With 100,000 cups of its teas drunk every hour, globally, Traditional Medicinals shares its herbal remedies and teas with two million people a day, providing itself the opportunity to inform, to be transparent, and to raise issue of importance, as well as bringing them each a little bit of nature in every cup.

Traditional Medicinals’ story begins more than 50 years ago, when Drake Sadler who co-founded the company with Rosemary Gladstar, met in the woods of Northern California where they were both living in the late 1960s. Gladstar collected plants and was teaching students and young people about the herbs and formulas that had been passed down through her family.

“Her great grandmother was a herbalist from Armenia [who taught her daughter], [who in turn, taught her daughter]. All this knowledge was passed down, as it always has been, in an oral tradition with women from generation to generation. They were the ‘medicine women’ in their communities and Rosemary was the medicine woman in her community,” explained Sadler, chair of Traditional Medicinals. Gladstar had a small shop and people would come to see her seeking remedies for their ailments.

Meanwhile, Sadler came from a background of social development. He worked for the US government on what was called the War on Poverty, setting up social programmes in poor communities. At this time, Gladstar wanted to further educate the community about herbal education, so she started packaging her herbal formulas and inserting inside information she had written to provide further explanation about the herbs they were using to treat the illnesses. This was the founding purpose of Traditional Medicinals – herbal education – and why the pair decided to launch it as a business.

The second founding principle came as Sadler and Gladstar began to visit the countries and communities from which they were sourcing plants. There they discovered that the herb and spice communities were quite impoverished. “This then triggered the evolution of the company’s second purpose,” said Sadler, “which was to build sustainable communities where these plants came from.”

Traditional Medicinals Throat Coat packaging circa 1980. Image: Traditional Medicinals

When Traditional Medicinals began, it offered nine products, each chosen to meet specific consumer needs and address ailments people had come in for, such as sore throats, problems sleeping, digestive troubles or morning sickness. “But that quickly expanded. I think within the first two or three years we had about 20 products,” commented Sadler. “People were like, why can’t I get this? What about that? So, Rosemary was formulating remedies that people needed. We weren’t trying to come up with the latest flavour or something, it was all about consumer needs.” Now Traditional Medicinals has more than 60 products (teas, lozenges, and capsules), which still change according to consumer needs and the ingredients they are interested in, such as dandelion, raspberry leaf or hibiscus.

These trends and demands also vary by region; Joe Stanziano, newly appointed CEO of Traditional Medicinals (see the announcement in People News) added, “according to industry data, the stress/relaxation segment has the highest regional share in California and has the lowest regional share in the mid-south; whereas the immunity segment has the highest regional share in the mid-south and lower in the northeast [of the US].”

Sustainable from the start

The majority of these products are distributed across the United States, but its market generally covers Central and North America. “The products are in a lot of countries I visit, but we don’t have a strong foreign strategy,” said Sadler. “There’s only so many places we can be and be there successfully […] There’s a limit: there’s a limit to these plants, there’s a limit to our capacity to produce […] We’re not trying to be the biggest, we’re just trying to be the best.” This notion is something integral to the workings of Traditional Medicinals.

Sadler spoke about how both he and Gladstar were interested in Buddhism during the origins of the company, one of the principles of which is ‘right livelihood,’ which he said they have always strived to embody within the company. “The notion of right livelihood is how business, or how people, should conduct themselves when they’re doing business. And the fundamental of right livelihood is to do no harm. So, conducting business in a way that helps people and does no harm, no harm to the environment, does no harm to each other, does no harm to the community.” This is something Sadler said distinguishes Traditional Medicinals from many other businesses.

This ethos also guides the company through purchasing and working with organic and fair-certified suppliers. Traditional Medicinals made a commitment to using quality and efficacious ingredients to deliver tangible health benefits. Its first certified organic products were in the late 70s, and then fair-certified ingredients began in the 90s. “The company has a real commitment to its stakeholders from these supply communities all the way through our trading partners […] We operate from a place of integrity,” said Sadler, and sustainability has always been a part of this, whether it is environmental or social.

When Sadler and Gladstar first started visiting their source communities, they would find children working in fields and not going to school, because their parents needed them to work and often there weren’t schools for them to go to. “So, then the next time that we would come back to those communities, we would bring books; we’d bring books written in the language of that country, school books. And we’d ask, ‘Can we hire a teacher and have children learning in the evenings? Would you give them room to study? We will hire the teacher and bring the books,’” recounted Sadler, explaining how the company’s opportunities for scale of impact have expanded since its founding. “Now we build schools. We have five schools in one remote area of Rajasthan [India], five schools just in this little remote area and there’s 2,000 kids going to school there every day.”

Traditional Medicinals now works in 43 countries through fair certification projects and partnerships. Its community projects in these regions impacts tens of thousands of farmers and collectors and their families, in areas such as health, hygiene, education, economic development, food and water security and women’s empowerment, the latter of which is especially crucial, said Sadler.

Historical Traditional Medicinals packaging. Image: Traditional Medicinals

Since the beginning of humankind, people have been experimenting with plants for food and medicine, for clothing and for shelter. Now in modern times, 50 percent of the world’s medicine contains plants, 80 percent of which are not farmed and must be collected in the wild, Sadler shared. It is in these remote areas that they grow and are collected by indigenous people, the vast proportion of which are women. This is why “we want to work on projects that empower them, raise their voices in the community, educate them better. And make sure that their daughters are going to school.”

While these practices have been embedded in the company since its founding, Sadler noted that there has been a strong increase in demand for sustainable activities from consumers, particularly young consumers who are wanting more information about the products they buy. “Young consumers really want education, they want to know what they’re consuming, they want to know about the ingredients, they want to know where those ingredients come from, they want to know who’s involved in the production of those ingredients, whether they’re farmed or collected, and how they’re manufactured and under what conditions,” he said. “They really demand transparency and this is wonderful. This is the way it should be. We should be knowledgeable about the products that we’re using and under what conditions they’re produced.”

Not business as usual

Integrity, right livelihood or transparency, however Sadler’s Traditional Medicinals’ ethos manifests itself, it is all under the umbrella of sustainability, and safeguarding resources and people’s livelihoods for the future, a pressure that is becoming increasingly urgent, something Sadler feels keenly. “There’s no more business as usual. We’re done with business as usual. I’m fed up with business as usual. I’m fed up with corporate America. I’m fed up with billionaires who are acquiring wealth,” he emphasised.

“That’s not the answer for the future. That’s not how we’re going to survive as a species. It is my belief that business has not only an opportunity, but an obligation to lead in the evolution of business as a platform for social change.”

Sadler said he is now focused on creating a structure of ownership within the company that ensures this purpose “is embedded in the company’s operating system, it’s part of its daily governance. So that it can’t be disrupted,” long after he is no longer there to steer it.

Newly appointed CEO, Stanziano, is taking up this mantle, and explained how he hopes the company will continue to evolve. “Traditional Medicinals has built a strong legacy as a leader in herbal wellness and as a Certified B Corporation, deeply rooted in sustainability and social responsibility. As we look to the future, my vision is for Traditional Medicinals to continue advancing its mission-driven approach, placing people and the planet at the forefront of every decision we make, even as we adapt to the evolving market landscape and changing consumer needs.”

Stanziano said that in the next 20 years, he sees Traditional Medicinals “solidifying our position as a global leader in herbal wellness by broadening our market presence and diversifying our product portfolio. We’ll achieve this through our strategic partnerships and collaborations with local communities and suppliers, ensuring that our sourcing and production practices remain sustainable and transparent.

Our commitment to environmental stewardship is unwavering, and in 2023, we took a significant step by aligning with the Science Based Targets initiative (SBTi), setting ambitious goals to reduce Scope 1 and 2 emissions by 42 percent by 2030 and achieve net zero emissions by 2050,” he said, adding, “looking 50 years ahead, I envision Traditional Medicinals sharing more of its leadership position to inspire – empowering global communities and consumers to embrace the healing power of plants and live in harmony with nature. Our focus will be on innovation, continuous improvement, and expanding our impact, ensuring that we remain a trusted source of wellness for generations to come.”

Over the last 50 years, from its roots as Rosemary Gladstar’s homemade herbal remedies, passed down through generations, and shared with her community, to a far-reaching company, who’s impact stretches even further than it’s teas, Traditional Medicinals has managed to maintain its founding ethos and principles throughout.

This is something that Sadler articulates accordingly, “People think we’re a tea company. We’re actually not. We’re a tea company, but the tea company is actually the means to an end. It’s the work in those supply communities and educating people about herbal medicine, that’s really what we do and the products are the means to an end. They’re what financially support the purpose. It’s not the other way around.”

• Kathryn Brand is an associate editor with T&CTJ, while still writing for several of Bell’s other magazines. She joined Bell Publishing at the beginning of 2022 after graduating from the University of East Anglia with a degree in English Literature and Creative Writing. She may be reached at: kathryn@bellpublishing.com.

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