Serving Veterans – Charles Macias

Charles Macias, Ph.D. IBO since 1981 | Associate IBO When Charles Macias came home from his tour of duty in 1971, he had to shift from his 24/7 job of keeping planes flight-ready for combat in Vietnam to a new life … almost overnight.

Not sure of his next steps, he turned to self-help books and charted his own path in the fields of sales, aviation, and psychology – eventually earning his doctorate in psychology. Along the way, he built a successful AMWAY™ business after his father, Frank Morales, invited him to consider the opportunity.

Finding a New Way

Of all military people transitioning into civilian life, Charles says only 30% use services provided by the U.S. Department of Veterans Affairs. It can take a year just to get into the system, followed by a wait of three to six months to receive professional help.

“When I found this out, I said, ‘I have to do something.’ Everyone needs to get involved in some way,” says Charles.

Remembering the value he found in books as a returning vet, Charles turned to two of his professional colleagues from graduate school. Along with Dr. Richard Nicholson and Joyce Zhang, MS, MFT, he created an 18-hour workshop designed to guide military veterans through five steps and 20 transitional exercises, and then turned it into a self-guided workbook.

“I have chosen to serve the military veteran for the rest of my life,” says Charles, “and that is my purpose in this life.”

The average monthly gross income earned by “active” IBOs was $115 (U.S.)/$181 (CAN.).

The percentage of IBOs who achieved Double Diamond and above qualification in FY08 was .0038%.

Based on an independent survey during 2001, approximately 66% of all IBOs of record were found to be active. “Active” means an IBO attempted to make a retail sale, or presented the Amway  Independent Business Owner Compensation Plan, or received bonus money, or attended a company or IBO meeting in the year 2000.

“Gross Income” means the amount received from retail sales, minus the cost of goods sold, plus the amount of Performance Bonus retained. There may be significant business expenses, mostly discretionary, that may be greater in relation to income in the first years of operation. The success depicted may reflect income and investments outside the IBO Plan.

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