How Nourix runs.
The operating manual.

Brand is the biggest asset of a company. Creating a brand is vision; building a brand is mission. Everything in this manual exists to protect that mission.

To build Asia's most loved health brand house — pairing clinical-grade science with emotional resonance, so consumers across the rational and the intuitive find a Nourix brand that fits them.

Nourix is a Branded House — the corporate entity is invisible to the consumer; the brands are the heroes. Each brand has its own positioning, audience, channels, and creative voice. They share infrastructure, never identity.

RoleTCM-modernized human health. Time-tested Chinese formulations, contemporary delivery.

AudienceModern adults who want proven traditional wisdom held to clinical, evidence-led standards.

PromiseTraditional Chinese formulations, modernized — precision, transparency, daily-use ease.

Range4 SKUs · Daily Reset · Reset Plus+ · Daily Reload (Men) · Daily Refuel (Women)

VoiceConfident, modernized-heritage, clean, evidence-led.

No-GoMystical or unsubstantiated claims. Folk-medicine framing. Pure-modern messaging that strips the heritage.

Deep in Feeling, Light in Living

RoleEmotional-intuitive wellness. The feeling buyer.

AudienceConsumers who buy on ritual, sensation, and resonance.

PromiseWellness you can feel — not just measure.

VoiceWarm, intuitive, sensorial, human.

No-GoClinical jargon, cold rationality, transactional tone.

Two axes of accountability: brand P&L (the Brand GM's job) and functional excellence (the Function Head's job). Where they meet — that's where the operating system has to be sharpest.

This is the single most-fragile relationship in the operating model. Done well, brands move fast and functions stay focused. Done poorly, every meeting becomes a turf war.

The rule: Brand GMs set what the brand needs (priorities, briefs, deadlines). Function Heads decide how their function delivers (resourcing, methods, standards). Neither overrides the other. Conflicts escalate to CEO within 5 working days.

The MBR is the heartbeat of the company. Same format, every brand, every month. Two hours, no exceptions.

Stage-gated, brand-led, regulatory-paced. Typical cycle: 6–12 months concept to shelf. Brand GM is champion; Product Dev leads execution; Regulatory and QA are gatekeepers.

Brief → strategy → creative → production → channel → measure. Typical cycle: 6–8 weeks for a major campaign, 2–3 weeks for tactical.

From customer order to cash in the bank. Critical SLA: 24h KL, 48h Klang Valley, 5 days outstation.

Books closed every 10 working days. The MBR pack is the output. Late close = late decisions = lost month.

From identified role need to fully ramped employee. SLA varies by level. The 90-day onboarding is non-negotiable.

Four levels, clear ownership, predictable response.

When a crisis hits — product recall, social media storm, regulatory action, executive incident — speed and discipline matter more than perfection.

Every team, every quarter. Maximum 3 Objectives per team. Maximum 4 Key Results per Objective. Set Q-1, reviewed mid-quarter, scored Q+1. Public to the company.

• Goal-setting (Jan): Annual goals cascaded from company OKRs to team to individual within 2 weeks of new year.
• Mid-year check-in (Jul): 30-minute conversation. Progress, blockers, recalibration. Written summary.
• Annual review (Dec): Performance + behavior assessment. Rating distribution managed at company level.
• Compensation review (Jan): Merit, promotion, equity allocation based on review outcomes.
• Calibration (always): Managers calibrate ratings in cross-functional sessions before finalizing. No surprises.

Pay competitively at the 60th percentile for base. Reward exceptional outcomes through variable comp. Equity for senior leadership. Annual benchmarking. Transparent pay bands published internally.

• Brand consistency over campaign creativity. The campaign serves the brand; the brand never serves the campaign.
• No discount-led messaging in lead creative. Promotions exist in trade and tactical, never in brand campaigns.
• Every claim must be substantiated. Regulatory + Legal sign-off before any health, efficacy, or comparative claim goes public.
• Brand identity files are version-controlled. Logos, fonts, colors, photography pulled from the brand asset library only. No improvisation.
• Crisis response goes through Brand GM before publishing. No exceptions, including reactive social media posts.
• Customer data is brand-segmented. Seju customers receive Seju communications; deepfeel customers receive deepfeel. Cross-promotion only with explicit consent.

• Voice is confident, modernized-heritage, clean, evidence-led. Avoid mystical or folk-medicine framing on one side; avoid stripped-modern coldness on the other.
• Visual identity is blue-dominant, clean, contemporary — with subtle heritage signals (apothecary cues, ingredient provenance) that anchor the TCM lineage without going traditional.
• Always lead with two layers — the traditional formulation (named TCM heritage) AND the modern substantiation (research, mechanism, standardisation).
• Spokespeople span credentials and heritage — TCM practitioners with modern training, clinicians who reference traditional formulations. Never lifestyle-only voices without expertise.
• Packaging emphasizes precision and provenance — dosage, ingredient transparency, batch traceability, and the named TCM formula tradition behind each SKU.
• Every ingredient list shows both English/scientific name AND Chinese (中文). The bilingual treatment is part of the brand signature.

The Seju portfolio is built on a 2 + 2 architecture: two universal core products (Reset / Reset Plus+) plus two segmented adult products (Reload for men, Refuel for women). All four SKUs are TCM-modernized — traditional Chinese formulations delivered in contemporary daily-use format.

Ingredients map deliberately across the portfolio. Understanding this map is core sales and brand-team knowledge — every Seju trainee should be able to draw it from memory:

• Reset & Reset Plus+ share 26 botanicals — they're the same product with one strategic addition (Pelargonium sidoides). Pricing, communication, and merchandising should reinforce the "upgrade path" relationship, not present them as alternatives.
• Reload & Refuel share only 2 botanicals — goji (枸杞子) and prepared he shou wu (制何首乌), both kidney-essence tonics. The two adult-segment products are intentionally distinct in formulation, not variants of one base — never market them as "male vs female version of the same thing."
• No botanical appears across all 4 SKUs — only the sweetener (sucralose) is universal. Cross-portfolio claims must be carefully constructed; nothing about "Seju's signature ingredient" works at the portfolio level.
• Different preservative systems — Reset / Reset+ use sodium benzoate; Reload / Refuel use potassium sorbate. Worth noting for any "clean label" or comparative positioning.
• Reload omits purified water as base — it's the only SKU formulated without it. Likely a delivery-format difference; check with Product Dev before any "all-natural water-based" claim.

• Voice is warm, intuitive, sensorial, human. Avoid clinical or transactional language.
• Visual identity is organic, tactile, layered. Texture and warmth, not sterility.
• Always lead with feeling — ritual, sensation, moment, emotional outcome.
• Spokespeople are relatable creators and consumers — authentic users, lifestyle voices, community advocates.
• Packaging emphasizes experience — unboxing, ritual cues, sensory invitation.

Every hire must clear three tests. Two-out-of-three is not enough. If any single test fails, the answer is no.

• Bring the data. Opinions are welcome with evidence. Pure opinion is welcome in art class.
• Disagree, then commit. Argue hard before the decision. Execute fully after it.
• Write it down. If a decision matters, it's written. If a meeting happens, minutes within 24h.
• Own the outcome. Not the activity. Not the effort. The outcome.
• Default to transparency. Share progress, share problems, share numbers. Surprises are a process failure.
• Respect the brand. Every internal action is a future external action. Behave accordingly.
• Care for each other. High performance and humanity are not in tension. Hold both.

Five levels: Executive · Senior Executive · Manager · Senior Manager · Director / Head. Each level has clear scope, expectation, and competency markers. Promotion criteria are written and consistent across functions. Two paths: individual contributor and people leader. Compensation bands are published. No politics, no opacity.

• Monthly Townhall: All hands. CEO leads. State of business, brand updates, recognition, Q&A. 60 min.
• Weekly Leadership Note: CEO writes a 200-word note every Monday. Priorities, decisions, watch-outs.
• Quarterly Strategy Update: Full strategy refresh. Where we are vs plan. Capital reallocation if needed.
• Brand Showcases: Quarterly. Each Brand GM presents brand health, launches, learnings to the company.