Inside a bustling office in Kuala Lumpur, Malou Caluza remembers her first day at QNET in 1999. “I was just happy to have a job answering phones,” she says, adjusting a framed photo of her early customer service team. Now, after ascending to become the company’s first female CEO and announcing her retirement, Caluza’s journey offers a window into the evolution of an industry often viewed with skepticism.
Direct selling companies have historically struggled with public perception, facing questions about their business models and recruitment practices. But Caluza’s approach to these challenges diverged from industry norms. “When people don’t trust you, you don’t defend—you demonstrate,” she explains, describing her philosophy of transparent leadership.
Her rise through QNET’s ranks coincided with seismic shifts in the direct selling landscape. As regulators worldwide increased scrutiny of network marketing practices, Caluza steered the company toward markets with strict oversight. “We chose the hard path,” she says. “Operating in places like Singapore and Germany meant accepting intense regulatory supervision. But that’s how you build credibility.”
Industry observers note the significance of this strategy. “What’s remarkable about Caluza’s tenure is how she embraced regulation rather than avoiding it,” says Dr. Michael Wong, who studies direct selling at the National University of Singapore. “That’s not common in this industry.”
A cancer diagnosis in her later years as CEO tested both her leadership and QNET’s corporate culture. During months of treatment, she witnessed firsthand the community she had helped build. “In direct selling, we talk about networks,” she reflects. “But what I discovered was family.”
The numbers tell part of the story. Under her leadership, QNET expanded its presence in regulated markets, implemented comprehensive compliance programs, and invested heavily in professional development. But former colleagues say her impact runs deeper.
“Malou changed how we think about success,” says Sarah Chen, a longtime QNET executive. “Before, it was all about sales numbers. She taught us to measure growth in terms of lives improved, both customers and representatives.”
This shift in metrics reflects broader changes in direct selling. As traditional multilevel marketing faces challenges from e-commerce and increasing regulation, companies are being forced to evolve. Caluza’s emphasis on service and value creation over aggressive recruitment offers one potential path forward.
Her office contains hints of this philosophy. Among the awards and photographs sits a worn customer service manual from her early days. “I keep it to remember where we started,” she says. “In this industry, it’s easy to forget that every big number begins with one person helping another.”
As she prepares to transition to her role as Deputy Chairperson, Caluza acknowledges the challenges ahead for direct selling. Digital transformation, changing consumer habits, and regulatory pressures continue to reshape the industry. Yet she remains optimistic.
“The fundamentals haven’t changed,” she insists. “People still want genuine connections and real value. Companies that understand this will survive. Those that don’t, won’t.”
Her successor inherits a company transformed by her quarter-century of service, though still facing the inherent challenges of the direct selling model. But Caluza’s legacy suggests that even in controversial industries, authentic leadership can drive meaningful change.
“Every morning, I still think about that young woman answering phones,” she says, glancing at the manual on her desk. “She taught me that the best way to lead is to serve.”