When Stanford Webster stepped into the top job at Nature’s Sunshine, he wasn’t expecting a global crisis. But COVID hit just as he was hitting his stride—and it forced hard decisions fast. Four years later, the Australian-owned natural health company is not only still standing—it’s thriving. In this conversation, Stanford shares how he rebuilt the business, where he finds clarity, and why real leadership means knowing when to go quiet, slow down, and trust your team.
You’ve led Nature’s Sunshine through a major renewal period—what does a typical day look like for you now, and how do you start it off on the right foot?
I’ve come to realise over time that I actually love routine—and how I start the day really sets the tone—mentally, physically, and spiritually. I’m big on making the bed first thing. It’s such a simple thing, but it’s productive, and it feels good to come back to at the end of the day.
I try to get at least 7 hours of sleep, and lately I’ve reintroduced morning workouts three times a week, along with the occasional cold swim. There’s something about the sensation—clarity, focus, and just feeling alive.
And then there’s family life. For years I’ve helped with early morning school drop-offs and sports runs. I really value those car rides with the kids. That one-on-one time in the car—those conversations—those are moments I’ll always be grateful for.
Navigating the business through the early COVID period required quick, tough decisions. How did you manage your own mindset and energy during that time of high uncertainty?
The uncertainty was challenging – not knowing what tomorrow would bring. We had to make hard decisions fast—cut costs, preserve cashflow, and look after our team. For me, it was about staying calm, staying present, and not letting fear dictate action.
I leaned heavily on my management team. I didn’t have all the answers so I couldn’t have done it without counselling closely with my management team.
Mindset-wise, I tried to stay optimistic and just focus on one step at a time. Faith helped. So did experience. I tried not to dwell on what was outside my control. It reminded me that resilience isn’t about powering through everything—it’s about knowing what to prioritise and where to let go.
With sustainability becoming a bigger focus for the company, how do you personally stay aligned with those values in the way you lead, work, and live?
At Nature’s Sunshine, sustainability is part of who we are. We work with nature—plants, soil, farmers—so we have to protect that relationship.
I think Australia is doing comparatively well in this area. Recycling is part of the culture, and I really believe it’s the small things done by lots of people that create meaningful change. We’ve done our part by shifting to 100% recycled plastic bottles, and solar-powered manufacturing, and as a family we try to live simply and make thoughtful choices. I’m not perfect, but I try to stay consistent.
You’ve overseen product innovation, a strong financial turnaround, and cultural renewal. What daily or weekly rituals help you stay grounded and focused across such a wide remit?
We’ve had some great wins recently and I’m really proud of the progress—but there are always ups and downs throughout the year. Business is rarely smooth sailing, and the key is having a good team around you. I’ve got a tight-knit team, and we’ve worked together for a long time. I really appreciate their time, energy, and loyalty—they’re a big part of our success.
A lot of my strategic thinking and problem-solving isn’t strictly scheduled—it happens in moments of quiet. One of my favourite times to think is when I’m driving. I often drive without music or the radio—just using that space to reflect, process ideas, and mentally work through challenges. It’s a bit like mobile meditation. Some of my best ideas or breakthroughs have come from those quiet drives.
As a second-generation leader, how do you balance honouring the company’s legacy with evolving it for a new era of growth and relevance?
It’s something I think about often. My parents built Nature’s Sunshine Australia with integrity and passion. We’re still family-owned, and that means a lot in an industry that’s become dominated by big corporations.
But I also know that to survive, we have to evolve. That’s why we’ve refreshed our brand, packaging, and products, moved into superfoods, and focused more on pharmacy expansion and sustainability.
Honouring the legacy doesn’t mean keeping things the same—it means staying true to the why, while being bold with the how.
What’s something you’ve learned about work-life balance—or maybe redefined for yourself—since taking on the GM role during such a dynamic few years?
I’ve learned that perfect balance is a bit of a myth. I love the metaphor David Bednar shared when he compared balancing various areas of our lives to an acrobat spinning multiple plates on the end of sticks. You just have to give the right ones attention when they need it.
There’s always going to be plates spinning slower than others, some even wobbling, and that doesn’t mean you’re failing—it means you’re human. Trying to keep all areas of life moving at the same speed is unrealistic. I’ve learned to focus on what matters most in each moment, shift when something else needs attention and be wise with how many plates I take on.
I’m really big on being present, especially with my family. I’m making a conscious effort to spend less time on my phone—because it can blur the boundaries between work and life. Honestly, the phone can be a thief. It steals time from your relationships if you’re not careful.
I strive for “balance” by prioritising presence, connection, and rhythm.
Finally, for leaders trying to guide their teams through both performance and purpose, what habits or principles have helped you build long-term momentum without burning out?
Culture matters. I genuinely care about my team, and I try to lead in a way that reflects that. We’re a small business, so I can’t compete on salary with the multinationals—but I can offer flexibility, understanding, and respect.
If someone needs to leave early to go to their kid’s school performance or an appointment, that’s never a problem. I won’t call my team after 5pm, and I make sure they know they’re in a safe, supportive workplace.
Performance is important, but so is purpose. We’re not just selling supplements—we’re helping people live healthier lives. When the team feels that, they bring their best.
