Redesigning Governance and Purpose in Natural Cosmetics: The Holacracy Journey at Alqvimia

This blog post is part of 80+ case studies of progressive organizations we created for the ZeroDX awards 2025. These organizations embody the principles of RenDanHeYi in their work structures:

• Zero Distance to customer: Decision what to build is based on insights from the marketplace

• Autonomy: Small teams with full decision-making autonomy enable speed in execution

• Shared Rewards: Everyone in the micro-enterprise participates in its financial success.

Today, with 44 employees, Alqvimia serves both professional spas and individuals drawn to a more consciousapproach to beauty. But its most radical transformation has taken place not in its products, but in how the company governs itself.

In 2019, under the leadership of Drolma Lizcano, the founder’s daughter, Alqvimia became the first company in Spainto fully implement Holacracy. Drolma had discovered the system the year before at a Conscious Capitalism seminar and later trained directly with HolacracyOne in Amsterdam. “I thought, if we’re going to do it, we’ll do it properly,” she said. The decision was not only technical but emotional. “My father never intended to be an entrepreneur,” she reflected. “He was passionate about life, nature, and love. We’ve never operated like a conventional business.”

Six years later, Holacracy is deeply woven into how the company operates. Alqvimia is structured around circles, eachwith a specific purpose and set of roles. Roles are often named with intention and humour: Doctor Números (Numbers Doctor) watches over financial health, Cazatesoros (Treasure Hunter) recruits new talent, and Muscle Man handlesphysically demanding tasks in the company’s biodynamic garden at Can Camps. Every role is defined not only by its function but by its connection to the values of trust, clarity, and contribution.

Every role has a clear mandate. If someone sees something that needs doing, they can act. “There’s a phrase inHolacracy,” said Núria Bergadà, Technical Manager at Alqvimia and part of the Holacratic Fairies circle. “Be aFerrari. If nobody else is doing it and you see it needs to be done, do it. Don’t wait.”

Decisions are not made by consensus but through role-based authority. “If you’re responsible for brand image andsomeone from technical says they don’t like a design, you hear them, but the decision is yours,” Núria explained. “Everyone is sovereign in their domain.” Still, meetings are structured to invite voices. Meetings sometimes open with a check-in, a short meditation, or even a moment with essential oils, and often close with a round where everyone shares how they feel. These moments create emotional safety, even space for tears, as Núria described.

Circles manage their own budgets with defined thresholds. Below €1,000, teams can decide independently. For mid-level expenses, they coordinate with the Service Vocation circle, which includes administration and shared services. Large expenditures over €3,000 require alignment with the Numbers Doctor. This gives teams real financial autonomy while maintaining coherence.

Representation is democratic. Every six months, each circle elects a Redlink, someone who speaks for the group in the broader General Circle. Votes are given aloud, with reasons. “It creates a wave of positivity,” Núria said. “Someonestands up and says, I think you’d be good at this. That’s powerful.” These representatives can be anyone, includingproduction workers. What matters is trust, not rank.

The Holacratic Fairies play a unique role. They act as gentle stewards of the system, supporting onboarding, maintaining standards, and encouraging others to step into facilitation. They monitor whether governance practices are being applied properly, accompany first-time facilitators in meetings, and intervene discreetly when someone seems unsure how to process a tension or make a proposal. As Núria described it, “We’re not above anyone. We just help when things drift. We try to keep the spirit alive.”

This spirit of openness extends beyond the walls of the factory. Alqvimia is a founding member of Beauty ClusterBarcelona and participates in the ISO technical committee for natural cosmetics. It’s the only fully natural brand represented there.

Alqvimia’s governance philosophy is inseparable from its commitment to the environment. The company runs on 100% green energy, uses recyclable and low-impact packaging, and formulates its products with over 75% certified natural-origin ingredients. It operates its own biodynamic garden, uses glass packaging wherever possible, and hassignificantly reduced its use of virgin plastics in favour of recycled materials. In 2023, it was certified as a Corporate Green Sustainable Company by OCA Global, and since then has published annual environmental declarations to promote transparency and accountability. Its factory in Olot now saves the equivalent of 31.62 tonnes of CO2emissions annually—equivalent to planting over 1,400 trees.

New product ideas can come from anywhere. A sales agent might notice a gap, a lab technician might find a bettermethod, or a customer might offer feedback during a visit. The company listens, evaluates feasibility, and integrates ideas as a collective. At Can Camps, Alqvimia’s retreat and training centre, these conversations often blend with learning and reflection.

Profit-sharing is also on the horizon. “I’ve wanted to do this for years,” Drolma said. “If a product can’t be made, itcan’t be sold. Everyone contributes, so benefits should be shared.” Now, with the ownership transition nearly complete, those plans are moving ahead.

What Alqvimia demonstrates is that governance can be joyful, practical, and soulful at once. Its system doesn’t eliminate structure. It refines it. It makes space for intuition, clarity, and human connection. “This is not just about cosmetics,” said Drolma. “It’s about helping people transform.”