the European Union, where requirements can be different than in the United States. Updating labels or certificates can be time-consuming and costly, he concedes, yet meeting the standard is not difficult when the operation is already built for integrity. “People deserve that,” he says. Levine offers a clear example. The Strengthening Organic Enforcement rule expanded certification requirements for more handlers across supply chains to increase transparency for organic materials. “We welcome that rule and the added scrutiny it introduces,” Levine says, because the value of Synergy products depends on consumer trust in the seal. He frames certifications such as USDA Organic and B Corp as the floor, not the ceiling.“We always aim to exceed the minimum requirements.” For consumers, certifications offer quick signals that invite deeper conversations about the company behind the mark. BUILDING CIRCLES OF TRUST Vertical integration is a pillar, yet Synergy also relies on a global network of growers and processors, as many botanicals thrive in other regions. May describes decades-long relationships in which Synergy helps farms transition to organic practices, improving both incomes and environmental outcomes. “It is relationship-based,” May says. “Trust is as big a nourishment as a dietary supplement.” That trust is personal. May knows families by name. When a grower needs funds for seeds or equipment, Synergy sometimes extends support, expecting to rely on that harvest later. The ethic is mutual uplift and shared accountability. Wiegand recalls sourcing camu camu for a vitamin C-rich product. When supply issues arose in Brazil, the team found a smaller producer in Peru through the Sustainable Herbs Initiative. “We used the challenge as a chance to apply our values,” she says. Levine visited the partner and returned convinced that this is the model Synergy wants to scale— supporting education, water access, and community 143 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 11 THE SYNERGY COMPANY
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