $148M $1.1B $472M $378M $1.1B $51M $527M $263M $679M $3.3B $489M $35M $889M $592M $170M $1.1B $96M $14M $6M $181M $2M $0M $0M
Overseas U.S. Military
42
$0.2M
State
This fact sheet may be reproduced, distributed, and shared for educational and informational purposes provided that the content is reproduced in its entirety and proper attribution is given to the Direct Selling Education Foundation (DSEF). All data, findings and content remain the property of DSEF..
Direct Selling Education Foundation | 1100 15th Street, NW | 4th Floor | Washington, DC 20005 | (202) 452-8866 | dsef.org Copyright © 2026 DSEF
Direct Retail Sales
5.2 Million Direct Sellers* $34.2 billion
5.2 million direct sellers (a 4% decrease over 2024) built a business full-time (30 or more hours/week) or part-time (fewer than 30 hours/week). These people sell products/services to consumers and may sponsor people to join their team.
Full-time
Part-time
0.4 million 2013
2015
2017
2019
2021
2023
50
U.S. Direct Sales by Category ($billion)
40
12.4
30
12.4 13.3
20
14.7
14.1 10.7 6.5
10
4.3
0
5.9 3.8
Services*, 10%
34.8 Million Preferred Customers and Discount Buyers* This total figure represents a 1% decrease over 2024. (And, this figure excludes those who have not signed an agreement with a direct selling company)
Preferred Customers
9.9
4.9
4.2
2.0 1.1
1.8 1.0
3.3 1.6 0.9
3.1 1.5 0.8
2022
2023
2024
2025
Home & family care/durables, 14% Personal care, 7% Clothing & accessories, 6% Leisure & educational, 9%
6.4 million
Demographic Breakdowns (Demographics include both direct sellers and discount buyers)
Age
Gender 6%
Under 25
(*) Services: Financiel, real estate brokerage, telecom/long-distance, internet, energy, legal, travel, and group buying services and clubs
15%
25-34
23%
35-44
Sales by State
23%
45-54
73%
Sales by State in ($) $14M
Discount Buyers
28.4 million
Wellness, 7%
11.9
4.8 million
2025
$3,609M
27%
20%
55-64 13%
65+
Hispanic Ethnicity
26% Hispanic Race
Powered by Bing © GeoNames, Microsoft, TomTom
White/ Caucasian
American Indian/ Alaskan Native
Asian
Black or African American
1%
2%
9%
84%
Native Hawaiian/ Pacific Islander
Other
0%
4%
Source: DSEF 2026 Growth & Outlook Study; For further information visit www.dsa.org. Direct selling: Direct selling: A business model that provides entrepreneurial opportunities to individuals as independent contractors to market and/or sell products and services, typically outside of a fixed retail establishment, through one-to-one selling, in-home product demonstrations or online. Compensation is ultimately based on sales and may be earned based on personal sales and/or the sales of others in their sales team. Direct sellers build a business full-time (30 or more hours/week) or part-time (fewer than 30 hours/week) and sell products/services to consumers and may sponsor people to join their team. Discount buyers are eligible to purchase, sell, & sponsor, but are product lovers, only purchasing products /services they personally enjoy and use at a discount. Preferred customers have signed a preferred customer agreement with a direct selling company where they may be eligible to pay wholesales prices for products/services. They are not eligible to sell products/services to others, and they are not eligible to earn. Note: Figures above may not sum to 100% due to rounding. (*) 11.6 million people in the U.S. had signed or renewed independent contractor sales agreements with direct selling companies in 2025. Of these 11.6 million, 5.2 million were direct sellers who worked to build businesses and 6.4 million were discount buyers who purchased products for their own use but chose not to build a business.
This fact sheet may be reproduced, distributed, and shared for educational and informational purposes provided that the content is reproduced in its entirety and proper attribution is given to the Direct Selling Education Foundation (DSEF). All data, findings and content remain the property of DSEF.
New DSEF Growth & Outlook Study Shows Opportunities Across the Channel
T
he Direct Selling Education Foundation (DSEF) released its 2026 Growth & Outlook Study, showing evidence of an evolution in how Americans think about the ways they work, earn and build businesses. In the US, direct selling represented $34.2 billion in retail sales in 2025, with 34.8 million customers and 5.2 million direct sellers who averaged $6,577 in retail sales. Of these direct sellers, the majority worked their businesses part-time (4.8 million) and were overwhelmingly female (73 percent). This year’s study showed a 6 percent year-over-year increase in Hispanic participation, proving to be one of the strongest demographic gains in the year’s research. Service-based direct selling companies also showed momentum, reporting a 5 percent revenue increase, which the DSEF stated was representative of continued expansion beyond traditional product offerings. Wellness was still a mainstay for direct selling companies, but the category showed a 7 percent year-over-year decline in sales. “These findings show a direct selling channel that continues to change with the people and communities it serves,” said Dave Grimaldi, Direct Selling Association CEO. “The growth in Hispanic participation and servicebased businesses reflects a broader range of entrepreneurs and industries using the direct selling channel to meet consumers where they are.” DSN
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85% of your new reps never make a sale
That’s your biggest growth opportunity.
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For the full articles, visit directsellingnews.com/ announcements
EXECUTIVE ANNOUNCEMENTS ROB E RT TOTH / Chairman of the Board, Mannatech
Mannatech announced the appointment of Robert Toth as Chairman of the Board. Toth joined the board in 2008 and previously served as Vice Chairman of the Board from 2014 to 2019. He brings more than four decades of direct selling experience, including an executive-level leadership role in a multibillion-dollar direct selling company. Toth succeeds J. Stanley Fredrick, who has served as Chairman of the Board since 2009.
YAS IR H A ID E R / Chief Financial Of f icer, Mannatech Mannatech announced Yasir Haider has been appointed Chief Financial Officer. Haider joined the company in 2025 and was named interim Chief Financial Officer in March 2026. An experienced senior finance leader, he brings expertise in global finance operations, multi-entity consolidations, financial reporting, developing scalable financial infrastructure and capital planning.
STUA RT M ACM ILL A N / Chief E xecutive & Grow th Of f icer, Plexus Worldwide Plexus Worldwide announced Stuart MacMillan has been promoted to Chief Executive & Growth Officer (CEGO). MacMillan has more than three decades of leadership experience in sales, marketing and operations and has significant expertise in developing strategic growth within the direct selling industry. MacMillan previously served as the Chief Global Development Officer at Plexus and has been instrumental in building internal efficiencies within sales and operations that resulted in growth and new customer offerings. In this new role, he will work strategically with the company’s Vision 30 to continue global expansion plans, enhance digital transformations and automations for Brand Ambassadors and further the Plexus mission to become a leading authority on gut health.
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DA RRE N ZOB RI ST & JOHN WA DSWORTH / Co - CEOs, Par tner.Co Partner.Co announced that founders Darren Zobrist and John Wadsworth will now lead the company as co-Chief Executive Officers. The new structure is a strategic positioning designed to prepare the company for its next phase of growth. Together, they will share the responsibility of corporate strategy while Zobrist leads operations with financial discipline and Wadsworth drives sales strategy and Brand Partner experience. The company stated that this move formalizes “a partnership that has powered the business from day one.”
J ASON A HL M A NN / General Counsel, Par tner.Co Partner.Co appointed Jason Ahlmann as General Counsel. Ahlmann has more than two decades of legal and leadership experience, including executive roles within the direct selling and wellness industries and holds a Juris Doctor and a BS in Business Information Systems. His expertise includes regulatory compliance, contracts, market expansion and cross-functional leadership.
RUTH PE RK IN S / E xecutive Vice President & Chief Financial Of f icer, Nature’s Sunshine Nature’s Sunshine Products, Inc. appointed Ruth Perkins as Executive Vice President and Chief Financial Officer. Perkins has more than two decades of finance leadership experience across major global consumer products companies, including PepsiCo and Ford Motor Company, and brings expertise in capital allocation, productivity initiatives, operational transformation, long-range planning and value creation.
N A D E R P O ORD E LJO O / President of the EME A Region, The Super Patch Company The Super Patch Company has appointed Nader Poordeljoo President of the EMEA region. Poordeljoo brings more than two decades of leadership experience in direct sales and has held senior leadership positions at both well-known network marketing organizations and up-and-coming startups. Poordeljoo holds expertise in operational management, strategic growth, market expansion and corporate governance. d i r e c t s e l l i n g n e w s . c o m 1 9
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JE NNIFE R ORL A ND O / Chief E xecutive Of f icer, Juice Plus+ Juice Plus+ appointed Jennifer Orlando to Chief Executive Officer. Orlando has more than two decades of experience in the beauty and health and wellness industries and has significant expertise in sales, marketing and leadership. Previously, she held senior leadership roles at other well-known direct selling brands, including leading as Chief Sales Officer and Chief Executive Officer.
DAVE FLE M IN G / Senior Vice President, Global Sales & Strategy, Juice Plus+ Juice Plus+ welcomed Dave Fleming as Senior Vice President, Global Sales & Strategy. Fleming brings more than 25 years of experience in global sales, product commercialization, sales organization modernization, scaling and market expansion across the Americas and APAC and has held senior leadership roles at a number of large direct selling companies. In this new role, Fleming will work to unify the global sales strategy, sharpen execution and accelerate growth across the company’s markets.
VIC TOR CR AWFORD / Board of Directors, Amway Amway appointed Victor Crawford to its Board of Directors. Crawford holds four decades of executive leadership experience in global operations and supply chain management across a diverse array of industries. Previously, Crawford served as CEO of the pharmaceutical segment of a $200 billion healthcare services company and as COO at a $7 billion global food and facilities provider.
WE NDY FORSY THE / Chief Operating Of f icer, eXp Realt y eXp Realty has promoted Wendy Forsythe to Chief Operating Officer. Forsythe served as eXp Realty Chief Marketing Officer for the last two years and will oversee eXp Realty operations, technology integration, agent programs and transaction support while building operational efficiencies to empower agents and team leaders to run and grow their businesses.
JON ATH A N JOHN SON / President, dōTERR A dōTERRA announced Jonathan Johnson has been named President. Johnson has almost two decades of experience in public relations, mass communications and government and media relations. He previously served as dōTERRA’s Chief Communications Officer, where he worked to create growth opportunities across traditional and emerging media. In this new role, Johnson will continue to focus on strengthening the company’s organizational strategy, but with expanded leadership responsibility across the company.
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K E NNE TH B E N A I M C A M PB E LL / Chief E xecutive Of f icer, Oriflame Oriflame announced Kenneth Benaim Campbell has been appointed Chief Executive Officer. Campbell brings more than three decades of international leadership experience, including 27 years at L’Oréal, where he served in senior leadership positions across Europe, Asia and Latin America.
A D RIE N RIN CHE VA L / Chief Sales Of f icer Europe, PM -International PM-International promoted Adrien Rincheval to Chief Sales Officer Europe. Rincheval started as a PM-International field leader in France more than a decade ago and has used that firsthand understanding of the field to define his leadership approach. During his tenure with the company, he has served as Regional General Manager Sales, where he developed Western European markets and Junior Chief Sales Officer Europe. DSN
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IN MEMORIAM Honoring Imelda Vital, a respected voice in the European direct selling industry.
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melda Vital, Executive Director of Seldia, the European Direct Selling Association (DSA), has passed away. Vital dedicated her career to the direct selling industry for more than three decades and was a proud champion of the channel, spending 25 years leading European Government Affairs for Amway and serving on the boards of many DSAs and trade associations throughout her career. Vital was named Executive Director in 2025 and brought a strong focus on public policy to the role. As a respected voice in the European direct selling industry, she was instrumental in the organization’s growth and consolidation and left an enduring mark on the association and the sector as a whole. In memoriam, Seldia released a statement, saying: “Imelda was far more than an exceptional leader. She was a trusted colleague, a mentor to many and a dear friend. Her warmth, generosity, integrity and genuine care for people touched everyone who had the privilege of working with her. She believed deeply in the power of collaboration and dedicated herself to strengthening relationships across the industry, always with professionalism, grace and kindness.…While we mourn this tremendous loss, we also celebrate Imelda’s extraordinary legacy. Her contributions to Seldia and to the European direct selling community will continue to guide and inspire us for many years to come. She will be deeply missed, but her vision, values and unwavering commitment to our industry will never be forgotten.” DSN
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GUIDE A C U R ATE D R E S O U RC E TO H EL P YO U FI N D S T R AT EG I C B U S I N ES S PA R T N ER S S P EC I A L IZI N G I N D I R EC T S EL L I N G.
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HE CHANNEL IS EVOLVING RAPIDLY—companies and executives must stay ahead of emerging trends and technologies to build for the future. But it can be time consuming and hard to find the right suppliers to partner with. That’s why we’ve developed The DSN Guide. In each issue, The Guide includes curated lists by category of expertise and service. These suppliers currently serve the channel—they understand the unique challenges and opportunities that come with direct selling and can help you implement your initiatives.
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{
T H I S I S S U E’ S F E AT U R E D C AT E G O R I E S
}
B R A N D I N G & S O C I A L M E D I A S O L U T I O N S / C O N S U LTA N T S , L E G A L S E R V I C E S / E X E C U T I V E S TA F F I N G / TA X S E R V I C E S C O M PA N Y
B R A N D I N G
WEBSITE
&
S O C I A L
M E D I A
A D D I T I O N A L C O N TA C T I N F O R M AT I O N
S O L U T I O N S
Brandie
brandie.io
Douglas von Olnhausen douglas@brandie.in
Nowsite
nowsite.com
Ami Perry ami@now.site
Rallyware
rallyware.com
Kristin Pfeil kristin.pfeil@rallyware.com
Adams Resource Group
adamsresourcegroup.com
Paul Adams paul@adamsresourcegroup.com
Bridgehead Collective
bridgeheadcollective.com
Heather Chastain heather@bridgeheadcollective.com
Dan Jensen Consulting
jensenconsulting.com
Dan Jensen dan@dj-consulting.com
Gobi Insights
gobi-insights.com
Colt Passey colt@gobi-insights.com
Strategic Choice Partners
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Brett Duncan brett@strategicchoicepartners.com
C O N S U L T A N T S
L E G A L
S E R V I C E S
Buchalter
buchalter.com
Larry Steinberg lsteinberg@buchalter.com
Dorsey & Whitney LLP
dorsey.com
Troy Keller keller.troy@dorsey.com
Fieldwatch by Momentum Factor
fieldwatch.ai
Jerilyn Passey jerilyn.taylor@momofactor.com
Foley & Lardner LLP
foley.com
Ed Burbach eburbach@foley.com
King & Spalding LLP
kslaw.com
Katrina Eash keash@kslaw.com
Scheef & Stone, LLP
solidcounsel.com
Brent Kugler brent.kugler@solidcounsel.com
Thompson Burton PLLC
thompsonburton.com
Clay Brewer clay@thompsonburton.com
Winston Taylor LLP
winstontaylor.com
John Sanders jsanders@winston.com
E X E C U T I V E
S T A F F I N G
CP & Krell Group
cpkrell.com
Carlos Perez info@cpkrell.com / 817-697-4298
GardnerCo LLC dba C3 Executive Search
c3executivesearch.com
Kate Gardner kate@gardnercollc.com
avalara.com
Niki Hocking niki.hocking@avalara.com
T A X
S E R V I C E S
Avalara
DSN
DIRECT SELLING NEWS
Would you like to be included in The DSN Guide? Email support@directsellingnews.com for more information. Companies featured in The Guide have been in business for a minimum of two years and are verified to be working with direct selling companies. Companies appearing in The Guide are not endorsed by DSN. The Guide is provided strictly as a resource. It is each company's responsibility to verify and investigate providers and services. d i r e c t s e l l i n g n e w s . c o m 2 5
STATEMENT OF OWNERSHIP, MANAGEMENT AND CIRCULATION (Required by 39 U.S.C. 3685). 1. Title of Publication: Direct Selling News. 2. Publication No.: 1554-6470. 3. Filing Date: Sept. 14, 2026. 4. Frequency: Bimonthly. 5. No. of Issues Published Annually: 5. 6. Known Office of Publication: 5717 Legacy Drive, Suite 250, Plano, TX 75024. 7. Headquarters or General Business Office of the Publisher: 5717 Legacy Drive, Suite 250, Plano, TX 75024. 8. Publisher: Patricia White. 9. Owner: Direct Selling Partners, 5717 Legacy Drive, Suite 250, Plano, TX 75024. 10: Known bondholders, mortgagees and other security holders owning or holding 1 percent or more of total amounts of bonds, mortgages or other securities: None. 11. Title: Direct Selling News. 12. Issue date for circulation data below: July-September 2026. 13. Extent and Nature of Circulation: Bimonthly Trade Publication. (Average No. Copies Each Issue During Preceding 12 Months/No. Copies of Single Issue Published Nearest to Filing Date): a. Total No. of Copies Printed (2600/2600). b. Paid and/ or Requested Circulation: 1. Paid/Requested Outside-County Mail Subscriptions Stated on Form 3526 (1906/1899). 2. Paid In-County Subscriptions (0/0). 3. Sales Through Dealers and Carriers, Street Vendors, Counter Sales and Other Non-USPS Paid Distribution (0/0). 4. Requested Copies Distributed by Other Mail Classes Through the USPS (0/0). c. Total Paid and/ or Requested Circulation (1906/1899). d. Non-Requested Distribution: 1. Outside-County as Stated on Form 3526 (630/623) 2. In-County as Stated on Form 3526 (0/0). 3. Other Classes Mailed Through the USPS (0/0). 4. Distributed Outside the Mail (50/50). e. Total Non-requested Distribution (694/701). f. Total Distribution (2600/2600). g. Copies Not Distributed (0/0). h. Total (2600/2600). i. Percent Paid and/or Requested Circulation (73%/73%). 17. I certify that all information furnished on this form is true and complete. Patricia White, Publisher, Oct. 1, 2026.
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The New Payment Standard Compliance infrastructure is emerging as a key factor in payment processor approvals for social and direct selling companies. BY J O N AT H A N G I L L I A M / FO U N D E R & C EO, FI E L DWATC H . A I
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OR SOCIAL SELLING AND DIRECT SELLING COMPANIES, securing a reliable payment processor has become increasingly tied to one factor: compliance. Industry experts say payment processors are placing greater emphasis on a company’s ability to monitor distributor behavior, manage consumer disclosures and document compliance efforts before approving merchant accounts or offering favorable processing terms.
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The shift comes as processors continue to refine their underwriting models amid heightened regulatory scrutiny surrounding recurring billing, income claims, health claims and social media marketing. Rather than viewing the direct selling model itself as the primary risk, many processors are focusing on whether companies have the systems in place to manage that risk effectively.
Compliance Moving to the Center of Underwriting Payment processors have long recognized the size and growth potential of the social selling sector. But industry observers say underwriting decisions increasingly depend on a company’s operational controls rather than its business model alone.
Several factors continue to influence processor evaluations. Recurring billing and autoship programs remain a common source of customer disputes when enrollment terms are unclear. Independent distributors frequently market products through personal social media accounts, creating challenges for companies attempting to oversee thousands of brand representatives. At the same time, regulatory expectations surrounding disclosures and subscription practices have continued to evolve through Federal Trade Commission (FTC) guidance and enforcement. As a result, processors are placing greater value on companies that can demonstrate ongoing oversight rather than relying solely on written policies.
What Processors Are Looking For Industry professionals point to several areas that consistently receive attention during underwriting reviews. n Distributor oversight / Companies that actively monitor earnings claims, health claims, product claims and other distributor marketing activity are generally viewed as lower risk than organizations relying primarily on complaint-driven enforcement. n Clear customer disclosures / Transparent
recurring billing terms, accessible cancellation processes and straightforward refund policies help reduce customer confusion and chargebacks—two metrics closely monitored by payment providers. n Well-organized documentation / Current income
disclosure statements, distributor agreements, compliance policies and refund procedures can significantly streamline underwriting reviews and demonstrate operational maturity. n Processing history / Companies that maintain
low dispute rates and consistent compliance over time often become eligible for improved pricing, lower reserve requirements and expanded processing capacity. According to industry observers, these factors collectively help processors determine whether a merchant has the infrastructure needed to manage compliance risks at scale.
Technology Increasingly Supports Compliance Efforts Many companies are responding by investing in technology designed to automate compliance oversight. Modern compliance platforms can continuously monitor distributor marketing activity, identify potential policy violations, centralize required documentation and maintain detailed records of corrective actions. That documentation has become increasingly valuable during underwriting. Rather than describing compliance through policies alone, companies can demonstrate how violations are identified, reviewed and resolved through documented workflows that include timestamps, audit trails and historical records. For processors, that level of visibility can provide additional confidence that compliance programs extend beyond written procedures.
Long-Term Benefits Extend Beyond Approval Industry participants note that the value of strong compliance programs extends well beyond the initial merchant account approval. Companies with consistent compliance records often experience fewer chargebacks, fewer regulatory concerns and stronger long‑term relationships with payment providers. Those results can translate into reduced reserves, improved processing terms and greater operational stability. As payment processors continue refining how they evaluate merchant risk, compliance infrastructure is increasingly viewed as a competitive advantage rather than simply a regulatory obligation. For direct selling and social selling companies seeking long-term payment processing partnerships, the ability to demonstrate ongoing oversight and operational discipline may be becoming just as important as sales growth itself. DSN
JONATHAN GILLIAM is the Founder and CEO of FieldWatch.ai, the leading AI-powered digital risk management firm focused on compliance monitoring, brand protection and global online reputation management. Under Jonathan’s leadership, FieldWatch has been recognized as one of Inc.’s Fastest Growing Private Companies for five consecutive years, and his work has earned him multiple honors as one of Austin’s Best CEOs. His company has also been named among Austin’s Best Places to Work and recognized for its rapid growth.
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EC O M M E R C E P L AT FO R M S :
The New Compliance Battleground Six essential action items to deploy right now.
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BRENT KUGLER / PARTNER, SCHEEF & STONE
HAVING A METICULOUSLY DRAFTED CONTRACT IS MEANINGLESS IF THE ELECTRONIC DELIVERY MECHANISM FAILS TO
a legally enforceable contract AT THE TIME ESTABLISH
OF ENROLLMENT.
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ANY DIRECT SELLING COMPANIES ESTABLISH THEIR ONLINE ENROLLMENT PROCESSES under a dangerous assumption: that a completed digital form automatically equals a legally binding contract. Despite years of warnings, numerous established companies still operate with critical technical or design flaws in their onboarding funnels. Consequently, these companies face severe difficulties enforcing sales representative agreements during subsequent lawsuits or arbitration proceedings. Having a meticulously drafted contract is meaningless if the electronic delivery mechanism fails to establish a legally enforceable contract at the time of enrollment. Legal unenforceability of the sales representative contract is not the only problem that can arise from a flawed online enrollment process. The enrollment screen should include the full agreement rather than hide material terms behind hyperlinks to additional documents containing additional material terms. The Federal Trade Commission (FTC) has ramped up enforcement activity in this area, and in doing so it has exposed a prime area of vulnerability for many direct selling companies.
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The FTC views any failure to “clearly and conspicuously disclose all material terms of the transaction before obtaining the consumer’s billing information” to be a violation of Section 5 of the FTC Act and the Restore Online Shopper’s Confidence Act (ROSCA). Material terms include a conspicuous and clear description of auto-renewal and cancellation provisions. The statutory penalty for each violation can be as much as $53,000. For companies in the direct selling channel, it is critical that all contract terms be provided for review by a prospective sales representative prior to obtaining the sales representative’s acceptance of the agreement terms. Equally important is that companies obtain the new sales representative’s “express informed consent” to the contract terms prior to collecting billing information. Besides vulnerabilities in the online enrollment process, company websites have become a new favorite target of regulators and class-action plaintiffs. Almost every company has links at the bottom of its webpage for a “Terms of Use” and “Privacy Policy.” In many cases, these policies are created by web development teams without undergoing a meaningful legal review. Most website Privacy Policies include terms stating that the company does not share nonpublic customer information with third parties, or if the company does share customer information, it describes what information is shared and provides the consumer with an opportunity to consent to the sharing of the customer’s information.
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Problems can arise when a company utilizes tracking software, such as Meta Pixel and Google Ads Pixel. Meta Pixel is a piece of code that companies working with Meta or purchasing advertising through Meta can embed in their websites, which allows Meta to collect and track a customer’s interaction with a company’s website. The information collected is usually the customer’s IP address and the website pages visited. In most cases, the pixel tracking begins instantaneously upon a consumer’s first visit to a company’s website, prior to any consent or opt-out prompt. The use of pixel tracking is often not disclosed in most company website Privacy Policies, and in many cases the drafter of the company’s website Privacy Policy is unaware of the company’s use of pixel tracking software. The undisclosed use of pixel tracking technology has caught the attention of both the FTC and plaintiff’s bar. On July 29, 2026, the FTC, State of California and State of Utah filed suit in the Northern District of California against Hims & Hers Health, Inc., an online telehealth company. The Complaint alleges, among other things, violations of Section 5 of the FTC Act arising from the company’s failure to disclose to consumers that Hims & Hers was sharing sensitive customer information with third-party advertising platforms via pixel tracking software. The use of pixel tracking technology has also been the basis for a surge in class action lawsuits brought by plaintiffs alleging violations of the Electronic Communications Privacy Act and California Invasion of Privacy Act. To mitigate the risk of statutory fines or becoming ensnared in a costly pixel tracking lawsuit, direct selling companies should prioritize the following best practices:
1 / Conduct a comprehensive inventory of all tracking tools on the company’s website, including what data is collected, how it is used and where it is transmitted.
2 / Do not place pixel code on checkout screens, user profile dashboards or pages that capture personal, financial or health information.
COMPANY WEBSITES HAVE BECOME A
new favorite target OF REGULATORS AND CLASS‑ACTION PLAINTIFFS.
3 / Update the website Privacy Policy to clearly disclose the use of pixel tracking technology and configure the website to pause pixel tracking until the user clicks “Accept.”
4 / Only collect data that is necessary for your business purposes.
5 / Ensure contracts with third-party tracking providers include sufficient data protection, indemnification and restrictive data-use provisions.
6 / Periodically review your company’s tracking practices to stay informed about evolving regulatory and legal requirements. With regulatory scrutiny of ecommerce platforms intensifying and hefty statutory penalties on the line, direct selling companies can no longer afford to treat their onboarding design solely as a
function of the IT department. Flaws in the online enrollment process can result in an unenforceable sales representative contract or costly regulatory exposure due to the failure to clearly disclose all material contract terms. Similarly, companies must ensure that their website policies disclose the use of tracking technology and only collect and share relevant customer data after obtaining the consumer’s express consent. DSN
BRENT KUGLER is a prominent attorney in the direct selling industry with over 23 years of experience. Formerly the General Counsel for a large MLM company, Brent provides comprehensive legal representation to direct sales companies including advice on regulatory issues, distributor policies and procedures, compensation plans, independent contractor classification, governmental affairs and risk management. d i r e c t s e l l i n g n e w s . c o m 37
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The Andes Are Open for Business Colombia and Peru enter a new chapter for direct selling.
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BY ALEX HOFFMANN / GLOBAL SENIOR EXECUTIVE
S GLOBAL DIRECT SELLING COMPANIES MAP THEIR NEXT PHASE OF LATIN AMERICAN GROWTH, two Andean markets are stepping out of the shadow of Mexico and Brazil. Both Colombia and Peru closed out historic election cycles in 2026, installing new presidents and new expectations for business. More importantly, both posted direct selling results that outpaced their broader economies. And both are entering a rare moment where political change, economic momentum and entrepreneurial culture are converging at once.
A Region in Transition On August 7, 2026, Abelardo de la Espriella was inaugurated as Colombia’s president, succeeding Gustavo Petro after one of the most polarized elections in the country’s recent history. A litigator with no prior elected experience, De la Espriella built his campaign around security, fiscal discipline and a pro-investment agenda. On July 28, Keiko Fujimori was sworn in as Peru’s first elected female president on her fourth attempt at the office. Her win closes out one of the most volatile stretches in Peru’s modern political history—the country cycled through five presidents between 2020 and 2025 alone—and is widely read as a mandate for stability. Leadership transitions of this scale are always worth watching closely. But they also tend to create openings: new administrations arrive eager to court investment, and distributor bases—inherently entrepreneurial—respond quickly to renewed optimism.
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Colombia: A Mature, Regulated Market Colombia’s direct selling channel is one of the most established in Latin America and the best regulated. According to Elizabeth Acuña Ayala, Executive Director of ACOVEDI (Asociación Colombiana de Venta Directa), Colombia is the only country in the region with dedicated legislation for the sector giving companies legal clarity that is rare in emerging markets. ACOVEDI’s 26-plus member companies generate direct selling revenue estimated at more than $2.3B USD annually, placing Colombia among the world’s 15 largest direct selling markets. More than two million Colombians—roughly 80 percent women—work as independent sales representatives, joined by a growing wave of younger entrepreneurs selling through WhatsApp and other platforms. Cosmetics and personal care lead sales, followed by nutrition and home goods.
Culture—NOT COMPENSATION PLANS OR PRODUCT CATALOGS—
is the real starting point FOR ANY COMPANY ENTERING LATIN AMERICA.
Peru: A Record-Breaking Year Just to the south, Peru’s direct selling sector delivered one of its strongest years on record. According to the Cámara Peruana de Venta Directa (CAPEVEDI), the industry generated roughly $1.4B USD in 2025, up 8.6 percent year‑over‑year, which is 2.5 times faster than Peru’s overall GDP growth. As Luis Correa, CAPEVEDI President explained, “This outcome reflects our members’ strength, sector adaptability and thousands of entrepreneurs driving the economy from the communities.” CAPEVEDI’s 18 member companies now support 559,737 active independent entrepreneurs, 64 percent of them between 18 and 44. Cosmetics account for roughly 62 percent of sales, with nutritional products ranking as the fastest growing category.
Shared Momentum, Different Trajectories While the two countries are close geographically, their macroeconomic outlooks diverge. The International Monetary Fund (IMF) trimmed its 2026 growth forecast for Colombia to 2.3 percent, citing fiscal pressure and inflation, a signal De la Espriella’s government will need to move quickly to restore investor confidence.
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Peru’s outlook is more constructive: the IMF raised its 2026 growth projection to 2.8 percent, while Peru’s Ministry of Economy and Finance projects 3.2 percent growth sustained through 2029, supported by mining investment and steadier institutions. For direct selling companies, this is a reminder that Latin America is never one market. Colombia offers regulatory certainty and scale; Peru offers faster momentum and a younger, digitally native distributor base. Both offer something rare—new administrations promising to be more favorable to business. Company incorporation and product registration in both Colombia and Peru move considerably slower than in the US, a byproduct of government bureaucracy and the absence of clear, harmonized legislation. Cosmetics registrations typically clear in one to two months, but nutritional and dietary supplement approvals routinely take one to two years. Companies that plan a US-style launch timeline consistently underestimate this gap, and it is one of the most common reasons expansion plans stall.
What This Means for Direct Selling Neither market rewards a copy-and-paste strategy. Colombia’s legal framework demands genuine compliance discipline but also rewards companies willing to invest for the long term with a predictable operating environment. Peru’s youthful, regionally dispersed distributor base rewards companies that lean into mobile-first, social-commerce models over legacy catalog approaches alone. What unites them is culture. Like Mexico, both countries are built around family networks, word-of-mouth trust and an entrepreneurial instinct born partly of necessity. Direct selling did not need to be introduced to these markets. It has simply needed the right partners and a more stable political runway to accelerate. That richness runs deep. Colombia’s Caribbean coast, Andean interior and Pacific region each carry their own traditions, dialects and consumer habits, just as Peru’s coastal capital, famous Machu Picchu and Amazon basin function almost as separate markets within one country.
Culture—not compensation plans or product catalogs—is the real starting point for any company entering Latin America. Leadership hires, messaging, incentives and even launch cities should be shaped around the specific communities a brand intends to serve rather than imported wholesale from headquarters. Companies that study that texture before they launch consistently outperform those that treat the region as one homogenous market.
A Strategic Imperative Companies that have succeeded in Mexico did so by empowering local leadership and committing for the long term rather than simply testing the waters. The same discipline applies here. Both markets already have what direct selling needs: professional executives to run companies; trusted associations in ACOVEDI and CAPEVEDI upholding ethical standards; and governments signaling openness to investment after years of uncertainty. The companies that move deliberately now— building compliant, culturally fluent, digitally enabled operations—will be best positioned as Colombia and Peru write their next chapter. The Andean opportunity will not stay quiet for long. Make sure your company’s voice is heard. DSN
ALEX HOFFMANN is a global direct selling executive with 33+ years of experience leading market entry, growth and turnaround strategy across LATAM, the Americas and Europe. d i r e c t s e l l i n g n e w s . c o m 41
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D i s cov e ry HOW DIRECT SELLING COMPANIES CAN THRIVE IN THE SOCIAL COMMERCE ER A .
BY LISA ROBERTSON
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M EASURED SU CCESS BY HOW EF F IC IENT LY TH EY MOVED
RELATIONSHIP MARKETING HAS ALWAYS RELIED ON TRUST BEFORE
What’s changed is where those relationships develop. TRANSACTION.
For direct selling executives, the question is no longer whether to participate in social commerce. The question is how to redesign systems, training and field support for a marketplace driven by creators, content and community.
C USTOMERS T HROU GH A FU N N EL.
Discovery Is the New Front Door
Awareness led to consideration, consideration to evaluation and eventually—if all went according to plan—to purchase. Today, that journey looks very different. A customer might discover a product in a creator’s video, watch comments fill with testimonials, search for reviews in ChatGPT, see another recommendation on Instagram and complete a purchase—all in a matter of minutes. What once required dozens of carefully orchestrated marketing touchpoints now happens in a single, continuous digital experience. That shift is at the heart of social commerce. Social commerce is best defined as the new operating environment for commerce rather than simply another marketing channel. The implications are significant for direct selling because the channel has always excelled where relationships, trust and community intersect. Those strengths haven’t become less valuable— they’ve become essential. The challenge is that the environment surrounding those strengths has fundamentally changed. “The brand-controlled funnel has collapsed into a feed,” shared David Vanderveen, advisor and podcast host at Social Commerce News, during a recent Direct Approach podcast. “Discovery, trust and checkout now happen in one place.”
For decades, companies invested heavily in controlling the customer journey. Brands purchased advertising, optimized websites and refined search rankings to guide consumers toward a purchase. Today’s consumers increasingly begin somewhere else. “They’re starting with discovery,” said Peter Griscom, President of Zinzino and advisor at Social Commerce News. “They’re finding products through social content, creators and communities before they ever arrive at a brand website.” And that distinction matters. Rather than searching for a specific product, consumers are often discovering products because someone they trust demonstrated a solution, answered a question or shared an authentic experience. Algorithms surface recommendations based on interests instead of purchase intent, creating opportunities for brands long before a consumer actively begins shopping. For direct selling, this isn’t an unfamiliar concept. Relationship marketing has always relied on trust before transaction. What’s changed is where those relationships develop. Kitchen table demonstrations have become livestreams. Product conversations happen in comments sections. Recommendations travel through short-form video instead of neighborhood gatherings. Consumers haven’t stopped buying from people. They’re simply meeting those people in different places.
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THREE KEY TA K E A W AY S
1 / DISCOVERY NOW DRIVES THE CUSTOMER JOURNEY
Consumers increasingly discover products through creators, content and communities before ever visiting a brand website.
Content Has Become the Storefront If discovery begins with content, then content is no longer simply marketing collateral. It is the storefront. That requires a fundamental shift in thinking for many brands. Instead of asking, “How do we advertise this product?”, companies should begin asking, “Why would someone stop scrolling to watch this?” Too many organizations still approach social platforms like digital brochures. As Vanderveen explained, “Nobody wants to be sold, but everybody loves to buy.” The difference may seem subtle, but it changes everything. Successful content doesn’t begin with product features. It begins with curiosity, education, entertainment or solving a problem. Products become part of the conversation instead of the entire conversation. Vanderveen often shares an analogy from his early retail career. Sales associates were discouraged from greeting shoppers with “Can I help you?” because customers immediately recognized it as the beginning of a sales pitch. Instead, associates started authentic conversations about the customer’s interests, creating opportunities for products to emerge naturally. The same principle applies online. Whether the platform is TikTok, Instagram, YouTube or Facebook, audiences reward creators who consistently provide value. The product earns attention because the conversation earned trust.
2 / DIRECT SELLING’S GREATEST ADVANTAGE IS ALREADY IN PLACE
The industry’s strengths—trust, relationships and community— remain its competitive edge; success depends on expressing them in today’s digital environment.
3 / CORPORATE MUST BUILD THE ENGINE FOR CREATORS
Growth depends on equipping the field with the tools, technology and support to thrive in a discovery-driven marketplace.
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CREATOR BRIEFS Instead of prescribing scripts, provide monthly content themes, conversation starters and creative prompts that help distributors tell authentic stories while reinforcing key brand messages. AI-POWERED EDITING Leverage AI tools to automatically clip long-form videos into socialready content, generate captions, suggest titles and format videos for multiple platforms—making content creation faster and more accessible for the field.
OR YEARS, DIRECT S E L L I N G C O M PA N I E S H AV E F O C U S E D on equipping distributors with product knowledge, business tools and sales training. In a social commerce environment, another skill set is becoming just as important: content creation. Today’s highest-performing social sellers aren’t simply sharing products—they’re creating content that educates, entertains and builds trust. Corporate teams can accelerate that shift by giving the field the resources to create confidently and consistently. The goal isn’t to turn every distributor into a professional influencer. It’s to give every distributor the confidence and tools to become a more effective creator—meeting customers where discovery now begins.
PLATFORM-SPECIFIC EDUCATION What performs well on Instagram may fall flat on TikTok or YouTube. Equip the field with best practices tailored to each platform’s audience, content style and algorithm.
REUSABLE VIDEO CLIPS Record interviews, product demonstrations, customer stories and educational sessions once, then repurpose them into dozens of short-form videos distributors can personalize and share across platforms.
PERFORMANCE ANALYTICS Give distributors visibility into what content resonates with their audiences. Simple dashboards highlighting engagement, shares, watch time and conversions can help them refine their approach over time.
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SOCIAL TEMPLATES Provide customizable graphics, reels, story formats and post frameworks that maintain brand consistency while giving distributors room to add their own voice and personality.
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SOCIAL COMMERCE ISN’T ASKING DIRECT SELLING TO BECOME SOMETHING
It’s asking the channel to express its greatest strengths in new ways. NEW.
Direct Selling Isn’t Behind— It’s Underbuilt Perhaps the biggest misconception surrounding social commerce is that direct selling is somehow late to the party. In reality, many of the principles driving today’s fastest-growing consumer brands— relationship, authenticity, community and trust—have been the foundation of direct selling for decades. The retail world has spent the last several years trying to recreate what direct selling already does well: building communities around people instead of products. Direct-to-consumer brands invest heavily in creators, ambassadors and loyalty programs because they understand trust drives conversion. Direct selling already has those assets in place. The challenge is helping those assets perform in today’s digital environment. Rather than asking distributors to fit into legacy systems, companies have an opportunity to redesign those systems around how consumers now discover products, engage with content and make purchasing decisions. Social commerce isn’t asking direct selling to become something new. It’s asking the channel to express its greatest strengths in new ways.
Your Field Is Already a Creator Network Most consumer brands must recruit influencers to generate authentic content. Direct selling companies already have thousands of independent distributors sharing product experiences, customer stories and lifestyle content every day.
The opportunity is recognizing that direct selling may already possess one of the largest creator networks in retail—it simply hasn’t always treated it that way. “I think we need to put a lot more emphasis on teaching our partners how to be creators,” Griscom shared. That means equipping the field differently than many organizations have historically done. Instead of relying primarily on replicated marketing materials, companies should be helping distributors understand platform-specific storytelling, short‑form video, content repurposing and audience engagement. Corporate marketing also has an opportunity to become a stronger partner. Rather than producing every asset internally, companies can create assets that shift autonomy to the field. The goal shouldn’t be greater control—it should be greater capability. As social platforms increasingly reward authentic, frequent content over polished advertising, helping distributors become more confident creators may prove more valuable than creating another corporate campaign. d i r e c t s e l l i n g n e w s . c o m 47
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MORE CONTENT Customers and distributors create reviews, testimonials, stories and new content that expands the brand’s social footprint and fuels the next round of discovery.
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EXPERIENCE A strong product and customer experience gives people something worth talking about— and sharing.
+
CONTENT C R E ATO R S Corporate content and authentic field-created stories educate, entertain and build trust.
THE SOCIAL COMMERCE FLYWHEEL The strongest social commerce strategies don’t end with a sale—they create a cycle that continually fuels growth.
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DISCOVERY That content reaches new audiences through social platforms, algorithms, search, recommendations and sharing.
3
COMMUNITY Comments, conversations and shared experiences deepen relationships, provide validation and build credibility.
COMMERCE A seamless purchasing experience turns interest and trust into action with as little friction as possible.
Community Is Still the Competitive Advantage For all the attention given to algorithms and artificial intelligence, Griscom believes direct selling’s greatest differentiator remains community. Many direct-toconsumer companies invest enormous resources trying to build loyal customer communities through memberships, online groups, events and loyalty programs. Direct selling has been cultivating communities for generations. That existing infrastructure creates an advantage extending well beyond customer acquisition. Communities: n Generate trust; n Encourage retention; n Increase customer lifetime value.
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“They are what makes direct selling unique,” Griscom said. “Community gives you validation and retention.” Social commerce doesn’t replace community. It expands where community lives. Facebook Groups, WhatsApp conversations, Instagram communities and livestream audiences become extensions of the same relationship-driven model that has always defined direct selling.
AI Changes the Scale—Not the Strategy Artificial intelligence remains an integral part of the conversation but it’s not a replacement for human relationships. Instead of replacing human connection, AI removes repetitive work—editing video, analyzing performance, testing creative and personalizing customer experiences—so people can spend more
time doing what direct selling has always done best: building relationships. Vanderveen described organizations testing thousands of creative variations, optimizing landing pages, analyzing engagement and refining customer journeys continuously. No human team could process that volume of experimentation. For direct selling companies, the opportunity may be less about sophisticated technology than practical application. AI can: n Help create short-form content from longer
videos; n Personalize landing pages; n Identify high-performing creative; n Recommend which content to amplify and where
customers leave the purchasing journey. But perhaps most importantly, it can allow organizations to support far more creators without dramatically increasing corporate headcount. Technology doesn’t replace authentic storytelling, but it does make authentic storytelling easier to distribute, measure and improve.
The Changing Role of Corporate Perhaps the biggest organizational shift isn’t happening in the field. It’s happening at corporate. For years, marketing departments were primarily responsible for protecting the brand. In a social commerce environment, their role increasingly becomes enabling thousands of creators to tell compelling stories while preserving brand trust. That’s a very different assignment—one that requires investing in creator education, simplifying checkout experiences, reducing friction across platforms and providing systems that help distributors succeed where customers already spend time.
“Corporate has to build the engine,” Griscom explained. “That engine includes everything from easier mobile commerce and platform integrations to review generation, analytics and content support.” It may also require rethinking what behaviors companies reward. Some brands are already exploring incentives not only for purchases but also for activities that fuel social commerce—creating educational content, collecting reviews or building engagement that ultimately strengthens discovery. Equally important is a willingness to experiment. Platforms evolve rapidly. Algorithms change. Consumer behavior shifts. Companies that treat social commerce as a finished playbook risk falling behind organizations willing to test, learn and adapt continuously.
Modernizing Relationship Commerce Perhaps the most reassuring takeaway for direct selling leaders is that this transformation doesn’t require abandoning the industry’s identity. If anything, social commerce validates it. The broader retail market is discovering that trust, authentic recommendations and community drive purchasing decisions more effectively than traditional advertising alone. Those have always been direct selling’s strengths. The opportunity now is expressing those strengths in ways that feel native to today’s consumer. The companies seeing the greatest success aren’t inventing entirely new principles. They’re modernizing timeless ones. Trust still matters. Community still matters. Authentic recommendations still matter. What has changed is where those experiences happen and how quickly they spread. The brands that thrive won’t be those trying to force yesterday’s systems into today’s platforms. Instead, they’ll be the companies willing to redesign their businesses around discovery, empower their field as creators and treat community not as a legacy advantage. DSN
FOR MORE INSIGHTS & TAKEAWAYS, listen to or watch the Direct Approach podcast episode 141: David Vanderveen & Peter Griscom on Winning in the Social Commerce Era. d i r e c t s e l l i n g n e w s . c o m 4 9
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rom five years to EIGHT DECADES,
direct selling companies share what they’ve learned about resilience, reinvention
& lASTING success. BY LISA ROBERTSON
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ECO N O MY A N D A R A D I C A LLY D I FFE R E NT S H O PP I N G E NVI R O N M E NT.
A
crOss
categories, company sizes and business models, direct selling companies are
marking 5, 10, 15, 30, 55, 80—even more than 100—years in business. Some launched in a world of smartphones, social commerce and influencers. Others were selling person-toperson when families still gathered around the radio for news.
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THREE KEY TA K E A W AY S
1 / LONGEVITY IS EARNED, NOT INHERITED
Companies that endure continually reassess how they operate while remaining clear about the values, culture and purpose they refuse to compromise.
2 / MODERNIZE THE BUSINESS, AMPLIFY THE CONNECTION
AI, social commerce and digital tools are changing how direct selling works, but technology should act as a way to enhance human connection, not replace it.
3 / USE TODAY’S SUCCESS THAT RANGE FEELS PARTICULARLY NOTEWORTHY RIGHT NOW. Direct selling continues to evolve and find its footing in a new economy and a radically different shopping environment. Consumer expectations have shifted. Technology has transformed how products are discovered, purchased and shared. The gig and creator economies have dramatically expanded the options available to people seeking supplemental income. And the channel itself continues to rethink long‑held assumptions about what direct selling should be. There are real challenges in that transformation. But these anniversaries offer a real reminder of the channel’s viability and potential. Rather than simply celebrate the anniversaries, DSN wanted to understand what they represent. We spoke with leaders from companies at dramatically different stages of the journey. We asked what they’ve learned; what they’ve overcome; what they’re still trying to figure out; and—perhaps most importantly—what they’re doing now to ensure there are many more anniversaries ahead.
TO PREPARE FOR TOMORROW’S CHALLENGES
The strongest companies invest before they have to—in leadership, culture, infrastructure, innovation and financial discipline.
Earning Another Year There’s a temptation to view longevity as cumulative—as though every year in business makes the next one somehow more certain. But these leaders don’t see it that way. “Eighty years isn’t a number you inherit. It’s a number you re-earn every single year,” explained Ryan Reigle, Chairman and CEO of Regal Holdings, owner of Saladmaster. d i r e c t s e l l i n g n e w s . c o m 5 3
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greatest challenge to longevity I S PE R H A P S TH E
D E TE R M I N I N G W H AT M U S T E VO LVE— A N D W H AT M U S T N OT.
Michael “Hutch” Hutchison, Founder and CEO of inGroup, used remarkably similar language to describe his company’s first decade: “Anniversaries aren’t about celebrating another year—they’re about earning another year.” Amber Olson Rourke, Co-Founder and Co-CEO of Neora, agreed. “In this industry, longevity is earned.” For Rourke, 15 years validates the idea that a company can remain committed to purpose, principles and people while still having “the courage to keep reinventing itself.” At 30 years, Immunotec CEO Mauricio Domenzain sees longevity as proof of something equally fundamental: a foundation strong enough to withstand changing markets and trends. Immunotec began as a research company before becoming a direct selling company, and Domenzain credits that with fueling long-term stability. “That discipline is why we’re growing rapidly today.” Ambit Energy, celebrating 20 years, offers another perspective on what it means to endure. Chief Development Officer Eric Reisdorf points out that while electricity itself is an essential service, longevity in the category is anything but assured. “This is a complicated and challenging business, and Ambit’s longevity is a true testament to the ‘never quit’ mentality woven into the fabric of the brand.” At Bravenly Global, Founder and CEO Aspen Emry views longevity from the other end of the spectrum. The company is still relatively early in its story, but she already sees success less as a destination than a repeated choice. “Success isn’t measured by how quickly you grow, but that you keep showing up, keep serving, keep innovating and keep holding true to the values and commitment you had the very first day.”
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Taken together, those perspectives—from five years to 80—challenge the idea that longevity is something a company eventually achieves. It’s something a company continually proves. And while that proof looks different at every stage—surviving the fragile early years, turning momentum into durability or maintaining relevance across generations—the goal is ultimately the same: build a legacy without allowing legacy to become complacency.
Relevance Is Never Guaranteed Perhaps the greatest challenge to longevity is determining what must evolve—and what must not. Today’s direct selling companies operate in a vastly expanded competitive landscape. They’re not simply competing against one another. They’re competing with Amazon, TikTok Shop, affiliate marketing, the creator economy, gig work and countless other platforms offering convenience, products, income or attention.
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W h at M a k e s a C o m pa n y E n d u r e ?
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E ASKED LEADERS from this year’s milestone companies to finish one sentence:
“The key to building a company that endures is...”
“We can’t simply be ‘good for direct selling,’” Rourke shared. “We have to deliver a worldclass customer experience and a world-class entrepreneurial experience—period.” At 80 years, Saladmaster faces the same challenge but from a very different starting point. For most of its history, relationships began in kitchens and homes. Now, those introductions are just as likely to happen through a screen. “The kitchen table may have moved online, but trust must be earned the same way it always has,” explained Ayo Olaseinde, Saladmaster Board Chair. That tension—embracing technology without automating away the relationship—is one nearly every leader raised. Rourke calls Neora’s approach “high tech and high touch,” investing in AI, personalization and digital shopping while maintaining an equally strong focus on mentorship, events and community. “The companies that win the next decade will use technology to amplify people— not replace them.” Bravenly is tackling a similar balancing act at five years old: becoming more sophisticated operationally while maintaining simplicity for the field. Its investments in leadership, technology, education and infrastructure pass through one filter: Does this help the average person succeed? Vorwerk CEO Dr. Thomas Stoffmehl sees the same tension from the perspective of a company with more than a century of history as it celebrates the 55th anniversary of its flagship product, Thermomix. “We modernize the tools around direct selling. We do not remove the human connection that makes it successful,” he explained. At every stage of the journey, future proofing isn’t about abandoning the fundamentals. It’s about continually finding more relevant ways to deliver them.
Bravenly Global / Aspen Emry
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Building people and keeping your priorities straight. There is no space for ego in this.
inGroup International / Michael “Hutch” Hutchison
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Never believing you’ve already arrived. The moment a company stops learning, it starts declining.
Neora / Amber Olson Rourke
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Putting people first. To build something that lasts, you have to build around trust.
Immunotec / Mauricio Domenzain
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Earning trust every single day and proving it with results people can actually see.
VORWERK / Thermomix / Dr. Thomas Stoffmehl
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Staying close to people while never confusing longevity with standing still.
Saladmaster / Ryan Reigle
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Staying stubborn about what is working and humble enough to change almost everything else. d i r e c t s e l l i n g n e w s . c o m 5 5
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MEET THE M I L E S T O N E C O M PA N I E S
IF ONE THEME RIVALS ADAPTATION, IT’S CULTURE. NOT CULTURE AS A MISSION STATEMENT OR
A m bit Energy FOUNDED:
2006 HEADQUARTERS:
B raven ly G lob al
Texas
FOUNDED:
Energy
2020 HEADQUARTERS:
Florida PRODUCTS:
Health and Wellness
Culture as infrastructure. CORPORATE PERK.
PRODUCTS:
Im m u notec FOUNDED:
1996 HEADQUARTERS:
In G ro up FOUNDED:
2016 HEADQUARTERS:
Puerto Rico PRODUCTS:
Travel
Florida PRODUCTS:
Health and Wellness
VORWERK / THERM OM IX FOUNDED:
1883 / 1971 HEADQUARTERS:
N eo ra FOUNDED:
2011 HEADQUARTERS:
Texas
Germany US HEADQUARTERS:
Texas PRODUCTS:
Home Goods
PRODUCTS:
Personal Care and Wellness
S a ladm a ster FOUNDED:
1946 HEADQUARTERS:
Texas PRODUCTS:
Home Goods
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Built in the Hard Years Anniversaries naturally invite companies to remember their biggest successes. But some of the most consequential moments in these companies’ histories weren’t victories at all. They were crises. For inGroup, one came before the company had even properly launched. Just weeks before opening, its original cruise supplier unexpectedly withdrew. Hutchison now calls that moment “our first great blessing disguised as our first great crisis.” It forced the company to determine what kind of organization it intended to be before it had much of an organization at all. Years later, when the pandemic brought cruising to a halt, those lessons mattered. “Resilient organizations recover from adversity; they become better because of it,” Hutchison said. “Many of the challenges we would never have chosen became catalysts for some of our greatest improvements.” Neora offers another powerful example of resilience forged through adversity. The company emerged victorious from a seven-year legal battle with the Federal Trade Commission,
defeating all the agency’s claims in federal court. Rather than simply return to business as usual, Neora used the years that followed to continue evolving its model, including an emphasis on customer-first social commerce. By the end of 2025, the company reported 47 percent year-over-year sales growth. For Rourke, that experience reinforced a lesson that extends well beyond a courtroom. “Don’t confuse momentum with durability. Use the good years to build the infrastructure, leadership, product pipeline, financial discipline and culture you’ll need during the harder years.” Reisdorf recounted how a pivotal decision for Ambit Energy made before a crisis helped determine how well the company could weather it. The electricity provider was acquired by Vistra in 2019. Not long afterward, Winter Storm Uri disrupted the Texas electricity grid, sending wholesale prices soaring and putting several electricity companies out of business. “As an independent power producer, Vistra was the perfect parent company to ensure that Ambit would weather that storm and be well-insulated from future disruptions in the wholesale market.”
Immunotec’s 30-year story has been shaped by a different kind of discipline. Domenzain points to the company’s roots in scientific research as a driver of growth through changing wellness trends and market cycles. “The wellness industry chases trends. I chase truth, and I built this company to do the same.” Different challenges require different responses. But adversity seems to have taught these companies a common lesson: the decisions made when conditions are difficult often have far more to do with longevity than the decisions made when everything is going right.
Culture Is Infrastructure If one theme rivals adaptation, it’s culture. Not culture as a mission statement or corporate perk. Culture as infrastructure. At five years, Bravenly is already grappling with how to scale relationships. As companies grow, Emry acknowledged, senior leaders naturally become further removed from the people they serve. The challenge is finding intentional ways to keep those connections strong. “Protect your culture more aggressively than your growth,” she advises. d i r e c t s e l l i n g n e w s . c o m 57
C O V E R
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Milestone Anniversaries C O M PA N Y
YEARS
Bravenly Global
5
Amare Global
10
Cerule
10
Crunchi
10
FASTer Way To Fat Loss
10
inGroup/inCruises
10
Vida Divina
10
APLGO
15
Damsel in Defense
15
LifePharm
15
Neora
15
Vyvo
15
Ambit Energy
20
Sisel
20
NHT Global
25
World Financial Group
25
Giffarine Skyline Unity Co.
30
Immunotec
30
Nice & Bella
30
Golden Days
30
Diana
40
Longrich
40
NYR Organic
45
MIKI
55
Thermomix/Vorwerk
55
C’bon Cosmetics
60
JAFRA Cosmetics, US
70
National Motor Club
70
Shaklee
70
Saladmaster
80
Tupperware
80
Rena Ware
85
Avon
140
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Fifteen years in, Rourke has reached much the same conclusion. “Culture isn’t the soft side of business. Culture is a competitive advantage.” Products can be copied. Technology eventually becomes available to everyone. Compensation plans can be replicated. “But a high-trust community built over 15 years is extraordinarily difficult to duplicate.” At 30 years, Domenzain takes responsibility for culture personally. “Culture isn’t a poster on a wall. It’s something people feel the moment they walk in or log on,” he said. “I take that personally, and I protect it like a founder, not a caretaker.” At Ambit, preserving culture following its acquisition by Vistra has meant finding common ground between the two organizations. “This approach of competing with winning intention while never cutting corners aligns perfectly with the culture that fueled Ambit’s tremendous growth in the years leading up to the acquisition,” Reisdorf said. And at 80, Saladmaster provides a glimpse of what happens when culture must survive not just growth but generations of leadership. The company uses a shared vocabulary—Share, Build, Lead—that Olaseinde believes helps values endure because culture “doesn’t live in one person’s head. It lives in how every new person is welcomed in.”
If I Knew Then... One of the most interesting ways to understand longevity is to look backward. So, we asked each leader to imagine talking to the CEO of a company exactly five years behind them on the journey. What would they tell them? The answers were remarkably practical. At Bravenly, Emry would tell an earlier-stage leader to protect culture aggressively, stay present with the field and remain committed to the channel through its inevitable ups and downs. Rourke would remind leaders to stay close to the field, particularly as a company matures. “Your Brand Partners will often see changes in consumer behavior before they show up in a corporate report.”
Stoffmehl would offer a similar lesson from a much longer vantage point. “A CEO of a people business should never lose that connection. Reports and presentations are important. But they cannot replace personal interactions.” Hutchison would focus on leadership. “Don’t confuse business growth with leadership growth,” he said. “Businesses don’t outgrow their leaders. Leaders who keep growing create businesses that keep growing.” Saladmaster President Joe Loch would tell younger companies to establish credibility before investing too heavily in messaging. Independently validating what a product can do gives the field something more powerful than a marketing claim: a fact that can withstand scrutiny.
Future Proofing Starts Now Perhaps the most surprising thing about talking with companies celebrating anniversaries is how little time their leaders spend looking backward. They’re far more focused on what comes next. Their investments vary widely: AI and personalization; product innovation; digital tools; global expansion, supply chain flexibility, compensation, leadership development. But the underlying objective was remarkably consistent across time and category: build an organization capable of changing without losing its identity. Hutchison describes inGroup’s approach as investing simultaneously in leadership, systems and culture. “Leadership creates growth. Systems improve decision making. Culture creates longevity.” Ambit has also spent the past 18 months modernizing the technology supporting its
customers and websites. Reisdorf shared that the company is also investing more heavily in the front end of its compensation plan with the goal of creating earlier consultant success. While Vorwerk continues to invest in products, digital capabilities and international markets, Stoffmehl stressed that “future-proofing starts with listening—with understanding what advisors and customers need and how those needs are changing.” At Immunotec, investments span science, technology, manufacturing, digital tools, leadership development and global expansion. But when asked what is most important, Domenzain doesn’t hesitate: people. Emry agrees. “People assume future proofing starts with technology. I think it starts with leadership. Technology matters, but leaders capable of building trust, communicating clearly and developing others will always have value.” So, what’s the central lesson connecting companies separated by 75 years of experience? Future proofing isn’t predicting exactly what comes next. It’s knowing what can’t change while developing the willingness— and humility—to change almost everything else.
Playing for Keeps There is no formula that guarantees a fifth anniversary will become a 15th—or that 80 years will become a century. That’s particularly true in a channel navigating profound shifts in consumer behavior, technology, regulation and the way people work, shop and earn. But the companies celebrating milestones this year offer compelling evidence that direct selling’s fundamental value proposition remains viable—even as that value proposition continues to evolve. Stoffmehl sees that continued relevance as a reason for confidence in the channel itself. “Direct selling is not a model from yesterday. It has evolved with changing customer expectations and the realities of modern life.” Different milestones. Different challenges. Remarkably similar lessons. Don’t mistake momentum for durability. Don’t allow technology to replace relationships. Don’t sacrifice trust for speed. Protect the culture that made people want to join you in the first place. And never become so enamored with what got you here that you’re unwilling to change what will take you forward. DSN d i r e c t s e l l i n g n e w s . c o m 5 9
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PLE A SE NOTICE ME : WH AT COMMUNIT Y AC TUA LLY ME A NS T H E DATA B E H I N D D I R EC T S E L L I N G ’ S FAVO R I T E C AT C H P H R A S E
BY H E AT H E R C H A S TA I N / FOUNDER & CEO, BRIDGEHEAD COLLECTIVE
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DIFFERENT GENERATIONS WANTED DIFFERENT THINGS. BUT UNDERNEATH NEARLY ALL OF IT WAS THE SAME QUIET ASK:
please notice me.
O
U R L AST ST U DY ON GEN ER ATI ON AL R ESEARCH broke
this industry’s brain a little, in the best way. Before it, most of us were pitching the opportunity the same way to everybody—one script, one starter kit, one set of talking points—and hoping it resonated. That study proved it doesn’t really work that way. Together, we learned that Gen X responds to “you could earn an extra $1,000 a month” while Younger Millennials respond better to “an extra $250.” The exact same opportunity, with different value propositions and appeal depending on who’s listening. We learned that “mentor” is a word only half our field wants to be, while almost everyone wants a “trusted guide” and absolutely no one wants an “upline.”
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THREE KEY TA K E A W AY S
1 / EVERYONE WANTS TO FEEL SEEN
Community creates connection when customers and sellers feel personally recognized, understood and valued.
2 / DIFFERENT GENERATIONS EXPERIENCE COMMUNITY
We rebuilt how we think about precision positioning because of that data, and most of you reading this have probably already changed a script, a starter kit or a training module because of it. But there was a thread running through that entire study that we didn’t fully tease out with the initial research because it wasn’t the biggest story at the time. It was noteworthy but not actionable without additional insights. Still, it kept showing up in the retention data. Our youngest respondents said the single biggest reason they chose to stay with a business after the first three months wasn’t money— it was feeling like they belonged to a community that made them feel included. It showed up in recognition, where we learned that walking across a stage or a generic Facebook shoutout does almost nothing for younger generations compared to something that says, specifically, we see you and what you’re doing matters. Different generations wanted different things. But underneath nearly all of it was the same quiet ask: please notice me. Instinctively, I think we all probably recognize this underlying desire—especially those of us who have been doing this for decades. But what I wanted to better understand was, what does that all really mean? We hear about “community” and how important it is and pretty much every brand believes on some level that their community is their secret sauce.
DIFFERENTLY
Younger generations gain confidence and connection, while Gen X is more likely to find motivation through a strong community.
3 / THE RIGHT CADENCE MATTERS
Younger consumers welcome more frequent contact, while older generations often prefer to engage on their own terms. Personalize how often you show up—not just what you say.
But I have developed a passion for quantifying those instincts, identifying as objectively as possible what customers (and sellers) mean when they say, “community matters to me” or “I just love this community.” Because, until we can quantify it in some way, it isn’t actionable. And if it isn’t actionable, it can’t move the needle…then we’re just left talking to ourselves. d i r e c t s e l l i n g n e w s . c o m 6 3
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80% OF AMERICANS SAID THEY’D BE MORE LIKELY TO BUY FROM A DIRECT SELLER IF THAT SELLER WERE SOMEONE THEY ALREADY KNEW.
So, we decided to build on the formula that worked with generational insights, and we once again brought The Center for Generational Kinetics back and asked 1,000 Americans, ages 18 to 60, weighted to the US Census, exactly what they meant when they thought of Brand Community. What matters to them; how does it show up; how often (and, importantly, where!) did they want to engage with a brand. We intentionally separated customers and sellers in this study…more to come on customers later… but this is what sellers had to say about the kind of community they want companies to create and how they want to interact within them.
The Engine of Community Seventy-four percent of Americans told us a brand community has, at some point, made them feel personally understood or represented. Not entertained. Not rewarded. Understood. When we asked what actually matters to people about being part of a brand community in the first place, the strongest answers weren’t only about discounts or access, they were about being noticed: feeling personally recognized or appreciated; feeling a sense of belonging with other customers; and feeling part of something bigger than just buying a product.
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And it isn’t a nice-to-have for the casually interested. It’s most important to a brand’s best customers, the ones who shop online daily, the highest-value people in the entire study. Seventy-two percent said they’ve decided to buy from a brand specifically because of the experience, connection, or sense of community around it, not the product itself. This is where it gets specific to us. Eighty percent of Americans said they’d be more likely to buy from a direct seller if that seller were someone they already knew. And when we asked people to imagine themselves as a direct seller working for a company with a strong, active community, the top three feelings it produced—trust, confidence and connection—landed in a near-perfect three-way tie. No single emotional payoff dominated. But split that tie by generation and the picture changes. Younger Millennials are significantly more likely to say a strong community makes them feel more successful at building customer relationships, while Gen X is significantly more likely to say it makes them feel more motivated to sell.
OF AMERICANS TOLD US
74%
A BRAND COMMUNITY HAS, AT SOME POINT, MADE THEM FEEL PERSONALLY UNDERSTOOD OR REPRESENTED.
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THE COMMUNIT Y
PL AYBOOK F O U R WAY S TO T U R N C O N N EC T I O N I N TO AC T I O N . FOR CUSTOMERS n Start with the product.
Community grows through repeated positive product experiences. Make post-purchase check-ins about whether the product is working—not simply the next sale. n Prioritize YouTubE—BUT NOT AS A
BROADCAST CHANNEL. Forty-two percent of Americans told us YouTube is the #1 platform for connecting with their favorite brands, and it sees the strongest engagement of any channel we tested. But posting product videos isn’t what’s driving that number. It’s comments. It’s replies. It’s feeling like there’s an actual person on the other end. Answer as many comments as you can. Feature real customers, not just product shots. Post the stuff that makes someone feel let in. ACTION ITEM: Go look at your last ten YouTube posts. If none of them show a real customer or answer a real question in the comments, you’re using the one platform people want for community to broadcast at them instead.
FOR SELLERS n Know what motivates.
Community builds confidence for Younger Millennials but is more likely to motivate Gen X to sell. Tailor the message rather than relying on a universal pitch. n Match the cadence.
Roughly half of Gen Z wants seller contact weekly or more, while Gen X and Older Millennials are more likely to prefer reaching out themselves. Train sellers to adjust follow‑up accordingly.
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Being seen isn’t one feeling. For a 25-year-old, it’s proof they’re capable and builds confidence. For a 50-year-old, it’s fuel to keep going. Same community, delivering two different outcomes, depending entirely on who’s engaging with it. However, this is where the art comes in and trumps the science. It’s not enough to be seen. People need to be seen on their own terms, at their own frequency. Right now, most of us are guessing at that instead of asking. So, what does the data show?
How Often Is Too Often? We asked Americans how often they’d ideally want to hear from a direct seller they’re interested in buying from. Younger Gen Z and Older Gen Z—51 percent and 49 percent—want contact once a week or more. Older Millennials and Gen X—37 percent and 31 percent—are far more likely to only want to hear from you when they choose to reach out. That’s not a small gap. Those are meaningfully different definitions of respectful and welcome communication. It shows up again once people are engaging with community. Among Americans who already consider themselves active participants, YouTube alone sees 56 percent of them wanting daily or near-daily engagement, more than any other channel we tested. Being seen on that platform means showing up constantly. Being seen somewhere else, for someone else, might mean showing up rarely but really mattering every time you do.
IT’S NOT ENOUGH TO BE SEEN. PEOPLE
seen on their own terms, AT THEIR OWN NEED TO BE
FREQUENCY.
ACTION ITEM: Stop treating “how often should we reach out” as one company-wide setting. Segment your communication cadence the same way you’ve already learned to segment your messaging, by generation at minimum. And build in a real opt-in mechanism for the people telling you, clearly, that less is more. If the first study taught us that direct selling can’t talk to everyone the same way, this study goes a layer deeper. Everyone still wants the same underlying thing—to be seen, to matter, to feel like a real person is paying attention to them and not just their wallet. They just need it delivered completely differently depending on who they are.
As we share out more of these findings, the result will be a Community Playbook. Something that lays out how to build a community that makes people feel seen; how to engage with it at the cadence each generation wants; and how to leverage all of it—with both customers and sellers. I believe that will be the one thing that can finally differentiate your company…for real, not just for rhetoric. I’ll be walking through pieces of this live on stage at DSU this fall. For now, the smallest version of the action item is this: look at how your company currently makes people feel noticed and put yourself in their individual shoes. Ask yourselves—and then ask them—is this working? Do they feel seen? Cared for? Noticed? Important? Because that feeling of belonging has always contributed meaningfully to growth and momentum in this channel. Consumers and sellers are looking for a brand that sees them. You can create the company—the community—that delivers on that promise. DSN
With 20+ years of cross-functional experience in direct selling, HEATHER CHASTAIN brings a solid understanding of sales, marketing, technology, manufacturing, operations and C-Suite challenges as well as a strong collaborative and relational style of leadership to the table. Heather has held executive roles at Shaklee, Arbonne International, Celebrating Home and BeautiControl. Heather is the Founder & Chief Executive Officer of Bridgehead Collective. d i r e c t s e l l i n g n e w s . c o m 6 7
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VERYTHING we think you (and your field) should be reading, listening to and utilizing in order to stay engaged, informed and one step ahead. BY CHELSEA HUGHES
AU T H O R /
Craig A. Fleming Craig A. Fleming rose from a door-to-door sales representative to CEO of seven companies and founder of Direct Sales Experts, a leading executive search firm serving the industry. In 2026, Fleming released several timely books, including Leadership Development, a practical guide to building people, culture and enduring organizations; Direct Sales Advantages, exploring 150 distinct benefits of direct selling; and Unwritten Rules of Leadership, revealing behaviors that distinguish high-trust, high-impact executives.
A I TO O L /
T EA M G I F T /
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“
6 WORDS TO LEAD BY:
There are two ways of exerting one’s strength: one is pushing down, the other is pulling up. — B O O K E R T. WA S H I N G T O N
WEBSITE /
JillKonrath.com As a recognized thought leader, international speaker and bestselling author of four award-winning books, Jill Konrath has spent decades developing strategies that help sales professionals win more business and navigate today’s rapidly changing world of commerce. Her website offers a wealth of practical, immediately free resources covering everything from prospecting and value propositions to productivity and mindset, giving your field actionable ways to sharpen their approach and build stronger sales habits.
AU D I O B O O K /
The High 5 Habit: Take Control of Your Life with One Simple Habit BY MEL ROBBINS
In network marketing, confidence can shape everything from prospecting and follow-up to handling rejection and staying motivated through entrepreneurship’s inevitable ups and downs. In
N EWS L ET T E R /
1% Better
B Y C O L B Y K U LT G E N
What if getting 1% better each day could transform the way you work, lead and grow? That idea is at the heart of entrepreneur, writer and life-long learner Colby Kultgen’s 1% Better—a free, weekly
The High 5 Habit, Mel Robbins offers a simple, practical approach
newsletter that delivers five handpicked
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ideas, insights, tools and resources worth
encourages listeners to challenge personal doubt, stop overthinking and take consistent action toward goals. As an audiobook, it’s an especially motivating companion for people on the go, reinforcing the mindset and self-belief required to succeed.
knowing. Each issue of 1% Better gives readers a shortcut to valuable information that can spark new ideas, improve productivity, sharpen decision making and fuel continued growth. DSN
d i r e c t s e l l i n g n e w s . c o m 6 9
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I N T E R N AT I O N A L FO C U S
O M N I L I F E
INTERNATIONAL FOCUS /
OMNILIFE Bets Big on the US Market BY JENNY VETTER
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RESIDENT AND CHIEF EXECUTIVE OFFICER AMAURY
VERGARA ZATARAIN doesn’t talk about OMNILIFE’s new US headquarters in terms of square footage or supply chain capabilities. He talks about belief—his family’s belief in the market; in the direct‑selling model; and their
community’s ability to take OMNILIFE to a new stage of growth. On August 14, that belief took physical form when Amaury and his team officially opened OMNILIFE Innovation Park, a complex that brings together corporate offices, manufacturing facilities and a logistics hub in Allen, Texas.
d i r e c t s e l l i n g n e w s . c o m 73
I N T E R N AT I O N A L FO C U S
O M N I L I F E
N
FOUNDED:
1991 US HEADQUARTERS:
Allen, TX TOP EXECUTIVE:
Amaury Vergara Zatarain / CEO PRODUCTS:
Health and Wellness
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OW THAT THE RIBBON HAS BEEN CUT AT OMNILIFE’S $64 MILLION MULTI‑BUILDING PROPERTY, the 35-year-old company has officially opened its third manufacturing facility worldwide, alongside operations in Mexico and Colombia. The total investment covers the acquisition of the land, the construction of the corporate and production buildings, logistics infrastructure, the implementation of specialized technology and equipment as well as spaces designed to accommodate the operation’s future growth. This new Texas campus represents a significant financial and logistical investment in the company’s US operations but also symbolizes meaningful belief in OMNILIFE’s community of more than seven million customers and distributors. For many years, US distributors have built thriving businesses through their stories, their families and their communities. This new facility embodies that effort and reflects a vision that has guided OMNILIFE since its founding: to grow through its own infrastructure, closeness and conviction.
“
It’s a way of telling our distributors we’re here; we believe in you; and we’re building the capabilities needed to continue growing together. —A M A U RY V E R G A R A Z ATA R A I N / C EO
“For our distributors, this represents a very important institutional backing,” Amaury shared. “It means being able to demonstrate that OMNILIFE not only markets its products in the United States but also invests, builds capacity, develops expertise and prepares to compete in the long term from within the market itself. It’s a way of telling our distributors we’re here; we believe in you; and we’re building the capabilities needed to continue growing together.” OMNILIFE Innovation Park is more than a plant or corporate headquarters. The Allen, Texas location will be home to two buildings: one will house corporate operations and manufacturing, with a second designed for long-term expansion, giving the company options to accommodate future growth.
The company sees this new US home as a comprehensive platform that unifies its institutional presence, manufacturing, distribution, products and brands, designed to connect more intimately with US consumers. It also places OMNILIFE deep within the US market, giving the company the opportunity to raise its standards and deepen its understanding of one of the most competitive and demanding business environments in the world, particularly within direct selling. But, as Amaury explains, the knowledge gained at this new campus is not intended to remain solely in the United States. “It can strengthen OMNILIFE’s product development, communication, processes and decision-making in other markets, including new international opportunities.” d i r e c t s e l l i n g n e w s . c o m 75
I N T E R N AT I O N A L FO C U S
CLOSER TO THE CONSUMER AND THE SCIENCE OMNILIFE will be tangibly connected to US distributors through this new facility—but it will be closer to new customers, too. This new proximity will allow the company to better understand US consumers, with a better understanding of their habits, preferences and expectations. One near‑term aim is clearer product labeling designed for American customers, which will include adapting certain brand names to make them more relevant and understandable in the local market, without altering the essence or functionality of the formulas. The new facility also opens the door to deeper collaboration with outside experts. OMNILIFE is in early discussions with specialists, researchers and universities to study its finished products and build additional evidence to support the science behind its ingredients—work that is still taking shape and will move forward within the appropriate academic, technical and regulatory guidelines. “Our goal is for Allen to serve as a key link between OMNILIFE’s global expertise and the opportunities offered by one of the most advanced markets in our industry,” Amaury said.
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PEOPLE TAKING CARE OF PEOPLE For Amaury, OMNILIFE’s legacy philosophy of “people taking care of people” means that every growth decision is rooted in human value, not just operational value. He’s excited to show both the local community and broader OMNILIFE family how this new space puts this philosophy to work through more connection with area distributors and customers, new local jobs, environmentally responsible construction and an opportunity for the company to build long-term relationships with local suppliers and vendors. “For our distributors and consumers, this means bringing them closer to our products, service, expertise and a company that is better equipped to serve them,” Amaury explained. “For those who will be part of the plant, it means building an operation with defined processes, adequate facilities, training and a culture that prioritizes quality, safety and personal development.”
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Our next chapter is not about replacing what we have built in Mexico or Colombia, but rather about expanding our global platform. —A M A U RY V E R G A R A Z ATA R A I N / C EO
The project incorporates high-efficiency electrical systems, LED lighting, extensive green spaces, water conservation practices and building materials designed to optimize energy consumption. The manufacturing operations will create 14 direct jobs and support an organization of more than 100 indirect jobs related to service and supply providers. THE CORNERSTONE OF A BROADER VISION OMNILIFE Innovation Park does more than give the company a US address. The Allen campus brings corporate operations, manufacturing, distribution and quality control together under one roof, with room built in for the innovation and collaboration capabilities OMNILIFE is developing next. Allen’s connectivity to the rest of the country, its industrial growth and its long-term value made the location a strategic choice for a facility built to serve as a hub, not just a headquarters. Before this project, OMNILIFE’s US operation relied on leased space and a supply chain sourced primarily from Mexico. But owned infrastructure adds something that leased space couldn’t: proximity to the market, operational flexibility and business continuity. As the business evolves, Amaury says the campus also leaves room to grow into new product lines. That hub status matters beyond logistics. As a US-based operation, OMNILIFE Innovation Park positions the company to connect authentically with both its Latino distributor base in the US and a broader American market—two audiences the company has historically had to reach from a distance.
“Our next chapter is not about replacing what we have built in Mexico or Colombia, but rather about expanding our global platform,” Amaury shared. Looking ahead, he sees Allen as more than a milestone. “In five or ten years, we would like to look back at Allen and recognize it as the place from which OMNILIFE deepened its connection with the United States; expanded its global reach; and demonstrated that a company born in Mexico can evolve, compete and continue to take care of people without losing its essence.” DSN d i r e c t s e l l i n g n e w s . c o m 7 7
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FARMASI: Defining Wellness Through a Connected Global Ecosystem
W BY JENNY VETTER
HEN FARMASI WAS LAST IN THE DSN SPOTLIGHT IN 2021, the company
was only two years into its North American journey, bringing over 75 years of international success to its US launch. Over the last five years, the FARMASI story has evolved: from an international beauty and skincare brand to what its leaders describe as a “modern global wellness community” that offers a unique combination of wellness, entrepreneurship, innovation and connection for more than 500,000 FARMASI Influencers in
FOUNDED:
1950 US HEADQUARTERS:
Doral, FL TOP EXECUTIVES:
Sinan Tuna, CEO Emre Tuna, President Gokcen Faiz, SVP Sales & Marketing (US/Canada) P R O D U C T C AT E G O RY:
Wellness & Beauty
60 countries worldwide.
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Last year, with over $600 million in global revenue, FARMASI ascended to #11 on
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Our heritage is reflected less in our age and more in how we make decisions. —EMRE TUNA / PRESIDENT
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the DSN Global 100, marking a significant leap forward for the company. Brothers Sinan Tuna and Emre Tuna, third-generation leaders of FARMASI and strategists behind the company’s global expansion, are energized by this new chapter for their family-owned business, because they know that this is just the beginning.
The Legacy While the FARMASI story has changed as the company expands to address a broader range of customer needs, including nutrition, beauty, personal care and wellness, its values haven’t. A new generation of leadership has come to the forefront to make grounded, strategic decisions. As Emre explained, “Our heritage is reflected less in our age and more in how we make decisions.”
The values established by FARMASI’s founder, Dr. Cevdet Tuna, continue to guide the current leadership team: staying close to people, listening carefully and creating products and opportunities that genuinely improve everyday life. Today, these values impact everything from product development and training to technology investments and market expansion. Sinan and Emre have combined that legacy stability with a modern mindset, evolving FARMASI’s digital capabilities, social selling model and wellness portfolio while remaining grounded in the principles that have guided their family’s company for more than 75 years. “As a third-generation family-owned-andoperated company, we have the ability to think long term,” Sinan shared. “We’re not focused on quarterly trends. We’re focused on creating value for our community, investing in innovation, strengthening our infrastructure and building a business that can continue growing for decades.”
The Ecosystem The shift from product offering to global ecosystem was a gradual one, but it’s changed the FARMASI story forever. The company has leveraged technology to weave the FARMASI lifestyle into customers’ and Influencers’ everyday lives, including live events, a mobile app and an intuitive shopping experience—all powered by FARMASI X, the company’s wholly owned technology subsidiary, which develops automation and digital solutions that support growth at scale.
The company’s global field community spans entrepreneurs, creators, wellness enthusiasts and leaders across more than 60 countries. The connection across all of these FARMASI influencers is strengthened through modern digital tools, social commerce initiatives including TikTok Shop and a business model designed for today’s consumer and creator economy. For customers, FARMASI believes that wellness goals start with the daily choices that position people for success, so they intentionally incorporate lifestyle recommendations into every purchase and customer experience. d i r e c t s e l l i n g n e w s . c o m 81
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Sustainability isn’t about chasing momentum. It’s about creating lasting value. — S I N A N T U N A / C EO
The Strategy
FARMASI customers are supported beyond their purchase through FARMAFIT Club, the brand’s wellness and fitness community, and the FARMAFIT App, which provides exercise, nutrition and mindset support designed to help individuals build sustainable habits and achieve long-term wellness goals. Another critical part of the company’s ecosystem is FARMACITY, the company’s vertically integrated beauty and wellness innovation campus, where research, development, manufacturing, packaging and distribution come together under one roof. “Because we oversee research, development, manufacturing, packaging and distribution, we can move quickly, maintain quality and bring innovation to market efficiently,” Sinan said. “The FARMASI story is larger than products. It’s about providing innovative wellness solutions, a global community and a modern entrepreneurial opportunity that gives people greater confidence, flexibility and freedom.”
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A thriving ecosystem. An expansive global footprint. An invigorated and growing field. FARMASI has tremendous momentum in its latest chapter, but what’s next? Emre and Sinan are preparing for more growth, but in this season, the focus is on strengthening existing markets over opening new ones. “Our strategy is centered on sustainable, infrastructure-driven growth,” Emre explained. “We believe the future belongs to companies that can combine wellness, community, technology and entrepreneurship into a single ecosystem, and that’s where we’re investing. While we will continue expanding into select new markets, our primary focus is strengthening our presence in the markets where we already operate and investing in sustainable infrastructure to support long-term success in every new market we enter.” Mexico is a perfect example of this strategy in motion. Officially launched in 2021, Mexico has become one of FARMASI’s most successful markets and will host the entire FARMASI family this year to celebrate the market’s fifth anniversary with a major event at Estadio Alfredo Harp Helú, reflecting the strength of the community and the opportunity the company has built there. Launched in the same year, Canada has grown as well and is served by a dedicated warehouse in Buffalo, New York that opened in 2025 to support the company’s growing footprint across North America. FARMASI’s value chain control, within the fullness of the FARMASI ecosystem, is strengthening the opportunity for current Influencers and attracting prospective entrepreneurs to the brand.
Today’s digital-first customers and social-first entrepreneurs expect the kind of innovation that FARMASI offers: relevant, impactful and constantly updated. But when that innovation meets FARMASI’s legacy of 75 years of international success, a third-generation family at the helm, a debt-free balance sheet and a track record of turning momentum into staying power, the opportunity becomes unparallelled.
The Horizon As FARMASI looks ahead, armed with a strategy rooted in sustainable growth, leadership sees significant opportunities that will delight both customers and Influencers, creating the kind of long-term value that the company is committed to. On the product front, innovation around FARMASI Nutrition, powered by its NUTRIPLUS and NUTRIPLUS+ lines, will continue, expanding the already broad nutrition-focused portfolio.
“Sustainable growth begins with relevance,” Sinan explained. “What gives us confidence is that we’re already seeing our approach resonate with consumers and entrepreneurs in ways we haven’t experienced before. People are responding to a model that combines wellness, community, digitalfirst entrepreneurship and meaningful opportunity in a way that feels highly relevant to today’s lifestyles. For us, sustainability isn’t about chasing momentum. It’s about creating lasting value. When customers love the products, entrepreneurs feel supported and communities continue to grow together, success becomes much more durable over time.” “We’ve accomplished a great deal over the last few years,” Emre agreed. “But we believe we’re still in the early chapters of the FARMASI story.” DSN d i r e c t s e l l i n g n e w s . c o m 8 3
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Getting to Done The real promise of agentic AI may be shortening the distance between a good idea and a solution.
BY BRIAN PALMER
/ P R E S I D E N T, FLU I D S T U D I O S
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TH E B I G G E R O PP O R T U N IT Y M AY B E M OVI N G FR O M A I TH AT TE LL S YO U R TE A M W H AT N E E D S
AI that actually completes portions of the work. TO B E D O N E TO
A
LOT OF THE CONVERSATION AROUND AI HAS CENTERED ON HELPING PEOPLE WORK FASTER. Generate a caption. Create a graphic. Summarize a document. Research a question. Those applications are useful, but they may only scratch the surface of what AI can mean for direct selling companies. The bigger opportunity may be moving from AI that tells your team what needs to be done to
AI that actually completes portions of the work. That distinction becomes particularly important for lean corporate teams where bandwidth—not ideas—is often the biggest obstacle to moving an initiative forward. International expansion is a good example. What does it take for a direct selling company to open a new market? The answer usually involves far more people, research and coordination than it appears from the outside. d i r e c t s e l l i n g n e w s . c o m 8 5
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It is changing where their time is spent. Where the Time Goes Legal must determine whether the market requires a cooling-off period and what consumer protections apply. Tax needs to understand how VAT should be displayed and whether invoices are required. Compliance has to determine what disclosures the storefront needs and which privacy requirements apply. Operations must identify the necessary enrollment information and available payment methods. Then all of that research must become something tangible. Disclosure pages need to be created. Tax displays and enrollment forms have to be configured. Checkout needs to reflect the
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appropriate payment options. Technology has to make each of the pieces work together. The problem isn’t that any one department is moving too slowly. It’s that several kinds of expertise are required, often in a specific sequence, before the company has enough information to build anything. An opportunity can remain on the wish list for months simply because the organization doesn’t have the bandwidth to determine whether it is worth pursuing. That is where agentic AI becomes interesting.
CO R P O R ATE TE A M S AREN’T SHORT ON IDEAS.
They’re short on the time required TO From Answers to Action Most companies are already familiar with AI that can research a question, summarize information or recommend next steps. Agentic AI takes the concept further by acting on those instructions. Consider the market-entry example. Rather than simply identifying a country’s cooling-off period, VAT requirements, disclosures and payment options, an agent working from country requirements that have already been curated and verified could use them to configure elements of a storefront. The output is something built—disclosure pages drafted, enrollment fields set, a checkout that reflects the market—sitting there waiting for the team to review. The distinction matters. The AI isn’t replacing the lawyer, tax professional or compliance officer. It is changing where their time is spent. Instead of having experts devote hours to gathering information and coordinating routine implementation, the technology can help move the process toward something tangible that they can evaluate. Legal can determine whether the disclosures are correct. Tax can validate the configuration. Compliance can identify anything that needs to change. The judgment calls remain with the people qualified to make them. That creates a very different role for AI. The objective isn’t simply to produce information faster. It is to reduce the research and assembly standing between an idea and a decision.
Beyond Market Expansion The same principle can apply far beyond opening a new country. Launching a TikTok Shop, deploying WhatsApp commerce where the representative already owns the chat or integrating a back office system can all require significant coordination across departments before a company even knows whether an idea is viable. Agentic AI has the potential to compress that process by helping teams move more quickly from concept to something they can actually evaluate. Instead of spending months debating a hypothetical initiative, teams may be able to review a working model, identify problems and determine whether the opportunity deserves further investment.
R E S E A R C H , CO O R D I N ATE , B U I LD A N D TE S T TH O S E I D E A S .
That matters in direct selling because many corporate teams aren’t short on ideas. They’re short on the time required to research, coordinate, build and test those ideas while continuing to run the existing business.
Getting Hours Back Direct selling already has something most D2C brands spend millions trying to manufacture: a distribution channel made up of real people who believe in what they sell. Generating more captions or graphics doesn’t necessarily strengthen that advantage. Giving corporate teams more capacity might. The opportunity is to shorten the distance between “we should try this” and “we have enough information to make a decision.” When routine research and execution can be accelerated, people can spend more of their time applying the experience, context and judgment technology cannot provide. That is why the most useful question to ask about an AI tool may not be simply what it knows. Ask what it can actually do. Does it give your team another plan to execute, or can it complete repeatable work and return something your experts can evaluate? The goal isn’t to remove people from important decisions. It is to remove some of the work standing between them and those decisions. For direct selling companies operating with lean teams and increasingly complex technology, that may be where AI creates its greatest value. DSN
BRIAN PALMER is President of Fluid Studios. Fluid builds commerce technology for direct selling companies, including agentic tools that help lean teams open new markets and channels. d i r e c t s e l l i n g n e w s . c o m 87
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Shaping What Comes Next
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IRECT SELLERS CHOOSE independent work and opportunities beyond traditional employment. When government considers policies affecting that choice, the people who made it should be part of the conversation. That principle takes on greater urgency this fall. The midterm elections could change congressional leadership, committee priorities, oversight and relationships with federal agencies. Washington may look different after Election Day, but the people affected by its decisions will remain the same. The DSA team has spent 2026 preparing the channel for change by strengthening its ability to build relationships and bring direct sellers into the rooms where their future is debated. The goal is not to speak for them. It is to make sure they can speak for themselves. That’s why, in September, more than 120 direct sellers carried that message into meetings with legislators in Washington. They came as constituents and small business owners. They spoke about independence and urged support for H.R. 3495, the Direct Seller and Real Estate Agent Harmonization Act. Those meetings also brought to life the purpose of DSA’s America at 250: Direct Selling, An All-American
DAVE GRIMALDI
CEO of the US Direct Selling Association
Story initiative. The effort gives direct sellers a platform to educate the world about why they exercised their right to choose independence and this channel. In Washington, policymakers heard those explanations directly from the people who made that choice. At the same time, state-level pressures continue. California’s PAGA remains a DSA target, while Delaware’s HB 162 raises unresolved questions affecting legitimate direct selling. Those challenges will not pause for an election. Only weeks after Election Day, DSA’s Legal & Regulatory Conference will bring industry leaders together with policymakers, regulatory officials and legal experts. The midterms will tell us who holds power. L&R will help executives understand how that power may be exercised; how federal changes intersect with state threats already in motion; and what it means for their companies and fields. Elections change institutions. They do not change the importance of individual choice. Whatever Washington looks like after the midterms, the DSA team will continue showing up early, bringing the right people into the room and ensuring that direct sellers remain part of shaping what comes next. DSN
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SUPPLIER DIRECTORY
Businesses Supporting Your Business LOOKING TO BECOME more efficient and effective? Consider bringing in an outside resource and relying on their expertise. The companies on the following pages are proven partners to direct selling companies. They understand the challenges you face—and have the experience and expertise to help you
LPT is a payment platform designed to support direct selling companies globally. Our services include: Global connectivity to 150 countries in 50 currencies, including direct connectivity to most alternative payment types, secure tokenization, customized fraud solutions, including our proprietary Fraudhawk™, advanced reporting tools, and online dispute management.
PAYQUICKER 400 Linden Oaks, Suite 320 Rochester, NY 14625 844-258-3006 payquicker.com PayQuicker is the leading global payout provider to direct selling organizations. Instantly make secure and compliant payouts to your field in local currency across the globe with our award-winning solution that provides the largest selection of flexible and modern spend options.
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WORLDPAY 8500 Governors Hill Drive Cincinnati, OH 45249 866-622-2390 worldpay.com Worldpay powers businesses of all sizes to make, take, and manage payments. Whether online, in store or mobile, you’ll find Worldpay at the heart of great commerce experiences globally.
CONSULTANTS/M ANAGEMENT
901 Sam Rayburn Hwy Melissa, TX 75454 sales@lpt.io lpt.io
COMMISSION PAYMENT SERVICES
LPT
CONSULTANTS/M ANAGEMENT
COMMISSION PAYMENT SERVICES
solve them.
LACORE COMMERCE 901 Sam Rayburn Hwy Melissa, TX 75454 801-891-5873 lacorecommerce.com At LaCore Commerce, we turn your Amazon chaos into control—and your brand into a revenue machine.With $200M+ in sales managed and thousands of unauthorized sellers and listings removed, we’re the go-to partner for 50+ direct selling companies. If you’re tired of losing control on Amazon, let’s fix it—for good.
I N S I G H TS
GOBI INSIGHTS 90 W 500 S Bountiful, UT 84010 877-359-1870 gobi-insights.com Gobi Insights optimizes post-checkout e-commerce operations for direct selling companies. Using its CARO process, Gobi identifies cost-saving opportunities in payments, sales tax, fulfillment, and more—enhancing efficiency and profitability without requiring changes to the existing e-commerce platform.
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STRATEGIC CHOICE PARTNERS 2201 Long Prairie Road, Suite 107-316 Flower Mound, TX 75022 407-891-9265 strategicchoicepartners.com SCP offers the most holistic consulting services specific to direct selling companies today. We’ve worked with more than 70 companies over the last three years alone, and served more than 250 years collectively in the industry.
CITCON USA LLC. 2055 Gateway Place, Suite 500 San Jose, CA 95110 808-647-4409 citcon.com Citcon delivers innovative, reliable payment solutions enabling merchants to accept over 150 global mobile wallets and alternative methods via one single API. Our unified platform simplifies local to local, cross-border, online, in-store, and mobile transactions, enhancing security, speed, and customer satisfaction.
runa.io Leading fintech, Runa, provides the infrastructure powering payouts to 5 billion+ consumers across 190+ countries. Businesses instantly transfer funds to cards, wallets, or through gift cards, boosting revenue & simplifying transactions. Based in London & New York, Runa is backed by leading investors.
727 N 1550 E, 3rd Floor Orem, UT 84097 877-551-5504 nex.io Nexio simplifies and accelerates payment processing in the Direct Sales Industry. Nexio offers swift deployment to distributors, streamlined payment operations and seamless integration with software solutions allowing you to navigate payment complexities with ease and confidence.
LACORE LOGISTICS 900 Wilmeth Road McKinney, TX 75069 214-817-4802 lacorelogistics.com LaCore Logistics provides distribution and order fulfillment services. Our highly automated distribution center provides both domestic and international directto-consumer shipping solutions. We offer omni-channel fulfillment solutions ranging from marketplace fulfillment for leading marketplaces to business-to-business fulfillment for leading retailers.
GLOBAL ACCESS, LLC 2889 W Ashton Blvd, Suite 350 Lehi, UT 84043 801-420-9200 globalaccess.com
QUICKBOX FULFILLMENT
Global Access provides end-to-end international shipping solutions for direct selling companies, specializing in cross-border logistics, duties and taxes, compliance, and technology. Our platforms streamline global fulfillment, reduce costs, and ensure seamless delivery to customers worldwide.
MINER GROUP LLC NEXIO
DISTRIBUTION/FULFILLMENT/LOGISTICS
RUNA
11905 Sara Road Laredo, TX 78045 956-712-8842 minergroup.net Miner Group LLC offers solutions for the Mexican Market! For over 30 years, we have helped companies expand to or optimize their operations in Mexico. We offer product and ingredient evaluations, customs clearance, regulatory compliance, label translations, and logistic services for the Mexican market.
11551 E 45th Ave. Unit C. Denver, CO 80239 720-990-5642 quickbox.com QuickBox is an omnichannel 3PL partner for high-growth eCommerce and B2B brands shipping 10,000+ orders monthly in health, wellness, beauty, nutrition, and supplements across DTC, retail, and Amazon.
E-COMMERCE FULFILLMENT
Checkout.com is a global payments platform built for performance. In a complex, fast-changing industry, we provide the technology and expertise to help you thrive—one transaction at a time. Trusted by leading brands like Sony, Wise, and GE Healthcare, we turn payment challenges into opportunities for innovation.
CREDIT CARD/PAYMENT PROCESSING
40 10th Ave. New York, NY 10014 tyler.chapman@checkout.com checkout.com
CUSTOMS CLE AR ANCE, EXPORTS, LOGISTICS
CREDIT CARD/PAYMENT PROCESSING
CHECKOUT.COM
BLOO KANOO 827 W 525 Highlake Rd., Suite 628 Winfield, IL 60190 blookanoo.com Bloo Kanoo empowers direct selling distributors with interactive livestream shopping, enabling real-time engagement, product demonstrations, and seamless purchasing. Our platform blends online and in-person experiences, helping distributors build authentic connections, boost sales, and enhance customer confidence through shoppable video commerce.
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1701 Clint Moore Road Boca Raton, FL 33487 800-523-2682 mig.cc
6380 Silver Sage Dr. Park City, UT 84098 dianna@adimeetings.com 321-423-7229 adimeetings.com
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Founded in 1979, Multi Image Group (MIG) is a women-owned, family-run creative event production company fueled by innovators, strategists, and technologists who craft custom live, hybrid & virtual experiences for some of the world’s biggest brands.
ADI Meetings & Events is a women-owned global corporate incentive travel, meetings, and event management company. We curate once-in-a-lifetime experiences for your attendees, connecting top achievers to your brand while understanding and meeting the needs of your industry.
Fresh. Exciting. Bold. Your field deserves the best and we help you deliver. Out-of-the-box creative production with experienced show management. We execute on budget and make you look AMAZING!
LEGAL AND COMPLIANCE
MULTI IMAGE GROUP
ADI MEETINGS & EVENTS
5840 Red Bug Lake Road, Suite 140 Winter Springs, FL 32708 407-915-9060 katapultevents.com
82625 S. Wilson St., Suite 101 Tempe, AZ 85282 480-945-4631 merestone.com Merestone is an award-winning production company with 50 years of expertise, specializing in creative services, trade show design, scenic fabrication, and cutting-edge audio-visual and lighting solutions to create immersive, high-impact brand experiences at events worldwide.
Ordergroove is the leading subscription platform for direct selling brands, driving predictable, recurring revenue. The world’s largest and fastest-growing brands like Juice Plus+, Plexus Worldwide, and Metagenics rely on Ordergroove’s seamless and frictionless subscription experience to maximize customer lifetime value.
KATAPULT EVENTS
MERESTONE
DIRECT SALES EXPERTS INC. EXECUTIVE SEARCH 8305 Via Vittoria Way Orlando, FL 32819 craig@directsalesexperts.com 407-489-3351 directsalesexperts.com Direct Sales Experts is a highly confidential Global Executive Search Firm with over 50,000 top direct sales executives on file. Let us help you find A Players to grow your business.
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PAYMENT OPTIMIZ LEGAL AND ATION COMPLIANCE M ANAGEMENT
382 NE 191st Street, Suite 56661 Miami, FL 33179 marketing-team@ordergroove.com ordergroove.com/industry/direct-selling
EVENT PRODUC TION
ORDERGROOVE
EXECUTIVE RECRUITMENT
EVENT M ANAGEMENT
E-COMMERCE FULFILLMENT
SUPPLIER DIRECTORY
HANNA SHEA 844-344-7177 hannashea.com Since 2007, Hanna Shea Executive Search has been the go-to search firm in support of the direct selling industry. Hanna Shea finds top talent for companies in need of building or improving an executive leadership team for organizational success.
MOMENTUM FACTOR 4801 Spicewood Springs Rd., Suite 250 Austin, TX 78759 512-690-2134 momofactor.com Momentum Factor is a leading digital risk management firm specializing in online compliance monitoring and global online reputation management services for the direct selling industry. Our passion and mission are to protect companies from the brand and regulatory risks associated with online and social media technologies.
FLEXPAY 410 Saint Nicolas St, Suite #007 Montreal, QC H2Y 2P5 817-300-1996 flexpay.io FlexPay is the leading failed payment recovery platform for auto-ship and recurring payment businesses. FlexPay’s innovative platform uses multiple technologies to achieve the highest failed payment recovery rate, resulting in reduced involuntary churn and faster revenue and profit growth.
Apptor.AI powers AI-driven messaging and automation for direct selling companies and distributors, seamlessly integrating into your existing CRM and back-office systems. Our platform helps distributors engage customers, predict behavior, personalize communication, and drive sales through intelligent, automated actions that boost retention and revenue.
FLUID
EXIGO 1600 Viceroy Drive, Suite 125 Dallas, TX 75235 214-367-9933 exigo.com The leader in commissions, back office and eCommerce software and services. The global leader in cloud-based Platform-as-aService (PaaS) for direct selling companies. An open framework for billion-dollar giants to startup companies. Exigo supports MLM, Party Plan and Affiliate models, operating in single global markets.
FLIGHT COMMERCE
139 Hunters Grove Lane, Suite 207 Lehi, UT 84043 385-336-7404 fluid.app
1208 E. Kennedy Blvd., Suite 222 Tampa, FL 33602 813-277-0625 flightcommerce.com
The front end for Direct Selling. AI-Powered E-commerce, Mobile App, Website Builders, and Social Selling.
Global Operations Management Software. Advanced Comp Plan Programming. Sales Force Backoffice & Automation. Web Site Design & Replication.
SOFT WARE/TECHNOLOGY SOLUTIONS
Yitzhak Sade 37 Tel Aviv, Israel +972-5467-06315 apptor-ai.com
SOFT WARE/TECHNOLOGY SOLUTIONS
SOFT WARE/TECHNOLOGY SOLUTIONS
APPTOR.AI
ICENTRIS 707 West 700 South, Suite 104 Woods Cross, UT 84067 801-383-3262 contact@icentris.com icentris.com iCentris empowers direct selling companies with scalable eCommerce, back office, and party plan platforms. With over two decades of experience, we deliver intuitive tools, real-time analytics, and automation. *Now featuring 2.0 versions of our mobile app and party plan.
INFOTRAX SYSTEMS 1875 S. State Street, Suite 3000 Orem, UT 84097 801-431-4900 infotraxsys.com Software & SaaS solutions for startup, emerging, and global direct selling companies. See our ad on the back cover.
INOVARA BYDESIGN Overland Park, KS sales@bydesign.com 813-253-2235 bydesign.com ByDesign provides configurable software solutions for direct selling companies, offering tools to manage commissions, ecommerce, and field performance. The platform helps organizations scale efficiently, innovate confidently, and deliver seamless experiences for their distributors and customers.
HUSSLE 1633 W Innovation Way, 5th Floor Lehi, UT 84043 800-544-7044 hussle.tech Hussle’s all-in-one solution makes it easier for sellers to connect, share, and sell. We guide them to the right actions at the right time so they can sell smarter, perform better, and fuel serious revenue growth.
1 Enterprise Road Devon, EX31 3YB, United Kingdom hello@inovara.ai inovara.ai Inovara helps direct selling companies and their networks of representatives adopt artificial intelligence (AI) to drive business and personal growth. We specialise in supporting non-technical teams, building their confidence and capability in AI-powered tools, platforms and processes.
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201 NE Park Plaza Dr., Suite 220 Vancouver, WA 98684 360-256-4400 jenkon.com Constant innovation and software stability are the reason world leaders rely on Jenkon. Tailoring software partnerships, unique to each customer, empower our five decades of leadership. Jenkon customers control their own destiny, while leveraging our latest innovations. Contact Jenkon today!
SOFT WARE/TECHNOLOGY SOLUTIONS
JENKON
SOCIALSALES.IO (214) 659-1549 socialsales.io Socialsales.io is an AI-powered sales enablement platform purpose-built for direct selling. Its AI Sales Assistant combines personalized field coaching with built-in compliance safeguards, multimarket intelligence, and enterprise-grade analytics so organizations can scale AI confidently across every market.
ZIPLINGO
INCLUDED IN THE SUPPLIER DIRECTORY, EMAIL:
DIRECTSELLINGNEWS.COM
355 South 520 West, Suite 100 Lindon, UT 84042 info@ziplingo.com ziplingo.com
NOWSITE now.site Nowsite is an AI-powered platform for network marketers that makes social media, lead generation, and sales simple. In just 30 days, the impact of Nowsite is significant — the average user achieves a 132% increase in social media engagement, 80% more leads and 40% more sales. Trusted by over 100,000 users in 130 countries and 150 languages, Nowsite helps network marketers sell more, recruit faster, and grow their businesses with ease.
RALLYWARE 650 Castro St, Suite 120-376 Mountain View, CA 94041 877-858-8857 rallyware.com Rallyware is the Field Enablement Platform delivering a modern distributor daily experience—personalized sales and recruiting guidance, training, and incentives. As a trusted technology partner to top global brands, Rallyware is committed to sustained growth and field success.
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ADVERTISING@
Ziplingo is a messaging platform for Direct Selling companies—automating realtime communication with distributors and customers. It connects to your back-office and powers global channels like Email, SMS, WhatsApp, Telegram, and more, streamlining messaging across teams, markets, and languages.
TA X SERVICES
SOFT WARE/TECHNOLOGY SOLUTIONS
SUPPLIER DIRECTORY
AVALARA 512 S Mangum St. #100 Durham, NC 27701 niki.hocking@avalara.com avalara.com Avalara automates tax compliance for businesses, managing sales tax, VAT, and global tax regulations. Trusted worldwide, Avalara simplifies complex processes across borders so companies can stay compliant and focus on growth.
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DSN
DIRECT SELLING NEWS
Companies in the Supplier Directory are not endorsed by DSN. The Supplier Directory is provided strictly as a resource. It is each company's responsibility to verify and investigate providers and services.
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S AV E T H E DAT E !
June 1-3, 2027 / Brussels, Belgium
C E LE B R ATI N G 4 0 Y E A R S O F S U P P O RT I N TH E C H A N N E L!
S E P TE M B E R 20 -22 , 2027
H I LTO N H AWA I I A N V I L L AG E / WA I K I K I , H I
Download the DSN Events app for information on this event more! P OWERED BY
FIRST ROUND OF SPEAKERS
STUART JOHNSON
MAGNUS BRÄNNSTRÖM
JOHN ADDISON
BLAKE ERICKSON
HEATHER CHASTAIN
GRAEME CLEGG
DAN DEBNAM
JAY DHALIWAL
MAURICIO DOMENZAIN
ASPEN EMRY
DR. LUCY GILDEA
PETER GRISCOM
DANNY LEE
STUART MACMILLAN
WAYNE MOOREHEAD
ARMAND PUYOLT
BEN RILEY
JONI ROGERS-KANTE
ANDREW SCHMIDT
ROB SPERRY
ORVILLE THOMPSON
DAVID VANDERVEEN
JOHN WADSWORTH
D I R EC T S E LLI N G AS SO C I ATI O N E X ECUTIVE S
DAVE GRIMALDI
GEOFF MULHAM
SUSANNAH SCHOFIELD OBE
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