Executive Q &A: UK’s Media Strategy Blueprint BY PATRICIA WHITE WITH SUSANNAH SCHOFIELD OBE Built to Last BY DSN EDITORIAL STAFF COMPANY SPOTLIGHT
DEPARTMENTS
INSIGHTS FROM THE OUTSIDE / Learn from the Past, Simplify for the Future BY PAUL ADAMS
LEGAL BRIEFS / Safeguarding Your Business from FTC Scrutiny BY BRENT KUGLER
FOR YOU / FOR YOUR FIELD / Your Essential Monthly Motivation BY CHELSEA HUGHES
WORKING SMART / Specialization—The Smart, Strategic Solution BY MIKE CHRISTENSEN
DIRECT SELLING NEWS
Serving the Direct Selling and Network Marketing Executive Since 2004
A Direct Selling Partners Company
AI: THE OTHER OPPORTUNITY
BY DSN EDITORIAL STAFF
Direct Selling News (ISSN 15546470) is published six times a year in January, March, May, July, September and November by Direct Selling Partners, 5717 Legacy Drive, Suite 250, Plano, TX 75024. Periodicals postage paid at Lake Dallas, TX and additional mailing offices.
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AI’s Unexpected Opportunity
AT DSN WE ARE BUSY PREPARING for our Fall DSU event happening in Plano, Texas in October. The channel continues to evolve as trends and—most importantly— technology change the way customers shop, distributors sell and companies plan. This is why I’m so excited about this issue’s cover story and feature article on AI. The cover story looks at an opportunity AI presents that perhaps you haven’t considered. Millions of professionals will be displaced by AI in the coming years and will be looking for supplemental income. Direct selling offers exactly the type of connection and opportunity they will be looking for. Our second feature recaps the insights coming out of our two AI deep dives held this summer in Texas and Utah.
Additional features include an in-depth look at the launch of our newest podcast, Built to Last with Rob Sperry and an informative Q&A with DSA UK’s Executive Director Susannah Schofield OBE where she details the game-changing PR strategy that’s building credibility and belief. The rest of this issue is also full of helpful information and insights. Crayton Webb gives invaluable advice on making messaging crystal clear—to your customer, your field and your staff. Paul Adams shares his thoughts on how to simplify
and streamline your processes. Finally, Brent Kugler provides practical tips to safeguard your business from FTC scrutiny.
Our Company Spotlight this month shines on L’BRI Pure & Natural. We consider L’BRI to be one of the industry’s quietest success stories—learn all about their consistent growth in this issue.
At DSN, we strive to be your daily resource for global news impacting the direct selling channel. In addition to the recently launched Built to Last podcast, we’ve also recently revamped the DSN Podcast. Released every other Wednesday, it shares articles from our current issue. You can also 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!
As summer gives way to fall, companies are planning their corporate initiatives for 2026. Be sure you and your teams join us at our Fall DSU event October 6-8 in Plano, Texas to stay informed, engaged and always one step ahead. Secure your spot now at dsnevents.com.
All the best,
Patricia White | Publisher | pwhite@directsellingnews.com
DSU SPRING
APRIL 14-16, 2026
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DSU EUROPE
JUNE 10-12, 2026 (TENTATIVE DATE)
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HEADLINES > 5
n FTC’s Click-to-Cancel Rule Struck Down in Court
n Beachbody Relaunches Affiliate and Referral Programs
n Ruby Ribbon Announces It Will “Wind Down Business”
n Direct Selling Channel Sees Growth in the First Half of 2025, but Challenges Remain
n Xyngular Rebrands as The Biohacking Company
Modern, flexible platform
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DSA Canada Connect 2025
THE DIRECT SELLERS ASSOCIATION (DSA) of Canada welcomed leaders and entrepreneurs to Connect 2025, held in Kelowna, British Columbia, to discuss how the expanding role of gig and independent work is shaping Canada’s economic future. The event offered an immersive group workshop and unveiled the launch of DSA Canada’s sales consultant education program, as well as educational keynotes on compliance, AI and field engagement.
Candid group discussions offered leaders the space to share results-driven strategies regarding affiliate funnels, multi-brand collaborations and social media marketplace pilots and offered practical tools for balancing courageous leadership with personal wellbeing.
“This is more than a conference,” said Peter Maddox, DSA Canada President. “It’s a commitment to the future. One where we innovate with purpose, lead with clarity and stay anchored in the trust that defines who we are.”
dōTERRA Celebrates 15 Years of Philanthropy
DŌTERRA’S CHARITABLE ORGANIZATION, dōTERRA Healing Hands, celebrated 15 years and $55 million in donations worldwide. The company celebrated with a private virtual event that gathered donors to reflect on the impact of the foundation’s contributions to communities in need, particularly highlighting the foundation’s impact in Bulgaria, where funds donated from the purchase price of dōTERRA spa Rose Hand Lotion have provided a mobile blood donation clinic.
“The dōTERRA Healing Hands Foundation has transformed lives and communities worldwide, creating a ripple effect of positive change,” said Misty Bond, dōTERRA Vice President of Corporate Relations and Philanthropy. “Our projects not only uplift those directly served but also empower the volunteers and organizers who bring them to life. Witnessing the dedication of our global community fills me with gratitude. As we look ahead, I am confident that the next 15 years will bring even more inspiring stories and life-changing initiatives to those who need it most.”
PM-International World Congress Welcomes 5,000 Leaders
PM-INTERNATIONAL HOSTED ITS WORLD MANAGEMENT Congress 2025 in Frankfurt am Main, Germany. More than 5,000 leaders from more than 50 countries attended the event that highlighted the company’s international reach and unveiled its new all-in-one eShop. Part of the company’s broader “digital transformation journey,” eShop leverages an AI-powered CRM system to provide personalization and smarter recommendations and features an optimized design for easier access to product information and testimonials.
“This innovation is not just a digital upgrade, it is a strategic and future-proof tool to empower our global distributor teams in their daily work,” said Márton Fülöp, PM-International Chief Technology Officer.
The company emphasized its commitment to organic growth in 2025, and announced the expansion of its headquarters, along with six planned market openings over the next two years.
“We aim at improving the quality of life of millions around the world, and we’re ready for further growth. We see our global market potential of $49.3 billion and 23.5 million core customers,” said Rolf Sorg, PMInternational Founder and CEO. “Our vision, and the consistency and burning desire of our distributors, drive our company forward as we continue to innovate and expand worldwide.”
Arbonne Global Training Conference Celebrates 45th Anniversary
ARBONNE INTERNATIONAL, LLC HOSTED its Annual Global Training Conference (GTC) at the MGM Grand in Las Vegas. The multi-day event celebrated the company’s 45th anniversary with the theme “Be the Difference” and emphasized Arbonne’s commitment to quality product formulations, designing a values-driven community for distributors and empowering entrepreneurs toward personal growth.
“Our 45th anniversary is a celebration of our past, present and future,” said Jen Orlando, Arbonne Chief Executive Officer.
“The theme ‘Be the Difference’ reflects our mission to create products and experiences that empower individuals and communities. This year’s product innovations are a direct result of listening to our community and continuing to elevate our standards in formulation and product development.”
The event also served as a product launch for HerCore Essentials, the company’s new collection of women’s health supplements that were designed to support hormonal balance and wellness through all stages of life—from first cycles to menopause and beyond.
“HerCore Essentials is more than a supplement line—it’s a signal that women’s wellness deserves better, deeper and more intentional solutions,” said Lori Burgher, Arbonne Chief Marketing Officer. “We’ve entered this space because it’s time for women’s hormonal health to be prioritized, normalized and fully supported with products created by women who understand the journey.” DSN
INSIGHTS
For the full articles, visit directsellingnews.com/ insights
Delaware House Bill 162 Paused Until 2026
Delaware House Bill 162, which many industry leaders have described as “anti-direct selling” legislation, will not be considered by the Senate until the legislature reconvenes in January 2026.
In June, the Direct Selling Association (DSA) issued an advocacy alert about the bill, calling it “a critical threat to direct selling” that proposed regulations that would be “impractical, unnecessary and unlike any imposed elsewhere in the United States.”
The DSA has been advocating against the bill since its proposal earlier this year and successfully removed its “most egregious threats,” but called for mobilization from companies as it fought against remaining provisions that it considered a threat to the model, including:
n Disclosure mandates not seen anywhere else in the US.
n A three-month right of rescission—a significant departure from the standard three-day rule.
n A no time limit 90 percent inventory buyback requirement.
n Application for all companies, regardless of size, structure or compliance history.
n A failure to recognize the industry’s existing self-regulation efforts and organization.
“This bill is not a targeted strike on “bad actors”—it is a blanket regulation that would punish legitimate businesses and entrepreneurs across the state,” the DSA wrote in a statement.
Upon passage of the bill by the Delaware House, the DSA organized a direct seller-led response in the state of Delaware so that entrepreneurs and distributors could share their firsthand stories with legislators. DSA CEO Dave Grimaldi also addressed Federal Trade Commission (FTC) leadership members at a panel discussion hosted by the American Enterprise Institute (AEI) entitled The
EMPOWER YOUR DISTRIBUTORS—WITH A SMART, AFFORDABLE HEALTHCARE SOLUTION
DAVE GRIMALDI CEO of the US Direct Selling Association
FTC at the Crossroads: The Path Forward for Competition and Consumer Protection , urging them to make rules based on data, not assumptions and held multiple meetings with legislators in Delaware to advocate for the direct selling industry, saying the “DSA supports smart, targeted consumer protection—but not laws that punish responsible businesses and stifle opportunity for ethical entrepreneurs.”
“This is one of the most serious threats our channel has faced,” the DSA wrote in a statement. “If this legislation passes in Delaware, it will not stop there.” DSN
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For the full articles, visit directsellingnews.com/ announcements
EXECUTIVE ANNOUNCEMENTS
DAVID CHUNG / CEO, Amare Global
Amare Global announced that David Chung has been named Chief Executive Officer. Chung is the Owner and Chairman of Amare Global and possesses what the company described as “an unmatched passion for Amare’s mission and a relentless drive to see every brand partner succeed.”
ASHLEY COLLINS / Fractional Chief Marketing Officer, Jordan Essentials
Jordan Essentials announced Ashley Collins has been named Fractional Chief Marketing Officer. Collins brings extensive industry experience, including more than two decades within the wellness and beauty category and has particular expertise in scaling global product launches, driving operational excellence and mentoring high-performing teams.
SARAH BJORGAARD / Chief Sales Officer, Xyngular—The Biohacking Company
Xyngular welcomed Sarah Bjorgaard as Chief Sales Officer. Bjorgaard brings extensive direct selling experience, including two decades of field leadership and more than a decade of corporate leadership experience at a number of large, well-known direct selling brands.
PRESTON RICHARDS / Chief Sales Officer, 4Life
4Life announced Preston Richards has been named Chief Sales Officer. Richards brings more than three decades of experience in the direct selling industry. He joined 4Life in 2010 and has served in a number of roles, including Senior Vice President of Global Sales—Europe, Eurasia and the Americas.
CINDY MONROE / Executive Vice President of Strategic Growth, L’BRI Pure & Natural
L’BRI Pure & Natural announced Cindy Monroe has been appointed Executive Vice President of Strategic Growth. Monroe was the Founder and CEO of Thirty-One Gifts and is a well-known and respected leader in the industry. Monroe described the move as her “next big step” and said the company aligns with her values, fuels her passion and empowers her to make an impact.
PETER GRISCOM / President and Chief Operating Officer, It Works!
It Works! announced Peter Griscom has been appointed President and Chief Operating Officer. Griscom has more than ten years of direct selling executive experience and brings expertise in launching, leading and restructuring companies to create efficiencies in manufacturing, sales and marketing.
JÖRG KÖRFER / CEO, LR Health & Beauty
LR Health & Beauty SE announced that Jörg Körfer has been named Chief Executive Officer. Körfer brings extensive global direct sales experience and has served in senior executive roles for two decades with large, global brands. The company’s supervisory board stated that it is “confident that Mr. Körfer is the right successor to LR to continue the success story started by Dr. Laabs and his team.”
DAVE NASH / Chief Global Operations Officer, 4Life
4Life promoted Dave Nash to Chief Global Operations Officer. Nash joined 4Life in 2018 and has held a number of leadership roles within the company, including Senior Vice President of Global Sales for Asia. He will now leverage his 25 years of industry experience, a decade of living in Greater China and international business expertise as he leads the company’s operations around the world.
JUSTIN CALL / Chief Growth Officer, THREE
Proactive Wellness Company THREE announced Justin Call has been named Chief Growth Officer. Call brings more than two decades of sales experience to the role, including executive leadership experience within the direct selling industry and will now lead growth strategy and execution as he focuses on simplifying systems, elevating communication and building a performance-driven culture.
STUART MACMILLAN / President, Americas, PM-International
PM-International announced Stuart MacMillan has been named President, PM-International, Americas. MacMillan is a direct selling veteran and senior executive with more than three decades of leadership experience and has held C-Suite roles for well-known direct selling brands. MacMillan will now oversee and strengthen PM-International’s business strategy, operations and market development across the continent.
JESSE
HILL / Chief Financial Officer, eXp World Holdings
eXp World Holdings, the holding company for eXp Realty, announced Jesse Hill has been named Chief Financial Officer. Hill previously served as Vice President of International Finance and Corporate FP&A before leading as Interim CFO earlier this year. During his tenure as Interim CFO, the company stated that Hill executed a “highly effective transitional period during which he demonstrated exceptional financial leadership, operational excellence and strategic vision aligned with the company’s mission.”
MILO ACOSTA / Vice President of Global Sales, Sisel International
Sisel International announced Milo Acosta has been promoted to Vice President of Global Sales. Acosta brings a deep understanding and experience within the network marketing industry and a strong commitment to team culture and motivation to the role. He will continue to lead global sales strategy, distributor engagement and field development initiatives for the company. DSN
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THE GUIDE 2025
A CURATED RESOURCE TO HELP YOU FIND STRATEGIC BUSINESS PARTNERS SPECIALIZING IN DIRECT SELLING.
THE 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 intiatives.
2025 ISSUE CATEGORY
JANUARY / FEBRUARY DESTINATIONS, TRAVEL SOLUTIONS, EVENT PRODUCTIONS & INCENTIVES
MARCH / APRIL CREDIT CARD & PAYMENT SOLUTIONS & COMMISSION PAYMENT SERVICES
MAY / JUNE SOFTWARE & TECHNOLOGY
JULY / AUGUST DISTRIBUTION, FULFILLMENT & LOGISTICS
SEPTEMBER / OCTOBER BRANDING, PACKAGING & SOCIAL MEDIA SOLUTIONS
NOVEMBER / DECEMBER LEGAL, TAX, CONSULTING & EXECUTIVE SEARCH
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Why Outdated Payouts Are Costing You Top Sellers
FOR DIRECT SELLERS, FLEXIBILITY AND AGILITY ARE NON-NEGOTIABLE. These entrepreneurs navigate across platforms, drive their own momentum and meet customers where they are. But there’s one piece of the puzzle that’s stuck in the past: getting paid.
According to new data from global payouts fintech Runa, outdated and inflexible payment systems are pushing direct sellers to reconsider where—and whether—they show up. And the implications are serious.
Direct selling organizations face significant obstacles as they modernize. Chief among them is the need for a more unified experience for their increasingly scattered global network of distributors—particularly as pressures from independent worker platforms bear down.
Distributors expect to be paid on their terms. End of story. When earnings are delayed or hard to access, participation drops, loyalty erodes and sellers don’t just scale back—they’ll switch platforms entirely.
Sellers Can Choose Where and When They Work—But Not How They’re Paid
Runa’s research reveals a telling disconnect: While 41 percent of direct sellers work across multiple platforms, many feel constrained when it comes to payouts. More than a third cited limited payout options as their top challenge. Others pointed to delays, high fees and lack of access to funds. In fact, one in four reported difficulties simply retrieving their earnings. When payouts go wrong, the impact can be startling:
n 55% of direct sellers say payout delays affect how much they’re willing to work for a platform.
n 80% say a bad payout experience would make them switch platforms or seriously consider it.
Payout Problems Erode Loyalty
For platform operators, the takeaway is urgent: payout performance isn’t a backend issue where any solution will do. It’s a core element of the seller experience— and increasingly, a competitive differentiator.
“Fast, seamless payouts are now a baseline expectation,” said Aron Alexander, CEO of Runa. “When platforms fall short, direct sellers will disengage. And once that trust is broken, it’s hard to win back.”
FAST, SEAMLESS PAYOUTS ARE NOW A BASELINE EXPECTATION .
ARON ALEXANDER / CEO OF RUNA
There’s more to payouts than just reliability and speed. Sellers want to decide how and when they get paid—whether it’s instant transfers to a bank account, money deposited directly into a digital wallet, prepaid cards they can spend anywhere or gift cards to their favorite merchants. They want low fees, fewer hoops and total visibility. Payout experiences simply must match the energy and ease of the work they’re doing.
When that doesn’t happen, the consequences compound: fickle loyalty leads to lower engagement, higher churn and a bad reputation that ripples across seller networks.
The New Payout Standard
Unlike traditional employment models, direct selling runs on trust, empowerment and self driven pace. Sellers want to choose when to work, how to sell and, increasingly, how to get paid.
But many platforms are still built on legacy rails or one size fits all systems that simply weren’t designed for today’s borderless, fast moving seller ecosystem. That’s why solving for payout friction is now a lever for boosting seller loyalty and engagement.
An embedded, modern payout infrastructure allows platforms to meet sellers where they are.
n Real-time flexibility: Lets sellers choose from multiple payout types and timing based on their evolving circumstances: Pay to Card for instant access to funds; merchant gift cards with bonuses during holiday shopping season; or digital wallets for mobile flexibility.
n Always-on access: Eliminates bottlenecks and payout delays that erode trust and slow momentum.
n Global reach: Delivers fast and seamless cross‑border payouts without regulatory or currency exchange obstacles.
The Bottom Line: Let the Work—and the Worker—Flow
Direct sellers are clear on what they want: freedom, flexibility and fast access to their earnings. Platforms that ignore these expectations do so at their own risk.
Those that modernize their payout experience, however, won’t just retain sellers. They’ll activate more of their potential—turning occasional earners into long term advocates and growth engines.
Because when payouts flow, so does the business.
Let us hear from you!
Scan the QR Code to learn more about our services.
Runa.io / contact@runa.io
Made to Order
The rise of AI-driven product customization.
BY DAVID LEE
PERSONALIZED PRODUCTS ARE NO LONGER A LUXURY—THEY’RE AN EXPECTATION. Customers demand experiences tailored to their unique preferences, and businesses across industries are leveraging AI-driven personalization, data analytics and customer-built platforms to meet this demand. From nutrition to finance, product customization has become the norm, reshaping how brands engage with consumers.
Hyper-Personalized and Seamless
Today’s consumers crave relevance. A 2025 Adobe report reveals 76 percent of customers are more likely to purchase from brands offering tailored experiences. Shoppers expect brands to anticipate their needs, deliver seamless interactions across channels and respect their privacy. For instance, Gartner says 71 percent of customers still prefer human interaction for complex issues, even with AI powering most contacts. This blend of automation and authenticity defines modern expectations.
Customers also want control. Whether it’s designing a sneaker or configuring a car, they seek platforms that empower them to co-create products. A McKinsey study shows 62 percent of consumers are more loyal to brands offering customization tools, as these foster a sense of ownership. However, over-personalization can feel invasive, as more than a third of customers distrust brands with their data, according to Adobe
Anticipating Needs with AI
Machine learning algorithms analyze vast datasets—purchase history, browsing patterns, even weather—to deliver hyper-personalized recommendations in real-time. Spotify’s “Discover Weekly” playlist uses collaborative filtering to curate music with uncanny precision, while Starbucks predicts drink preferences based on time and location, boosting efficiency and sales. In ecommerce, AI-powered recommendation engines increase conversion rates by 10 to 15 percent (Forrester), with 92 percent of businesses reporting growth from such tools in 2025 (Adobe).
Predictive personalization takes this further. By anticipating needs before they’re expressed, brands like Misfits Market auto-add predicted items to carts, streamlining the shopping experience. Dynamic content, such as tailored website layouts or personalized emails, yields six times higher transaction rates, according to Gartner. Meanwhile, dynamic pricing in retail and hospitality adjusts offers based on demand, ensuring relevance while optimizing revenue. These AI-driven tools meet customer expectations for intuitive, proactive service.
Powering Precision
Data is the fuel for personalization. Unified data ecosystems, which 43 percent of executives aim to fully implement in 2025 according to Adobe, break down silos to create consistent experiences across channels. AI segments customers by behavior and demographics, enabling precise targeting. For example, retailers use “promotion propensity” models to offer tailored discounts, improving retention for 62 percent of businesses. In physical stores, brands like Ruti leverage facial recognition to pull customer profiles instantly, recommending products based on past preferences. Privacy remains a hurdle, as brands juggle personalization with trust. Customers expect transparency— opt-in policies and clear data usage terms are non-negotiable.
IN ECOMMERC E, AI-POWERED RECOMMENDATION
ENGINES INCREASE
CONVERSION RATES BY 10-15%
Customer-Built Products
Customization platforms are normalizing tailored products. Nike’s By You lets customers design sneakers, while automotive brands offer online car configurators. In 2025, augmented reality and virtual reality enhance these experiences, allowing users to “try” clothes or visualize furniture in their homes, reducing returns. Print-on-demand services, powered by AI tools like GPT-4o, enable instant creation of niche merchandise, from event-specific apparel to fan-driven designs. This trend spans industries. In healthcare, AI crafts patient-specific treatment plans; in finance, personalized investment advice reflects spending habits. Nutrition companies are working with customers to build test-based, customized plans with the help of AI health evaluations. Immersive technologies like AR and voice-based Zero UI make co-creation intuitive, meeting demands for engaging, user-driven experiences. DSN
Affiliate Trajectory
Key principles driving affiliate marketing.
BY DAVID LEE
THE GLOBAL AFFILIATE MARKETING
INDUSTRY was valued at $18.5 billion in 2024 and projected to grow at a compound annual growth rate of 8 percent through 2031, according to Allied Market Research. In the US, affiliate marketing drives 16 percent of ecommerce transactions, as noted by the Affiliate Marketing Benchmark Report, highlighting its significant impact on online sales. Key trends are reshaping the affiliate landscape, presenting opportunities and challenges for marketers and brands leveraging this performance-driven channel.
A notable trend is the shift toward multi-brand representation. Consumers are less loyal to single brands, engaging with affiliates who promote diverse products across complementary categories like lotion and makeup. This aligns with the rise of brand-to-brand partnerships, where non-competing brands collaborate to expand reach, such as a travel brand partnering with a swimwear retailer to offer added customer benefits, as highlighted by ShareASale’s 2024 affiliate trends report.
Affiliates, particularly influencers, are driving this trend with 71 percent working with three or more affiliate networks to diversify the brands they represent, according to a 2024 survey by Influencer Marketing Hub. This “attitude of abundance” could
be a core reason why affiliates capitalize on the industry’s projected growth to $48 billion by 2027, according to Statista.
Keeping it Real
Authenticity is crucial as affiliates represent multiple brands. Micro-influencers, with their niche expertise, achieve a 22 percent higher conversion rate than general influencers, per Influencer Marketing Hub’s 2024 report. However, only 5 percent of consumers believe influencers always promote authentic products, indicating skepticism affiliates must address, as found in the same survey.
To maintain trust, affiliates align with brands that share their values, as mismatched partnerships—like a financial podcast host promoting scuba gear— can erode credibility, per ShareASale’s insights. This is another reason why they opt for representing multiple brands. Long-term partnerships help, with 60 percent of influencers preferring sustained collaborations over one-time campaigns, fostering genuine endorsements, according to Influencer Marketing Hub.
Multiple Streams
The pursuit of multiple income streams is another key driver, though it presents challenges. Subscription-based models are gaining traction, offering affiliates recurring commissions, with a projected 20 percent earnings increase by 2026 for those promoting such products, per a 2025 affiliate trends report by Awin. However, building teams across multiple companies is complex due to varying commission structures.
On the negative side, up to 45 percent of affiliate traffic is fraudulent, complicating downline integrity, according to Influencer Marketing Hub’s benchmark
report. Blockchain technology offers a solution, with 10 percent of affiliate networks expected to adopt it by 2026 for transparent transactions, according to a 2024 Forbes article.
Building Trust
Affiliates are also branding themselves as industry authorities, enhancing credibility by representing multiple products. This positions them as trusted experts, similar to curating “best of” lists that compare category offerings.
Customers find such diversity believable, with influencers providing legit “social proof” through endorsements, as noted by Refersion’s 2024 affiliate marketing guide. However, Google’s 2024 search updates penalized low-quality affiliate content, emphasizing the need for user-focused material to maintain visibility, as reported by Search Engine Journal DSN
22%
MICRO-INFLUENCERS, WITH T HEIR NICHE EXPERTISE, ACHIEVE A HIGHER CONVERSION RATE THAN GENERAL INFLUENCERS.
Learn from the Past, Simplify for the Future
Take a look at what you’ve always done— then decide what you should be doing right now.
BY PAUL ADAMS / OWNER, ADAMS RESOURCE GROUP
STRATEGIC PLANNING HAS GOTTEN MORE COMPLICATED as new and supposedly better tools and technologies have developed over the last several years.
Think about it, it was not that long ago that artificial intelligence (AI) popped onto the scene. Now the options are almost endless on how it may impact our businesses. Yet, we sometimes can get lost in the cool factor and not make meaningful progress with it.
Our apps are constantly evolving. The assets we have in them continue to grow. The data we can access continues to grow. And all of that innovation remains underutilized by most of our fields. Yet, we continue to add and train
Decisions, Decisions, Decisions
The world of social media keeps evolving with no signs of slowing down. We have more options than ever to communicate or promote via various social media platforms. And questions remain. Often it seems that platforms come and go, falling in and out of favor just as we best learn how to leverage them. Yet, we must plan.
I’ve watched companies create plans a year in advance and a) add a new flavor of a product that didn’t sell very well, but because it was part of this long-established product strategy, launch it on schedule anyway or b) host events and provide incentives because those were part of a strategic plan—even though there was no measurable way to suggest they provide a positive ROI. Yes, there are other reasons to hold an event, but I prefer they not be a giant strain on resources or cash.
I could talk for hours on making good plans and wise decisions when it comes to building an Amazon strategy, not to mention how we tackle affiliate strategies.
CREATE A “STOP DOING” LIST. IT’S HARD TO COMMIT TO STOP DOING ANYTHING, BUT SOME OF OUR ACTIVITIES— WHETHER THEY ARE CORPORATE, TEAM OR PERSONAL— ARE NOT PRODUCTIVE.
Ask some leaders in the field (not just top leaders) “is there anything we’re doing or expect from you that is harder or more cumbersome than necessary?” It may be better if you ask an outside resource to do this for you. As many interviews as I’ve done through years, I’m always amazed at what the field will tell a stranger but would never want to say to anyone in corporate at the risk of sounding disrespectful.
The Road Ahead
In my 35+ years in the industry, I don’t know if there has ever been a time that forces us to be more rigid and flexible at the same time. We must be rigid (full buy-in) with what we commit to and more flexible in using data to adjust quickly to markets, products, promotions, etc.
As a result, strategic planning can now take many pathways and there are dozens of books that will argue that “their way” is the best. I’m a simple guy, so let’s look at a couple.
1 / WE CAN REFLECT ON what we’ve been doing over the past year or two and come up with a thousand ways to “make it better.” Rarely does it end up actually being better, but we can apply a lot of what we learned to clean-up or simplify.
2 / WE CAN COMMIT TO going “all in” on new ideas. But, quite often, that involves a lot of change and—without a doubt—consternation both in the corporate office and the field.
My preferred approach is to define the outcomes we want to achieve and simplify anything the field touches. Generally speaking, as an industry, we’re overly complicated. While simplifying sounds great and seems logical to you, making things simple is hard—very hard. Be thoughtful. Don’t rush it. But be diligent.
Note: while tackling your strategic planning, create a “STOP DOING” list. It’s hard to commit to stop doing anything, but some of our activities— whether they’re corporate, team or personal—are not productive. Yet, we’ve always done them, so we keep doing them. Stop! It’s a super powerful exercise and creates a sense of freedom to focus on those things that create productivity and increase performance.
Take the time to conduct a very thorough planning session. Given the time to do it well, it’s one of my favorite exercises to do as part of my consultancy. It’s where teams and leaders, working on various aspects of the company, sit down for one or two days and openly talk about the company, its recent results and their plans for the future.
I have been invited to help owners facilitate those for a “morning”—which is, frankly, insane. For some reason, the idea of planning for the next 365 days on a Tuesday morning just irks me. This is important—very important. Taking two days works much better. It creates a team commitment. It flushes out the challenges and opens eyes to new ideas and perspectives. Rushing it will not create the outcomes you, as the leader, are hoping for. Slow down, commit, collaborate and work very hard to simplify. It will be worth it. DSN
PAUL ADAMS has been involved in the direct selling channel for more than 35 years. Over the decades, he has worked with hundreds of companies and been a trusted advisor in boardrooms with countless executive teams. From corporate giants to pre-startup, Paul has helped companies invent, reinvent and solidify their messaging, strategy and execution.
Safeguarding Your Business from FTC Scrutiny
Three key legal and regulatory threats facing the channel.
BY BRENT KUGLER/ PARTNER, SCHEEF & STONE
DIRECT SALES AND MLM COMPANIES FACE AN EVOLVING LANDSCAPE OF LEGAL AND REGULATORY CHALLENGES that impact how they operate, recruit and promote their businesses. Notably, the Federal Trade Commission (FTC) continues to modify its playbook in the aftermath of AMG Capital Mgmt., where the Supreme Court limited the commission’s enforcement resources. Below are three external threats companies may face in 2026.
Online Enrollment Practices
One of the new FTC methods of attack is targeting MLM online enrollment processes. In FTC v. International Markets Live, et al (filed May 1, 2025), the FTC alleged that the company’s enrollment screen did not include all terms of the agreement or any mention of the contract term, auto-renewal provision or provisions advising consumers on the actions required to cancel the agreement.
The FTC alleged that material terms of the transaction were disclosed in an “easily overlooked” page on the company’s website. According to the FTC, the company’s failure to “clearly and conspicuously” disclose all
IT’S CRITICAL THAT ALL CONTRACT TERMS BE PROVIDED FOR REVIEW TO A PROSPECTIVE PARTICIPANT AND THAT THE PARTICIPANT EXPRESSLY CONSENTS TO THOSE TERMS PRIOR TO PAYMENT.
material terms before obtaining the consumer’s billing information is an unfair and deceptive practice in violation of Section 5(a) of the FTC Act as well as a violation of the Restore Online Shoppers’ Confidence Act (“ROSCA”).
It’s critical that all contract terms be provided for review to a prospective participant and that the participant expressly consents to those terms prior to payment. If a company utilizes a separate Policies and Procedures (P&P) document, it is not sufficient to incorporate it by reference in the online terms and conditions. You must provide the complete document for review during the enrollment process. Similarly, if companies use hyperlinks to reference other documents during the online enrollment process (including P&P),
the enrollment platform should be programmed to require the applicant to review and agree to the terms of the other documents before processing the enrollment.
Increased Scrutiny of MLM Earnings Claims
The FTC’s proposed Earnings Claim Rule seeks to impose a higher standard on direct sales/MLM companies than other industries. Most businesses are permitted to discuss potential earnings if such claims are truthful and not misleading. The FTC’s proposed rule goes further by requiring MLM companies to have written substantiation to back up any earnings claim and make that substantiation available to consumers upon request.
THE FTC’S NEW POSITION IS THAT THE AMOUNT OF MONEY PAID TO THE COMPANY BY PROGRAM PARTICIPANTS IS IRRELEVANT UNDER KOSCOT .
In addition, FTC has sought public comments on whether additional requirements should be included with the new rule, such as whether there should be a waiting period before a recruit pays any money to join a company.
The status of the new Earnings Claim Rule is uncertain, but the FTC’s view of MLM earnings claims is not. The FTC’s 2024 Staff Report on MLM Income Disclosure Statements encompassed a review of 70 Income Disclosure Statements (IDS) published by MLM companies. It did not find even one IDS to be compliant.
In recent enforcement actions, the FTC has expanded investigation of earnings claims to include how companies monitor and enforce policies against deceptive earnings claims. In FTC v. International Markets Live, the FTC characterized an internal compliance program as “a façade” because the company did not follow its own “Three Strikes” compliance policy. Further, the FTC alleged that the defendant company “continued to violate the law despite FTC warnings” because the company was one of hundreds that received the FTC’s Notice of Penalty Offenses Concerning Money-Making Opportunities in October 2021.
To reduce risk of regulatory exposure, companies should regularly publish an IDS that—at a minimum—discloses the median earnings of all participants, including those that earned no income in the reporting period. Even though participant expenses are not maintained or recorded by companies, the IDS should provide information about known or quantifiable participant expenses.
Further, companies should survey participants to obtain expense information and include that information in the IDS. The IDS should be published at least annually and be easily accessible to the public. Companies must also be able to demonstrate a robust compliance program. A written compliance policy is not sufficient. Companies should be able to demonstrate that they enforce their compliance policies and terminate repeat offenders who make improper earnings claims.
Evolving Definition of Pyramid Schemes
The FTC’s updated Business Guidance Concerning Multi-Level Marketing sets forth a new subjective definition of pyramid scheme that varies markedly from the Koscot definition of a plan that awards compensation to participants “primarily based on recruitment.”
Now, the FTC attempts to distinguish a lawful MLM compensation structure from a pyramid scheme based on how the compensation plan “incentivizes participants, including the rights the compensation plan offers to participants.” This subjective interpretation seeks to expand the definition of pyramid scheme to cover compensation structures where earnings are generated based on recruitment of sellers that make sales to non-participant consumers.
This new interpretation was advanced by the FTC in its recent enforcement action against Neora. In FTC v. Neora, the FTC argued that the focus in a pyramid scheme analysis should not be on rewards (or payments) that program participants actually receive—the focus should be on the rewards/ payments that participants have a right to receive.
The FTC argued that the court should ignore what is happening in the operation of a company’s compensation plan—which could be perfectly legal—and instead focus on abstract evidence of what could theoretically happen based upon the FTC’s subjective interpretation of how a particular company’s MLM compensation plan might work.
THE STATUS OF THE NEW EARNINGS CLAIM RULE IS UNCERTAIN, BUT THE FTC’S VIEW OF MLM EARNINGS CLAIMS IS NOT.
The FTC’s new position is that the amount of money paid to the company by program participants is irrelevant under Koscot, whereas the money the company pays out to participants is the only relevant consideration.
This position is at odds with the position the agency has taken in prior enforcement actions. In FTC v. AdvoCare International, LP, the crux of the FTC’s pyramid scheme allegations was the fact that AdvoCare encouraged its participants to purchase large volumes of products regardless of retail demand. A primary focus of the FTC’s complaint about AdvoCare’s compensation structure was the fact that a high percentage of the company’s revenues were generated from purchases by AdvoCare distributors rather than from purchases by non-participant consumers.
The FTC’s new emphasis on rewards that participants might receive rather than the amount of money paid to the company by participants is an almost complete reversal from its prior position. The FTC, through its updated Business Guidance and recent enforcement actions, continues to retreat from the legal underpinnings of Koscot to
promote an amorphic definition of illegal pyramid schemes based upon subjective, conclusory and often conflicting criteria that enables the FTC to characterize almost any company’s compensation structure as an illegal pyramid scheme.
The best way for a company to avoid FTC scrutiny of its compensation structure remains the ability to demonstrate that a majority of revenue is generated from retail sales to non-participant retail customers. Companies should also have transparent, easy-to-understand compensation plans that clearly outline how participants earn money and avoid language emphasizing incentives for recruitment or internal consumption. 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 selling companies including advice on regulatory issues, distributor policies and procedures, compensation plans, independent contractor classification, governmental affairs and risk management.
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AI The Future Is Coming Faster Than You Think
AI EXPERTS AND INDUSTRY
LEADERS SHARE HOW AI TOOLS CAN BRING PEOPLE TOGETHER AND AMPLIFY MISSION.
BY SARAH PAULK
If you haven’t started, you’re already behind.
THAT WAS THE UNDERCURRENT IN THE ROOM AT THE DSN AI DEEP DIVE
EVENTS in Plano, Texas and Lehi, Utah, where hundreds of direct selling executives gathered recently to learn from AI experts and executives who are strategically embracing artificial intelligence (AI).
No longer a novelty, AI has become the non-negotiable “cheat code” for working smarter, faster and leaner as technology rapidly iterates. While the original generative AI could identify patterns and create content, the evolution of agentic AI can now execute multi-step processes autonomously, learn from its own mistakes and act as a bridge to other applications.
Predictive AI, which can wield historical data to forecast a customer’s next purchase, has progressed to encompass prescriptive AI, an advanced form that can trigger customized discounts to prevent cart abandonment or craft retention offers to win customers back. And the evolutions and enhancements will only continue.
The brief era of looking down on AI as “cheating” has ended, according to Heather Chastain, Founder and CEO of Bridgehead Collective. Instead of asking, “Did you use AI?” she says leaders should ask, “Why didn’t you use AI?” This simple mindset shift can set the tone for employees who are AI-resistant and help teams become cross-functional, accelerate productivity and free employees from tedious, time consuming work.
“AI is not to be feared,” Chastain said. “Your lack of engagement with AI is what you should be afraid of.”
Designate an AI Champion
Sanctioned or not, most employees today are actively using AI. To quantify this, Young Living conducted a survey of its employees and found that almost three quarters of its teams were already using AI—most of them using open-source models.
“They were putting our intellectual property into ChatGPT and asking questions and that was being shared with everyone on the planet,” shared Jeremy Maughan, Young Living Vice President of Data and Information Technology.
As a solution, Young Living formed an AI Committee to select an enterprise-level AI tool that could protect company data, determine best practices and provide prompt and context engineering training. As a result, top performers are now even more productive, with their top AI-reliant employee tripling his productivity levels and delivering the output equivalent to hiring two additional full-time employees—all for the cost of a ChatGPT license.
“If you want to keep good talent, teach them how to use AI,” Maughan said.
Train AI as a Partner
AI can now behave like a colleague in many ways. With closed-loop AI systems and custom GPTs, leaders can fine-tune training for specific data sets, like handling routine customer service questions or analyzing large datasets. Dan Debnam, Inovara Founder and CEO, cited a case study where his company created personal AI assistants for field leaders. The assistants’ scenario-based training guided distributors through a self-paced educational program to help them gain core skills in two- to five-minute sessions. The process delivered quick results for the instant-gratification expectations of younger generations and prevented rookie team members from getting stuck before they could even get started.
eXp Realty, who announced a vision to integrate AI into 95 percent of its workflows by 2030, recently rolled out Doc AI, an internal solution that instantly
reviews contracts. For brokers, who oversee hundreds or thousands of agents, what was once a tedious and time consuming task is now an automated review process that flags complex issues.
There are countless other applications for AI, and as it becomes easier and more effective to implement, Debnam encourages executives to evaluate tools relative to their impact. Tasks that are repetitive and data-heavy should be turned over to AI, while those that directly rely on trust and empathy should be human-led and AI-assisted.
“Let AI do the lifting, and absolutely let people do the connecting,” Debnam explained. “Anything to do with connection, anything to do with trust, anything to do with building community—that’s the stuff we want to safeguard.”
Originality Is the New Differentiator
Marketing workflows—once splintered across multiple team members—can now be managed almost entirely with AI. Kathleen Ross, Speaker & Fractional Chief Marketing Officer, shared a comprehensive workflow for how to implement AI at every step of the creative process.
Beginning with Perplexity for research; custom GPTs and Fathom to brainstorm and take notes; Claude for messaging; and Midjourney for storyboarding, before finally bringing the overall vision to life with Veo 3. Upon completion, HeyGen— in combination with ElevenLabs—can translate the video into multiple languages, and Opus Clip can cut the video into smaller segments for different mediums.
“We all have a movie studio in our pocket, so we have both an opportunity and a challenge,” Ross said. “If everyone has the same access to the same tools, the only differentiator is originality.”
THREE KEY TAKEAWAYS
1 / AI IS NO LONGER OPTIONAL— IT’S ESSENTIAL TO STAY COMPETITIVE
From contract review to creative workflows, companies that embrace AI now are setting the pace, while those who hesitate risk falling behind.
2 / HUMAN CONNECTION REMAINS IRREPLACEABLE— AI SHOULD ENHANCE, NOT REPLACE IT
Trust, empathy and community are best delivered by people. Successful organizations use AI to lift the burden of repetitive work while safeguarding the human touch.
3 / ORIGINALITY AND TRAINING ARE THE NEW POWER TOOLS IN THE AI ERA
With widespread access to the same AI capabilities, creativity and personalized implementation are the keys to differentiation.
If you want to keep good talent, teach them how to use AI .
JEREMY MAUGHAN / Young Living Vice President of Data & Information Technology “
THE BEST AI TOOLS TO LEVEL-UP YOUR WORKFLOW
THESE SIX TOOLS RECEIVED HIGH PRAISE AT THE RECENT DEEP DIVES. HERE’S HOW TO MAKE THEM WORK FOR YOU.
1 FYXER / Email Productivity
Triage your inbox to organize, flag and draft pre-written replies that match your unique email writing style. Fyxer can also link to your calendar and meetings to prevent double-booking, take notes and prioritize next steps.
2 CHATGPT / Brainstorming and Auditing
Automate repetitive tasks like data entry and identify trends. At the enterprise level, it can be used to analyze proprietary information, forecast inventory trends and test new ideas.
3 ELEVENLABS / Voiceovers
Create hyper-realistic voices that use tones, pauses and lifelike emotions. Use it to build multilingual AI customer support agents, narrate social media clips or lead a company podcast.
4 MIDJOURNEY / Image Generation
Generate images from text prompts. Brands can wield it to visualize product design or packaging, make a social media ad or website and turn ideas into visuals in seconds.
5 RUNWAY / Video Generation
Generate and edit videos and animations from text prompts or from existing media that feel high-end without a full production pipeline.
6 SNOWFLAKE / Data Storage but Smarter
Think of a meticulously organized filing cabinet that can also read, understand and make decisions based on the files you feed it. Snowflake lets you store your cloud-based data in one place and run AI models across all of it without leaping systems.
With AI, amplifying human creativity has never been easier, but the event’s analysts and experts agreed that no AI tool will be a “set-it-and-forget-it” system. Humans need to input correct data, refine outputs and spot check for fabricated answers known as “hallucinations.”
There will certainly need to be continued discussions around protections for both customers and brands as AI’s evolution progresses. But as leaders wait for more information or the “right” time to transition its technology strategies, Debnam warns that while AI adoption can work for everyone, it won’t wait for anyone.
Don’t Lose the Personal Touch
Personalization has long been a selling point within the direct selling model. Thanks to distributors who maintain personal relationships with their customers, companies can effortlessly intuit the right products, campaigns and sales roll-outs.
“In an industry based on relationships between people, the main and most important thing is to create personalization for each customer and for each distributor,” said Yoav Shpringer, Apptor.AI Founder and CEO.
With predictive AI, brands can scale that personal touch by using customer and distributor data to anticipate needs before they arise. Models can identify when to engage; what support is needed; what to offer; and which products will be most relevant. And prescriptive AI can turn those insights into automated actions. This drives retention, improves onboarding and ensures customers and distributors truly feel “seen.”
Concentrating on Compliance
In an increasingly regulated industry, sending thousands of distributors out into the world to teach and coach is a recipe for compliance disasters. But today, AI can not only provide internet-wide monitoring to make sure noncompliant messaging is addressed, it can also prevent it from happening altogether.
With tools like Jasper.ai and Nowsite, brands now have the capacity to offer distributors templates and market-specific tone control that can be tailored to match their unique posting style while staying 100 percent compliant. The key is to not only offer these tools to distributors, but to train them on it as well.
“In just one click, they can have a post that’s compliant, authentic and in their voice,” said Shellie Sullivan, Nowsite Chief Growth Officer. “It helps you duplicate, helps your sellers and builders to follow your sales strategy and turns their leads into customers. When it’s done right, it doesn’t feel like tech; it feels like relief.” DSN
AI TERMINOLOGY CHEAT SHEET
n GENERATIVE AI
Creates customized content from prompts and uses learning models to identify patterns.
EXAMPLE: Crafting photorealistic images or illustrations from text descriptions.
n AGENTIC AI
Goes above the traditional model to perform tasks with a higher degree of autonomy and reasoning utilizing external tools, executing multi-step processes, identifying its own failures and updating accordingly.
EXAMPLE: Producing its own content; placing it as an ad; tracking it on social media; and optimizing for best performance.
n PREDICTIVE AI
Focuses on personalization by utilizing data to identify patterns that can forecast outcomes, behaviors and future possibilities.
EXAMPLE: Predicting which product will be in demand when.
n PRESCRIPTIVE AI
Uses predictions from predictive AI and combines them with additional models, rules or resources to create actionable steps.
EXAMPLE: Flagging specific customers at risk of cart abandonment and prescribing discounts.
FEW THINGS BRING ABOUT STRONGER OPINIONS THAN THE USE OF ARTIFICIAL INTELLIGENCE
(AI). For some people, AI is a time saver that automates tedious tasks like tracking financial accounts, editing photos or creating meal plans for a busy work week. For others, AI is a looming threat that symbolizes an erosion of privacy and the erasure of middle‑class workers.
Subtly and over time, AI has become a critical part of day to day life. For more than a decade, GPS mapping systems have shown drivers the way home and recalculated routes when traffic or construction sent them on a wayward path; weather apps have instructed travelers what to pack for vacation; backgrounds on Zoom have protected remote workers from having their messy living rooms on display; and Spotify algorithms have introduced younger generations to classic rock. AI has been and continues to be steadily woven into the tapestry of daily life.
BY DIRECT SELLING NEWS EDITORIAL STAFF
AI is everywhere, all the time.
IN RECENT YEARS, HOWEVER, AI HAS PROGRESSIVELY LEVELED UP to include robots that streamline assembly lines, chatbots that replace customer service call centers and tools like ChatGPT that have the capacity to fulfill tasks that once required highly skilled and highly educated operators. AI is no longer a novelty or a sci fi prediction for the distant future. It’s here, and it’s a rapidly iterating, consistent presence that will only become an even greater part of everyday life. What was once primarily generative AI, meaning prompt based content creation, has swiftly been innovated with agentic AI, which can make autonomous decisions based on multi layered data sets, bringing a new era of instant gratification to the workplace. Need a new banner image for a website? ChatGPT can create one. Tired of taking notes in meetings? Otter.ai can automate summaries and create action items. What were once lengthy, multi step team processes are now streamlined into one click actions with rapid results. All of this optimization, however, has led some opponents to ask: at what cost?
“
Direct selling has a heart. AI does not.
STUART JOHNSON / Founder & CEO, Direct Selling News
In 2023, Forresters released a report stating that generative AI was expected to replace 2.4 million US jobs by 2030, most of which would be white collar occupations that could easily be automated. With the introduction of agentic AI, that number will inevitably spike even further.
For middle class workers, the cost of this AI revolution— at least in the short term—will be steep. Earlier this year, Salesforce CEO Marc Benioff announced that AI was already doing up to 50 percent of the work performed by his company. A similar shift has been happening across industries as Klarna and IBM reportedly replaced hundreds of their customer service and human resource representatives with AI. Other companies, like UPS, couch the use of AI in language that says they aren’t directly replacing workers, but rather adopting AI driven tools to trim costs.
A New Path Forward for Professionals
As more educated, ambitious and driven professionals become displaced by the proliferation of AI automation, these bright people will be looking for new opportunities where they can utilize their people skills and chart their own course. Many will be starting over, looking for a career that will value what they have to offer. One that won’t be suddenly rendered obsolete by technology.
It is at this crossroads where direct selling—an industry built on human connection—has the potential to not only meet an urgent societal need but also benefit from momentum within an entirely new category of prospective distributors and customers.
This is the “other opportunity” presented by AI that direct selling is uniquely positioned to embrace by providing a space for people who are hungry for both community and new income opportunities.
As Stuart Johnson, Founder and CEO of Direct Selling News explained, “We always talk about how AI can positively impact our businesses—and we definitely need to have those conversations. But what I think is a big miss for direct selling currently is what we can do for people who have been negatively impacted by this technology.
THREE KEY TAKEAWAYS
1 / AI IS CHANGING THE WORKFORCE—DIRECT SELLING OFFERS A HUMAN ALTERNATIVE
As AI continues to displace traditional white collar roles, direct selling provides a people first path forward built on connection, flexibility and purpose.
2 / AI MAY STREAMLINE TASKS, BUT IT CAN’T REPLACE RELATIONSHIPS
Automation brings speed and convenience, but it lacks the empathy, community and authenticity that define human engagement. Direct selling fills that void.
3 / THIS IS A MOMENT OF REINVENTION—FOR PEOPLE AND FOR THE INDUSTRY
As professionals seek new opportunities post AI disruption, direct selling is uniquely positioned to welcome them with open arms and offer a fresh start.
As a channel, direct selling can offer a fresh start to people who have lost their jobs and need a new professional home. An opportunity for everyone—that’s what we’ve always been. It’s what we do better than anyone else. Direct selling has a heart. AI does not.”
The Energy Behind AI Fatigue
The tangible alternative of an opportunity based in heart, connection and community is gaining real traction in this moment due to the invasive proliferation of AI. Although this technology is not new—the fear of losing your job because of it is a relatively recent phenomenon. People are overwhelmed, confused and more than a little apprehensive about what AI will mean for their lives and livelihoods.
THE COMMUNITYFIRST AI BLUEPRINT
REACHING OUT TO PROFESSIONALS DISPLACED BY AI and encouraging them to become a part of direct selling is a no-brainer. But how do we increase our corporate employees’ comfort level with the technology? Here are a few tips.
n Create an AI-Ready Culture
People are afraid that they will be automated out of a job. That fear is understandable, so companies should empower people to use AI to amplify what they are already doing. Being open and transparent about AI usage and expectations eliminates silos and enhances communal creativity. Teams need to know how to use AI to stay relevant and efficient. Start small and then scale with intention.
n Personalize with Predictive and Prescriptive AI
Personalization has long been a selling point within the direct sales model. With predictive AI, direct selling brands can offer that customization on an even greater level by utilizing customer data to solve problems before they happen. Predictive models can create personalized offers; flag when a distributor needs additional support; and manage inventory levels. Prescriptive AI can automate those solutions.
n Maintain the Human Focus
AI should never replace communications with customers, but it can provide assistance when team leaders or corporate offices are unavailable. AI assisted shopping can walk customers through an entire shopping experience. For brands with massive product portfolios, having a tool integrated within the website itself to answer product related questions and make recommendations is game changing. The key is to utilize AI to enhance interpersonal communication, not replace it.
n Deliver Training and Tools that Make Life Simpler
In an increasingly regulated industry, sending thousands of distributors out into the world to teach and coach is a recipe for compliance disasters. But today, AI can not only provide internet wide monitoring to make sure noncompliant messaging is addressed, it can also prevent it from happening altogether. The key is to not only offer these tools to distributors, but to train them on how to best leverage the technology.
n Prioritize Analog Experiences
AI can deliver metrics and help leaders get to know the people in their organizations through gathered data, but this information is only as powerful as authentic in person connections allow for. Presence matters more than productivity. When possible, take meetings offline; prioritize in person events; and cultivate opportunities for connection through service days, sports leagues and communal meals.
BUILDING COMMUNITY THROUGH SHARED EXPERIENCES WILL BE THE DEFINING FACTOR THAT DRAWS THOSE DISPLACED BY AI TO A NEW OPPORTUNITY.
THIS ISN’T A FORK IN THE ROAD. THE PATH FORWARD IS NOT CHOOSING AI OR PEOPLE— IT’S CHOOSING BOTH.
This has resulted in a growing sense of AI fatigue. A recent Forbes article noted that “AI fatigue is real,” with individuals feeling bombarded by the constant influx of AI technologies and the pressure to adapt to them. Similarly, Technopedia reported that nearly half of AI initiatives fail after the proof of concept stage, creating disillusionment and fatigue for employees and stakeholders.
Since the pandemic, people have reported feeling isolated from one another as the lack of connection COVID forced upon us has increasingly become a new, regrettable norm. Experts warn that over reliance on AI can exacerbate those feelings of loneliness and isolation. So, while we are more connected digitally than ever before, we are becoming increasingly isolated in our personal lives. People crave connection. They want something real—something like direct selling.
A Brookings article emphasized the importance of human relationships and cautioned against replacing them with AI, stating that “no matter how good the AI, there is no human relationship when one half of the encounter is a machine.”
The challenge lies in finding a balance between leveraging AI’s capabilities and maintaining meaningful relationships. As AI continues to permeate all aspects of life, it’s crucial to be mindful of its impact on social interactions and to prioritize genuine face to face, belly to belly human engagement as much as possible.
Meeting Hardship with Opportunity
This is where direct selling is poised to shine. As people endure layoffs, financial hardships and a sense of inauthenticity stemming from this AI tumult, the need for community and opportunity will be more important than ever before. If done well, direct selling’s social nature, person to person communication and human touch can stand out as a beacon in a sea of artifice.
AI itself is not the problem—artificial intelligence is the new language of commerce, and companies
need to be fluent—but there is a way to honor the humanity of a workforce while harnessing the potential and power of AI. For direct selling leaders, whose longevity and profit margins depend on the health of its community, operating within this framework will be critical to creating a home that welcomes those displaced by AI while remaining technologically relevant.
In a high tech world where almost everyone is siloed behind their own screens, building community through shared experiences will be the defining factor that draws those displaced by AI to a new opportunity.
Counteracting the isolating effects of AI is now direct selling’s newest superpower, arming a new generation of entrepreneurs with the tools they need to feel included while making supplemental income.
People will always crave connection, and while AI will be a critical component of success for any company moving forward, maintaining a focus on interpersonal communication, investing in authentic relationships and consistently engaging with customers and team members can only set the channel apart.
This isn’t a fork in the road. The path forward is not choosing AI or people—it’s choosing both. The companies that will thrive are those that prioritize innovation without losing sight of humanity. Direct selling’s foundation in authentic relationships and community driven purpose offers a compelling counterbalance to the sterile efficiency of AI.
As Johnson explained, “The uncomfortable truth about AI is that it’s going to take tens of millions of jobs. The good news is that as direct sellers, millions of those people are going to be looking for a place to earn extra money.”
As the workforce continues to evolve, the channel has a unique opportunity to be both refuge and launchpad—a place where displaced professionals can rediscover value, purpose and connection. In an environment characterized by automation, direct selling’s deeply human approach may prove to be not only relevant, but essential. DSN
Implement these simple strategies to make sure your communications are crystal clear.
BY CRAYTON WEBB / OWNER, SUNWEST COMMUNICATIONS
MASTER YOUR MESSAGING
AS A DIRECT SELLING COMPANY
EXECUTIVE, you likely spend a lot of time speaking onstage and talking to people. Some of you have also spent time talking to the media. Chances are excellent that you’ve received media training to prepare you for those situations.
During Direct Selling University (DSU), I led a mini media training workshop for direct selling leaders, incorporating elements of the Spaeth Method, the cornerstone of our client media and communications training.
This approach is designed to help business leaders understand how to reach all their different audiences effectively, by focusing on what you want your audience to hear, believe and remember.
Words Matter.
WORDS STICK IN PEOPLE’S MINDS.
If you’re the company spokesperson, whether you’re talking to the media, your independent sales force or employees, whether you’re talking on social channels or in person, what you say and the words you use matter.
NEVER, NEVER, NEVER REPEAT THE NEGATIVE. WHEN YOU DENY THE NEGATIVE, THE LISTENER HEARS JUST THE OPPOSITE.
It sounds so simple, but it makes a big difference. Yet, this communications rule is often ignored.
Here’s a prime example: The Dallas Mavericks basketball team recently made a gigantic mistake. First, they traded their star player, Luka Doncic, to the Los Angeles Lakers. Second—and worst of all—they underestimated how angry everybody in Dallas would be. In an interview, former Mavs owner Mark Cuban said, “Yeah, you’re going to make mistakes. And, you know, I think the biggest challenge that the Mavs have right now is there’s nobody who’s going to communicate.”
It’s not so much what you do as how you communicate what you do and why you do it. That’s your challenge.
The Influence Model
The Influence Model™ is a key element of Spaeth Training, powered by Sunwest Communications, a copyrighted communications training system developed by Merrie Spaeth, the owner of Spaeth Communications for 30 years and, before that, director of media relations for President Ronald Reagan. I’ve long been a Merrie fan and am now fortunate to count her as a Sunwest Communications colleague. This technique focuses on the words you choose to ensure your audience leaves remembering what you want them to believe. And that they hear it; they remember it; and they believe it—and ultimately, pass it on.
Who’s Your Audience?
Always ask yourself, who is your target audience? What is your target audience? Is it your independent sales force? Employees? Regulators? The general public? Knowing who you’re talking to and who you’re trying to reach is always key.
How are you connecting with them? There are formal and informal communication networks. Formal networks are those you control: marketing and advertising, the corporate website, presentations and newsletters.
Informal networks are any communications and conversations you don’t control. They are powerful, credible routes for communicating your messages. These include the local, national or global media and verbal encounters like meetings, speeches and person to person communication.
Good Word-Bad Word Drill
The Good Word Bad Word drill is a key component of the Influence Model training.
It is astounding how many experienced communicators forget to use their good words— key, positive words. When leaders forget to use good words, they don’t enlist their audience to truly understand what they’re talking about, to hear, to believe and to remember.
They also forget to avoid using bad words, which have negative connotations.
What are the bad words used to describe direct selling? A pyramid scheme? It’s one of the bad words other people use to disparage our channel. But…have we used it ourselves (and to our detriment)? Yes!
THREE KEY TAKEAWAYS
1 / CLARITY CREATES IMPACT
The words you choose shape what your audience hears, believes and remembers. Focus on your message—not the negative.
2 / YOUR AUDIENCE IS YOUR AMPLIFIER
Independent distributors are your most important ambassadors. Speak with intention to empower and equip them.
3 / POSITIVE WORDS, POWERFUL RESULTS
Avoid repeating negative language. Use strong, clear, affirmative words to drive your message forward.
YOUR FIRST AUDIENCE IS YOUR INDEPENDENT DISTRIBUTORS.
THEY ARE YOUR MOST IMPORTANT AMBASSADORS.
When someone says, “Are you a pyramid scheme?” the response often reflexively repeats the negative.
“No, we are not a pyramid scheme.” We tend to pick up and repeat the words we hear.
Bad words, of course, are negative words that you repeat. This is exactly what we’re trying to avoid. Never, never, never repeat the negative. When you deny the negative, the listener hears just the opposite.
DSU attendees used other good and bad words during this exercise.
Some of the most famous examples that illustrate this tenet came out of the mouths of powerful, skilled communicators. Their denial of the negative— repeating bad words in response to questions from the media—live on forever:
n “I am not a crook.” —RICHARD NIXON
n “I did not have sexual relations with that woman.” —BILL CLINTON
n “I am not a bully.” —CHRIS CHRISTIE
And there are other less famous but memorable denials:
n “Creepy is as creepy does.” —JOE MCGINNIS, REPORTER AND SARAH PALIN’S NEIGHBOR
Is he creepy? Did he move close to Sarah Palin to be creepy—even though he says he didn’t? During an interview with CBS, he repeated the bad word “creepy” multiple times. This example is creepily memorable.
n “Football is not in a crisis.” —GIANNI INFANTINO, FIFA PRESIDENT
During a FIFA press conference, the spokesperson repeated “crisis” five times! Well, when you’re on your phone, and you’re watching this clip, or if you’re a traditional news watcher and you’re making dinner when you hear him say this, you’re going to walk away absolutely thinking, “FIFA is in a crisis.” This is exactly the opposite of what the FIFA president wants you to hear, believe and remember.
These “bad” words are what we remember…and what reporters feature in headlines.
And then there’s the piling on of bad words. Let’s go back to the Mavs’ maligned (to this day) trade of Luka Doncic. A few weeks later, Southwest Airlines announced that their long standing “bags fly free” policy was ending. A lot of customers were really upset, really disappointed, but they’re loyalists. We love Southwest Airlines.
But then Southwest posts on social media: “Hey, it’s not like we traded Luka, right?” Wrong!
“Get over it”—that’s what they’re saying. Get over it. It wasn’t that bad.
This communication really backfired in a way the airline didn’t intend.
Enlisting Your Audience
We want to enlist our audiences to pass on the message that we want them to pass on. It sounds so simple. Don’t repeat the negative. Use positive words. Say things that you want people to hear, remember and believe.
But it isn’t easy in practice. Having been on the other side of the camera, I can tell you that when someone asks, “Are you a pyramid scheme?” the first reflexive thing you want to do is say, “No, we are not a pyramid scheme.” It’s not the message we want to pass on to our audience. It’s the exact opposite of what we should do.
As you already know, your first audience is your independent distributors. They are your most important ambassadors, as are your corporate employees.
FedEx has successfully utilized its employees as brand ambassadors. Behind that success is effective communication of the company’s customer service plank, the Purple Promise, I will make every FedEx experience outstanding. FedEx does this intentionally, repeatedly sharing stories about employees demonstrating the Purple Promise.
Many of you already do this with your independent distributors. You accentuate the positive. You tell a story, giving a character a name, someone with a face, a story that your audience will remember, believe and pass on.
If you’re talking to a reporter or an angry distributor who doesn’t like that their favorite product has been discontinued; that you’ve revised the compensation model; or any other change they don’t like, how do we—as leaders—communicate to ensure that our message gets across so that people hear what we want them to hear, remember it and believe it?
The Acknowledgment Technique
First and foremost, you can’t simply ignore the question and move into your positive message. Particularly if somebody is angry, you must acknowledge every single question.
Did you know that there are only three answers to a question? Yes. No. Maybe.
The acknowledgment technique responds to the reporter’s question without being constrained by the question.
Your acknowledgment phrase:
n No, not exactly.
n Yes and no.
n It’s more complicated than that.
Your key message: The response you want to give. Key messages or headlines use good words as the backbone of the response you want to give. Headlines are short, memorable and make a claim. This technique is responsive to the reporter’s question without being constrained by the question.
Acknowledge the question, then proceed to your headline. Lastly, include some key facts or proof points to back up your headline’s claim. Use your good words. And remember, never repeat the negative. Good words rule. Bad words are out. DSN
CRAYTON WEBB owns Dallas based Sunwest Communications. He led the Mary Kay global corporate communications team for 12 years. Spaeth Training, powered by Sunwest Communications, is a strategic consulting, media and speaker training and crisis communication practice.
UK’S MEDIA STRATEGY BLUEPRINT
SUSANNAH SCHOFIELD OBE, DIRECTOR GENERAL OF THE UK DSA,
SHARES HOW NEW PUBLIC RELATIONS
INITIATIVES TURNED NEGATIVE NARRATIVES INTO POSITIVE ONES.
BY PATRICIA WHITE
WITH SUSANNAH SCHOFIELD OBE
D
IRECT SELLING’S REPUTATION ISSUES AREN’T
LIMITED TO THE UNITED STATES. Other markets feel the familiar sting of unfair scrutiny and bias, too. I recently sat down with Susannah
Schofield OBE, the Director General of the UK DSA. Susannah generously shared their experiences with negative media attention and the actions they took to turn the situation around. There are lessons for every direct selling company here—tangible takeaways and fresh perspectives that are applicable to every company and market around the globe.
Q A&
COULD YOU provide some context and background on the new PR strategy that the UK DSA has implemented over the last six years, since you took over as Director General?
Things had reached a point around seven or eight years ago where negative media attention seemed to be on the rise and was at risk of drowning out the many positives of the work of the Association and its members. I joined the Direct Selling Association in early 2019, and it was clear that the situation was becoming quite damaging for some individual members who had suffered from negative media coverage. Several members had expressed concerns about the media’s treatment of their brands and were looking to the Association for help—it was an issue that transcended individual member-level work, and I was keen to assist.
Why did you decide to implement a new PR strategy?
Perhaps understandably at the time, some prominent member brands had got to a point where their experiences with the media were so
problematic that they just wanted to shut the door and not engage. However, ultimately, this wasn’t helping. I knew it wasn’t the answer; it couldn’t be a long-term strategy.
Things got to the point where the potential wider implications for the entire industry were very real, and we had to act. Things had to change, and as the new Director General, I was able to bring a fresh perspective and—together with colleagues—re-think the approach. We took some time to critically assess the situation and determine a fresh strategy for the Association’s external communications and PR work.
What were the first steps in determining the new strategy?
Securing the buy-in of the Association’s Board to the change of strategy and getting their agreement to take a more confident, assertive, transparent and front-footed approach to PR was crucial.
The resources we have available to spend on PR are not unlimited, and we took the proactive decision to plow our PR resources into positive media work and campaigns rather than allow so much time to be taken up by firefighting and managing crises.
Member involvement was also key. We established a member PR Group, which included some exceptional expertise and was extremely well supported, both virtually and in-person. Creating this group was vital to building trust and sharing knowledge and experiences across the Association and its members to collaborate more effectively and move forward more positively. We also used this forum to discuss some of the common issues that many of the group were encountering, for example, around sometimes problematic terminology.
There was a recognition that, individually, there was a limit to what could be achieved. However, by working together, the potential to change the narrative could be far more impactful.
What were the central tenets to the new approach?
The key pillars of the new strategy were to:
n Build awareness and credibility of the Association and its members.
n Improve the reputation of the industry.
n Modernize perceptions of the channel.
Alongside the wider, strategic decisions, we also made some other changes which, although seemingly quite small, made a real difference. These included subtle but significant changes in language and terminology and the pivotal decision to share more data and factual information— particularly average earnings data—with media and other audiences.
Of course, this wasn’t just about communication and PR—we knew that the strategy had to be backed up with action. And as Director General, I put in place elements such as a more robust framework and set of guidance in relation to our compliance and auditing processes for members.
As a result, we did turn down some potential new members operating in cryptocurrency, but
this was the right decision and supported the new approach. As an Association, it is imperative that we always protect our members, their independent sellers and all customers.
Can you give us some examples of how things have changed, day-to-day?
Almost overnight, we chose not to engage with negative media approaches. We simply did not fuel the fire. If something factually inaccurate needed correcting, we would do so. And we also issued very clear, concise statements making clear the role of the Association in maintaining standards and ethical business practices, and the fact that our members have proactively volunteered themselves to be held accountable to these higher standards compared to non-members. It was a very no-nonsense approach, and it quickly worked.
“ There was a recognition that, individually, there was a limit to what could be achieved. However, by working together, the potential to change the narrative could be far more impactful.
SUSANNAH SCHOFIELD OBE / Director General of the UK
We also made less obvious but still important changes to wider communication. For example, changing certain areas of the website which had previously been quite defensive (and focused on explaining what direct selling was not!) to explaining the commitment to best practices that our members had made by joining the Association. This messaging was echoed in all communication channels.
We also undertook work to revise and refresh the Association’s messaging, producing a series of straightforward key messages which underpinned
all our external communication. Crucially, all our messaging was backed by evidence with clear data and proof points. This approach has become a cornerstone of our PR work. We always strive to back up what we say with clear evidence. Much of this is taken from research that we conduct across the industry in the UK, for example, average earnings, etc.
Can you outline some of the key results of the revised approach?
We have seen a significant shift to far more positive engagement with the media, with over 300 references to the Direct Selling Association secured in UK media over the last two years alone. Throughout 2024, our media work enabled the Association to reach a total potential audience size of 765 million. And since the launch of the new strategy, we have seen positive coverage in a wide range of UK media outlets, ranging from The Sunday Times, Express, Daily Mail and Daily Mirror newspapers to leading retail titles and online business publications.
Our tone of voice aims to be measured and responsible, and we always advise people to look for the Direct Selling Association logo as an indication of best practice.
Ultimately, the success of the strategy was one of the components that led us to make the decision to rebrand the Association in 2024 to become the voice for direct-to-consumer (D2C) retail in the UK.
What were the key challenges of the new approach?
Some members were understandably nervous about such a radically different approach, particularly to opening up more and increasing transparency when they just wanted to close the door to the media, but early successes were powerful in demonstrating the effectiveness of the new strategy and fostering confidence.
Some members were constrained by what they could do as international brands which were headquartered in other countries, with centralized communications. But I think our work has shown how vital localization is in this industry—this cannot be underestimated. The UK market and consumer are very different to the American market and consumer.
What does the future look like?
Our external communications and PR are in a good place, and we have built up far more trust with the media. However, we’re not complacent. Working to raise awareness of the modernization of the industry continues to be a key focus as we celebrate the 60th year of the UK Direct Selling Association in 2025. There is still much work to do to show how things have moved on in the channel, and the opportunities that exist for a new generation of both consumers and sellers.
Product quality is another key area of focus, and member brands have an important role to play here. Many are doing a great job by entering products into prestigious awards, becoming B-Corp certified and so on.
Q A&
I believe that the future holds real opportunities for the channel, particularly given key trends such as experiential retail, retail-tainment and personalization.
What would your top three key takeaways be for others looking to replicate the success of the external communications seen in the UK?
1 / BE OBJECTIVE ABOUT WHAT IS AND ISN’T WORKING—AND WHY— and then act on it. Getting a truly external and independent perspective is invaluable.
2 / BE MEASURED. As a leading UK retail body, there is a certain expectation about what we say and do.
3 / EVIDENCE, EVIDENCE, EVIDENCE! Back up what you plan to say with facts and data. Surveying independent sellers and requesting data from member companies are great places to start. DSN
EVERYTHING 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
AI TOOL / LearnWorlds
When it comes to virtual learning, LearnWorlds harnesses the power of AI to turn content into interactive experiences. Instead of long meetings, boring PDFs or endless Zoom calls, you can easily build dynamic, branded courses that excite your teams. Using sleek video lessons, quizzes and gamified learning, LearnWorlds helps engage your team in content that’s important to your brand. Instead of simply passing on information, LearnWorlds creates momentum, builds confidence and keeps learners motivated.
NEWSLETTER / Brilliance Brief
BY JUSTIN WRIGHT
Brilliance Brief is a thought-provoking leadership newsletter offering business clarity without the fluff. As a Founder, CEO, ex-$4 billion CIO and LinkedIn top creator, Wright challenges how you think—nudging you to make bolder moves and smarter decisions by delving into topics like integrity, reputation and how to leverage AI. Sent weekly to the inboxes of over 500K professionals, Brilliance Brief is packed with research-backed tips and unexpected ideas.
The Motivation Equation: The Art and Science of Getting People to Take Action
BY AL BALA
As the former COO of Britt Worldwide and the recently retired CEO of Mannatech, Al Bala’s experience in the industry spans four decades—and the globe. Having opened over 65 countries and become fluent in over a dozen languages, Bala possesses an incredible ability to inspire action across cultures. Drawing from his extensive entrepreneurial journey and leadership roles, The Motivation Equation outlines a practical guide to personal development and exceptional leadership that will help you and your business thrive.
“
We cannot solve our problems with the same thinking we used when we created them. —ALBERT EINSTEIN
The Multiply Method: Simple Systems for Building a Solid, Sustainable Network Marketing Team
BY SARAH ROBBINS
Discover The Multiply Method—Sarah Robbins’ proven system for simplifying network marketing, growing a team and creating a business that lasts. Once a kindergarten teacher, Robbins turned her part-time side hustle into a full-time career, eventually growing her business to over $2 billion in annual sales. In this practical guide, she reveals the strategies that have helped countless entrepreneurs replicate her success—from reframing prospecting and handling objections, to launching new team members and utilizing social media
SOCIAL MEDIA INFLUENCER / Jenna Kutcher
Jenna Kutcher is a must-follow influencer for aspiring entrepreneurs, thanks to her relatable approach and proven track record— she managed to turn a $300 Craigslist camera into a multimillion-dollar personal brand. As host of the top-rated Goal Digger podcast, Kutcher has created hundreds of episodes packed with marketing, mindset and productivity strategies. From Instagram growth and email marketing to authentic branding and work-life balance, Kutcher’s widespread content offers friendly guidance grounded in experience—not just theory.
YOUTUBE
CHANNEL / Evan Carmichael
Called “the modern-day Napoleon Hill” by Ed Mylett, Evan Carmichael built and sold a biotech software company by 19 and became a venture capitalist by 22. Today, his YouTube channel boasts over three million subscribers and 500 million views, earning him recognition from Forbes as a top social marketing talent and from Inc. as a leading leadership and social media speaker. Carmichael delivers daily motivation and practical business advice that aims to instill self-belief into viewers, one video at a time. DSN
125K+ Views & Downloads & Still Growing Strong
THE DIRECT APPROACH WITH WAYNE MOOREHEAD CANDID AND INSIGHTFUL CONVERSATIONS ABOUT TODAY’S EVOLVING CHANNEL.
SINCE LAUNCHING in June 2021, the Direct Approach podcast has been providing direct selling executives an in-depth look at the biggest challenges facing the channel—and unique solutions for tackling them.
Wayne and the rest of the DSN family would like to thank our growing audience and the 100+ executives and guests for their candor and participation.
MEET THE HOST Wayne Moorehead has deep experience in marketing and brand strategy. He has applied his expertise and passion to help companies (from startups to Fortune 100) define, communicate and activate their brands. Wayne’s rare blend of experience and success has shaped his philosophy on effective growth strategies, and he believes the future of the channel will blend the best of direct selling with the best of direct-to-consumer.
RECENT EPISODES!
[ EPISODE 109 ]
Legacy Meets Agility with Andrew Schmidt / Regional President, West Markets, Amway “
WHAT EXCITES ME MOST is the vibrancy of the young people coming into the industry every day. They are changing how we do business from within.
Culture, Community and a Company that Listens
“
LOTS OF CHALLENGES will come your way. And sometimes, just surviving can be enough to sustain you long term.
[ EPISODE 110 ]
Leading with a People-First Focus with Alexy Goldstein / CEO & Masterformulator, New U Life
“
YOU HAVE TO GROW TODAY to serve tomorrow. You have to challenge yourself every single day.
[ EPISODES 112 & 113 ]
Built to Last in DIrect Selling with Rob Sperry / Author, Consultant & Strategic Adviser
SIMPLICITY IS THE ULTIMATE SOPHISTICATION. When companies get out of momentum they overthink things, and it becomes too complex.
NEVER MISS AN EPISODE—2025 is becoming another year of insights, tips, takeaways and action items from some of the most notable names in the channel. If it’s impacting direct selling, Wayne and his guests will be talking about it on the Direct Approach. New episodes drop every other Thursday—make sure to subscribe!
Subscribe to the Direct Approach Today.
Built to Last!
Rob Sperry’s new book and podcast—produced in partnership with DSN—gives leading direct selling companies a powerful platform to share their stories and a modern blueprint for direct selling success.
BY DSN EDITORIAL STAFF
DIRECT SELLING NEWS (DSN)
PROVIDES VALUE TO DIRECT SELLING EXECUTIVES through reputable, trustworthy journalism. Our mission is to share positive stories of companies building the right way, offering a direct counterpoint to the negative noise the industry so often receives.
We all know direct selling gets a bad rap. But here at DSN, we see many companies in the channel achieving remarkable things, developing incredible products and embracing innovative technologies. That’s something to celebrate—and the kind of success stories we love to tell and the public needs to hear.
And we also see some companies in the channel struggling with relevancy. Direct selling offers a modern, flexible opportunity—but many companies need to revisit and repackage some of their fundamentals to create sustainable success that attracts today’s modern entrepreneurs.
With that in mind, we are excited to announce the newest addition to our family of podcasts, Built to Last, hosted by Rob Sperry.
PODCASTS ARE EVERYWHERE WITH 584
MILLION LISTENERS WORLDWIDE IN 2025. AND THE AVERAGE LISTENER SPENDS ROUGHLY SEVEN HOURS PER WEEK TUNING IN
ROB SPERRY’S CREDIBILITY, KNOWLEDGE, ENTHUSIASM AND CHARISMA SET THE PERFECT TONE FOR THIS ENGAGING— AND BELIEF‑BUILDING— PODCAST.
Right Content. Right Timing.
Rob Sperry has spent two decades in the direct selling profession—coaching, consulting and building alongside the top one percent of earners and executives. He’s personally trained over 1,700 verified six and seven-figure earners. Through his high-level consulting and training platforms, Sperry bridges the gap between corporate strategy and field execution. His credibility, knowledge, enthusiasm and charisma set the perfect tone for this engaging—and belief-building—podcast.
The podcast launches with 16 initial episodes where Sperry recaps his latest book, Built to Last. It’s a leadership playbook for owners and executives who are tired of patchwork solutions.
Sperry believes direct selling doesn’t have a recruiting problem—it has a retention problem. And, in Built to Last, he examines the retention challenges facing direct selling and offers some actionable, straightforward solutions. All of Sperry’s insights are grounded in field experience, backed by consulting for some of the most well-known direct selling brands and sharpened by conversations with leading distributors.
BUILT TO LAST—
A Modern Direct Selling Playbook
WE HEAR IT ALL THE TIME.
Distributors don’t trust owners. Owners don’t trust the field. Customers don’t trust the industry.
This is where Rob Sperry’s new book Built to Last comes in—to build that trust back. This book is a touchstone for constructing a legacy company—the kind that doesn’t collapse when your top recruiter walks away.
If you lead a brand that wants to be around in 10, 20, 30 years—this is the book for you. It’s for the founders who still care more about people than P&L. It’s for the field leaders who are done faking belief and are ready to rebuild it.
Listeners of the Built to Last podcast will receive a complimentary digital download of the book when they subscribe at builttolastpodcast.com.
Shared Success Stories
But Built to Last offers so much more than advice. After the initial episodes drop, the podcast will begin actively engaging directly with the channel’s leading companies and inviting them to share their stories on the pod.
It’s a unique opportunity for companies to engage with a credible third-party podcast that highlights the direct selling companies creating real impact through their vision, innovation and staying power.
The journalistic approach offers prospective distributors and customers a trusted, in-depth look at what makes featured companies stand out. Designed to be shared by corporate and field associates as a belief-building resource, each episode positions a featured company as trustworthy, future-focused and backed by the authority, reputation and objectivity of DSN.
Why It Works
Built to Last is a fresh, modern re-imagining of old-school third-party magazines like SUCCESS from Home. It allows companies to share their origin story fast, free and globally via an innovative podcast that resonates with today’s distributor or prospect. It’s easy to share and consume—they can listen to it on their commute, at the gym or in any spare pockets of time.
Podcasts are EVERYWHERE with 584 million listeners worldwide in 2025. And the average listener spends roughly seven hours per week tuning in. Mobile devices are the preferred platform with 86 percent of listeners using them. It makes sense to craft a credibility-building podcast from a trusted news source like DSN to give your opportunity maximum exposure where today’s consumers live and learn—their phone.
“
T hese aren’t companies chasing quarters. These are companies building for decades to come .
ROB SPERRY / Host, Built to Last
Companies featured on Built to Last enjoy:
n Third-party validation
n Field-usable content
n High-production storytelling
n Brand credibility
n Emotional and strategic appeal
A Powerful Platform
Making Built to Last a part of the DSN media family of podcasts, print and digital publications and research initiatives provides a valuable resource to the global executives that already trust the brand. It also offers third-party validation to distributors whether they are just getting started or veterans looking for a fresh start or reset.
As DSN Founder and CEO Stuart Johnson explained, “We’re very excited about what Built to Last represents and the opportunity it offers direct selling companies. It perfectly captures the pulse of the channel—which in times of evolution is so critical to success.”
Johnson is particularly excited to shine DSN’s spotlight on the companies that have demonstrated the philosophies, cultures and strategies that are creating sustainable growth.
“We are letting you tell us and your prospects what works and why—in your words, backed by our reputation. Talk about a win-win!”
It’s a sentiment shared by Sperry. “We’re going to talk about the systems, the strategies, the retention models and the field-first innovation happening inside today’s most respected companies. These aren’t companies chasing quarters. These are companies building for decades to come.”
Every episode is structured to deliver value, give clarity and help decision makers across the industry think deeper and lead better. “This podcast isn’t about hype,” Sperry explained. “It’s about creating something the field can trust and something the top companies can use to sharpen their edge.” DSN
L’BRI /
L’BRI: A Quiet Success Story
BY JENNY VETTER
DIRECT SALES IS ALWAYS ROOTED IN PERSONAL CONNECTION— it’s what sets the industry apart and consistently attracts new entrepreneurs to this time-tested business model. But for Linda and Brian Kaminski, direct sales is more than personal. It’s the throughline in the story of their lives. Everything about L’BRI, the company they built together, is deeply tied to who they are and how they’ve lived. And today, nearly three decades later, they’re more excited than ever to help others tell their own stories through the opportunity they built on dreams and diligence.
FOUNDED: 1998
HEADQUARTERS: Mukwonago, WI
TOP EXECUTIVES:
Brian Kaminski / Co-Founder
Linda Kaminski / Co-Founder
Cindy Monroe / Executive VP, Strategic Growth
Lynn Lippert / VP
PRODUCT CATEGORY: Beauty & Personal Care
People always say, once direct sales is in you, you can’t get rid of it.
BRIAN KAMINSKI / Co-Founder “
Direct Sales from the Start
Newly married and ready to build their life together, Linda and Brian were introduced to direct sales in their early 20s, at the very start of what would be a lifetime in the industry. Linda quickly built a thriving beauty business, achieving massive success within her first few years, while Brian worked in an aluminum foundry and cheered his young wife on from the sidelines—all while quietly studying the industry from his vantage point.
As Linda’s direct sales career grew, the couple saw the tremendous potential her business could have on their lives and the dreams they had for the future.
“We earned a car,” Brian shared. “Our family had never had a brand-new car, so we got a Ford Thunderbird. Oh my gosh—it was like we won the lottery. Linda was getting awards. We were traveling and living the American dream.”
After many years in the field with the same company, Linda and Brian’s dreams took a detour when the company suddenly closed. Linda took all she’d learned in two decades of top sales and built a new business with another company, only to watch that business close its doors as well. After yet another rebuilding with a third company, the couple had seen and experienced too much—financial instability, a revolving door of corporate leaders and a disappointing lack of transparency.
But they’d also seen too much possibility to leave the industry for good.
“When you have twenty years of these incredible life-changing experiences, it just calls to you,” Brian shared. “People always say, once direct sales is in you, you can’t get rid of it. We looked back at all the wonderful things and realized we had the most stability and success when we were in the field with skincare and cosmetics. We finally decided to start our own company.”
Not only had Linda and Brian achieved incredible success in selling personal care products, but they’d also seen how powerful a specific ingredient could be—one that served as the inspiration for the new business they would dream up together.
An Aloe-Powered Vision
As Linda was building her first direct sales business, Brian’s work in an aluminum foundry resulted in a tragic accident that landed him in the burn unit of their local hospital. Suffering from burns across his body from molten aluminum, Brian spent weeks recovering with little improvement until Linda chose to treat his wounds herself with Aloe vera barbadensis, most widely known as aloe vera. Brian’s doctors and nurses were amazed at the results and how quickly his burns were healing.
B RIAN AND LINDA HAD SEEN HOW POWERFUL A SPECIFIC INGREDIENT COULD BE— ONE THAT SERVED AS THE INSPIRATION FOR THE NEW BUSINESS THEY WOULD DREAM UP TOGETHER.
Three companies and many years later, Linda and Brian looked again to the power of aloe to regenerate—but this time, they applied it to their business. They knew they wanted to build a company that could heal what they’d experienced in Linda’s past direct sales efforts. They dreamed of a place where entrepreneurs would feel safe to build businesses, trust their leaders and expect stability and transparency from the corporate team. That’s exactly what they did and have continued since they launched L’BRI in 1998.
“We’ve been very conservative with our finances because of what happened to us when we were in the field,” Brian explained. “We didn’t want our field, our customers, our leaders, to have to go through those challenges. Just like a parent, you want your kids to have it better than you did.”
Debt-free and fully owned by Linda and Brian with no outside investors, L’BRI is home to a ever-growing contingent of thriving consultants and happy customers.
Aloe continues to be at the heart of the product portfolio which includes skincare, hair care, body
We never wanted to be the biggest company in the world, but we wanted to be one of the best.
LINDA KAMINSKI / Co-Founder “
products, makeup and health and wellness items, as well as specialized lines for men and children.
“It’s all about the aloe,” Brian said. “Nearly everything on the market today in the world is water based, meaning water is the first ingredient in the product. But because of our aloe vera experience when we started L’BRI, we made aloe vera foundational to our product line and the cornerstone of everything we do. It’s really our biggest—and best—differentiator.”
The Best is Yet to Come
Linda and Brian took everything they learned in their first two decades in direct sales and dreamed up something that would bring aspiring entrepreneurs the stability, transparency and lifelong opportunity they wanted for themselves.
“We treat it like a big responsibility of a family,” he explained. “We look at our customers and our consultants and our leaders like our kids. We’re very protective of the company and very conservative, just so they have a good, long, healthy, happy life at L’BRI.”
They chose to do things differently than some of their peers—like discouraging building up inventory and not offering autoship—gambles that didn’t just pay off but paid it forward in consultant and customer loyalty. Today, 71 percent of L’BRI’s orders
are repeat customer orders; its return rate is less than one percent; and 74 percent of orders go to real end-user customers, which, according to Brian, is “just naturally how we did business.”
Dedicated to doing the best they can for their field, the Kaminskis continue to make choices that equip and empower the entrepreneurs who call L’BRI home, including investing in new technology. This year, their investments include launching Shopify, a shoppable catalog, Spanish speaking customer service, live shopping experiences and an AI skincare advisor.
But perhaps the most exciting development at the company is the addition of Cindy Monroe, founder of Thirty-One Gifts, as L’BRI’s new Executive Vice President of Strategic Growth.
“Cindy has had such tremendous success,” Brian shared. “She’s so smart, so innovative. We’re excited about fresh ideas, her work ethic, her energy, her positive attitude.”
Cindy shares their enthusiasm and ideals. “L’BRI represents everything I believe in—authentic connection, integrity and products that deliver. This isn’t just a business; it’s a chance to empower others and make a meaningful impact.” Linda and Brian are so proud of the company they built together, humbled by its consistent growth and excited about what’s next for the dream they brought to life.
“We never wanted to be the biggest company in the world, but we wanted to be one of the best,” Linda Kaminski, Co-Founder said. “That’s probably what we’re the best at—consistent healthy growth.” DSN
Specialization— The Smart, Strategic Solution
Harness this competitive edge in direct selling’s evolving landscape.
BY MIKE CHRISTENSEN, VP OF SALES / INFOTRAX
IN TODAY’S RAPIDLY EVOLVING DIRECT SELLING
INDUSTRY, companies face unprecedented challenges: shifting consumer expectations, technological disruption, regulatory changes and global market dynamics. Amid this complexity, a critical strategic question emerges: is it better to partner with specialized service providers with focused expertise or rely on generalist companies offering end-to-end solutions? The evidence increasingly points to specialization as the winning approach
The Myth of the All-in-One Solution
For decades, the direct selling industry has been courted by vendors promising comprehensive solutions—the proverbial “one-stop shop” for everything from compensation planning to commission calculations, from ecommerce to compliance monitoring. These all-in-one platforms promised simplicity through consolidation. However, the reality often falls short. When companies attempt to excel in too many areas simultaneously, they frequently deliver mediocrity across the board rather than excellence in any single domain. This phenomenon isn’t unique to direct selling—it reflects a fundamental business truth: true expertise requires focus.
The Specialization Advantage
World-class specialized providers bring several distinct advantages that generalist alternatives simply cannot match.
1 / Depth of Expertise
Specialized providers maintain laser focus on their core competencies. A company dedicated exclusively to commission calculations, for example, will have encountered virtually every compensation plan variation and edge case imaginable. Their teams will include individuals who have devoted their entire careers to understanding this single aspect of direct selling. This depth of knowledge proves invaluable when navigating complex scenarios or implementing innovative approaches
2 / Continuous Innovation
When a company’s entire existence depends on excellence in a specific area, it has no choice but to continuously innovate. Specialized providers typically reinvest a significant portion of their revenue into research and development. This creates a cycle where deeper expertise leads to more innovation, attracting more clients and generating more resources.
3 / Adaptability
Specialized providers are typically more nimble and responsive to changes affecting their domain. When regulatory requirements shift or new market opportunities emerge, specialists can pivot quickly. Their organizational structures are designed to excel in their chosen area, without the bureaucratic hurdles that often impede larger, more diversified organizations
4 / Best-in- Class Technology
Specialized companies tend to invest more heavily in the technology infrastructure supporting that function. This focused investment typically results in more robust, reliable and feature-rich systems than what generalists can offer across multiple domains with divided resources
WHEN REGULATORY REQUIREMENTS
shift or new market opportunities emerge, specialists can pivot quickly.
THE DIRECT SELLING COMPANIES that will thrive are those that leverage specialized excellence rather than settling for generalized adequacy.
The Integration Objection
The most common objection to engaging multiple specialized providers is the challenge of integration. Decision-makers reasonably worry about creating data silos, reconciliation nightmares or user experience inconsistencies
However, this concern has become increasingly outdated in today’s API-driven business ecosystem. Modern specialized providers design their systems with integration in mind, offering robust APIs, webhooks and data exchange capabilities. Many specialized vendors have pre-built integrations with complementary services, creating ecosystems of excellence that work seamlessly together.
In fact, the best specialized providers recognize that integration capabilities are a core part of their value proposition. They invest heavily in making their systems play well with others, knowing that this is critical to market success.
Real-World Success Stories
The proof is in the results. Direct selling companies that have embraced the specialized approach consistently report higher satisfaction levels, better system performance and more successful technology implementations.
IN FACT, the best specialized providers recognize that integration capabilities are a core part of their value proposition.
One leading direct selling company, after years of struggling with an all-in-one platform, switched to a specialized commission provider for their complex compensation plan. Within months, they experienced dramatically reduced calculation errors, significantly faster processing times and eliminated a persistent backlog of field inquiries that had plagued their distributor relations team. Another company facing international expansion challenges abandoned their generalist provider’s global payment solution in favor of a specialized global payments platform. The result was substantially fewer payment failures and a marked improvement in distributor satisfaction across their international markets.
The Hidden Costs of “Jack-of-all Trades” Solutions
Beyond the obvious performance considerations, all-in-one solutions often carry hidden costs that only become apparent over time:
1 / Slower innovation cycles
When a provider’s resources are spread across multiple functions, new features and improvements arrive more slowly.
2 / Compromised configuration flexibility
Multi-function platforms frequently require compromise as their architecture must accommodate many different processes
3 / Expertise dilution
Support and implementation teams at generalist providers must maintain knowledge across numerous domains, leading to less specialized expertise.
4 / Higher switching costs
When all functions are bundled together, replacing an underperforming component becomes more disruptive and costly.
Choose the Right Partners
For direct selling executives navigating technology decisions, the path forward is clear: build relationships with best-in-class specialized providers whose excellence in their domain is unquestioned. Look for providers who:
n Focus exclusively or primarily on their core function.
n Have deep industry-specific knowledge in the direct selling vertical.
n Demonstrate a commitment to continuous innovation.
n Offer robust integration capabilities.
n Show a proven track record with companies similar to yours.
In an era of increasing complexity and rapid change, the direct selling companies that will thrive are those that leverage specialized excellence rather than settling for generalized adequacy. By partnering with focused providers who are masters of their craft, direct selling organizations can create a technology ecosystem that drives field success, operational efficiency and sustainable competitive advantage.
The future belongs to companies that recognize that in business technology, as in so many aspects of life, the specialist almost always outperforms the generalist. The direct selling industry has always been about connecting people with specialized products that deliver exceptional value. Shouldn’t we demand the same specialization from our business partners? DSN
MIKE CHRISTENSEN is the Vice President of Sales at InfoTrax. With over 20 years of experience, Mike has been instrumental in driving growth and expanding the company’s market presence. His leadership and strategic vision have helped InfoTrax enhance its product offerings and deliver exceptional value to its clients.
Back to School. Back to the Hill. Forward Together.
Education powers advocacy—and advocacy shapes the future.
Through every DirectTalks webinar, certification, and legal and compliance session, direct selling companies are strengthening the foundation that earns trust, ensures accountability, and protects consumers.
This fall, DSA brings that commitment into the spotlight—on Capitol Hill, in the marketplace, and across every boardroom shaping tomorrow’s decisions.
Direct Selling Day on Capitol Hill
September 17, 2025
Social Media Day Field Edition
September 30, 2025
Direct Selling Certified Professional Certification Program
November 10, 2025
DSA Legal + Regulatory Conference
December 9, 2025
Back to School. Back to Advocacy.
AS FALL BEGINS, we’re not just returning to routine—we’re returning to purpose.
Since June, DSA has helped secure key advocacy wins. Delaware’s HB 162—legislation that would have imposed harmful restrictions on direct selling—has been held for further study until January. In New Jersey, we’ve submitted comments on a proposed rule that could redefine independent contractor status. And in Washington, we’ve endorsed H.R. 3495, which would harmonize federal law to protect the independent status of direct sellers and real estate agents alike.
But policy isn’t shaped by legislation alone. It’s shaped by perception—and by how well we demonstrate the strength of our model.
At the American Enterprise Institute this summer, I asked Chris Mufarrige, Director of the FTC’s Bureau of Consumer Protection, whether the agency would advance an earnings claim rule even as our voluntary compliance efforts evolve. His response was clear: the FTC is moving forward.
DAVE GRIMALDI CEO of the US Direct Selling Association
That exchange confirmed the importance of what we do every day— not just advocating but educating.
DSA’s executive education is essential to our credibility. From the field to the boardroom, informed companies make stronger advocates. Through our programs, we’re showing regulators that the channel doesn’t wait to be told what’s right—we work to get it right ourselves.
This September, we’ll bring over 100 sellers to Washington for Direct Selling Day on Capitol Hill, where lawmakers will hear firsthand what this business means to real people.
Our DirectTalks webinars continue this fall with a range of timely sessions delving into compliant strategies for growth. Also, the Direct Selling Professional Certification program will be expanded to marketing teams. And in December, we gather in Washington for our Legal & Regulatory Conference, DSA’s premier in-person policy event.
This fall, we’re not just going back to school—we’re moving forward, together. DSN
#COMMUNITY #STRONGERTOGETHER
/ lacorecommerce.com
DSN’S MISSION is to support and serve the channel through journalism and advocacy. That mission is made possible thanks to the generosity of our Supplier Members. Thank you for continued support and dedication.
sales@blookanoo.com / blookanoo.com
/ ordergroove.com/industry/direct-selling
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 solve them.
LPT
901 Sam Rayburn Hwy Melissa, TX 75454 sales@lpt.io lpt.io
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.
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.
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.
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.
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.
CHECKOUT.COM
40 10th Ave.
New York, NY 10014
tyler.chapman@checkout.com checkout.com
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.
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.
NEXIO
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.
RUNA
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.
GLOBAL ACCESS, LLC
2889 W Ashton Blvd, Suite 350 Lehi, UT 84043
801-420-9200 globalaccess.com
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
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.
IMPACT HEALTH SHARING
8210 W State Rd. 84 Davie, FL 33324 impacthealthsharing.com
A non-profit organization offering an affordable solution to one of your distributor’s biggest challenges and financial burdens—affordable healthcare. Since 2020, we’ve helped thousands of members reduce their healthcare costs by 30%-50% through a modern, communitydriven solution that works better and feels better—the way it should be.
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.
QUICKBOX FULFILLMENT
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.
runa.io
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.
ORDERGOOVE
382 NE 191st Street, Suite 56661 Miami, FL 33179 marketing-team@ordergroove.com ordergroove.com/industry/direct-selling
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.
ADI MEETINGS & EVENTS
6380 Silver Sage Dr. Park City, UT 84098 dianna@adimeetings.com 321-423-7229 adimeetings.com
ADI meetings 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.
KATAPULT EVENTS
5840 Red Bug Lake Road, Suite 140 Winter Springs, FL 32708
407-915-9060
katapultevents.com
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!
MERESTONE
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.
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.
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.
MULTI IMAGE GROUP
1701 Clint Moore Road Boca Raton, FL 33487 800-523-2682 mig.cc
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.
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.
SUPPLIER DIRECTORY
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
Yitzhak Sade 37 Tel Aviv, Israel +972-5467-06315 apptor-ai.com
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.
BOARDS
691 S. Milpitas Blvd, Suite 212 Milpitas, CA 95035 boards.com/brands
Boards is a field activation and communication platform used by over 3 million distributors worldwide. With Boards, brands can connect with their fields, tailor content and communication, enhance training, and gain valuable data insights.
FLUID
139 Hunters Grove Lane, Suite 207 Lehi, UT 84043
385-336-7404 fluid.app
The front end for Direct Selling. AI-Powered E-commerce, Mobile App, Website Builders, and Social Selling.
Award-winning social commerce software for affiliate, influencer, MLM, party plan, and social retail companies. Our turnkey back-office solutions include Wayroo, delivering advanced commerce, comment selling, and payment solutions.
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
1208 E. Kennedy Blvd., Suite 222 Tampa, FL 33602
813-277-0625
flightcommerce.com
Global Operations Management Software. Advanced Comp Plan Programming. Sales Force Backoffice & Automation. Web Site Design & Replication.
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.
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.
JENKON
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!
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.
ZIPLINGO
355 South 520 West, Suite 100 Lindon, UT 84042 info@ziplingo.com ziplingo.com
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.
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.
