Defcon 1 Direct Selling

CHAPTER 12When the Missiles Are Airborne

I worked for more than 10 years in a company, becoming the top income earner, building in over 50 countries, and developing a group that brought in more than 200,000 team members. I loved the product line, the people I worked with, and the financial security that comes from all this. Unfortunately, this was also the company that fired the CEO after a financial audit. Because of what the audit revealed, the investors felt betrayed and didn’t want to invest any more in the company. The new co-CEOs were great guys and did the best they could in a difficult situation. But cash-flow issues forced them to sell the company.

Things went sideways in a hurry.

The new owners were an absolute disaster, sucking money out of the original company into a management company controlled by the chairman’s family members. Bills weren’t getting paid, product backorders became the norm instead of the exception, and the field was frustrated, dispirited, and downright despondent. As much as I wanted to be a part of the solution, one thing prevented me from doing so. I didn’t believe the new owners had integrity. They lied to me the first time I met them, and there was a pattern of obfuscation and deception from there on after.

One thing became apparent: I could no longer get on a three-way call, a hotel stage, or a streaming online presentation and recommend that someone join the company. I wouldn’t be able to look myself in the mirror if I did. I resigned. ...