We Fixed It, You're Welcome - Weight Watchers: Reinventing a Diet Empire

Episode Date: July 1, 2025

In this episode of "We Fixed It. You're Welcome," the hosts tackle the challenges facing Weight Watchers (WW) as it navigates a changing landscape of weight loss and wellness. They discuss WW's $1.6 billion debt, its pivot to telehealth and GLP-1 medications, and potential strategies for revitalization. The conversation explores bundling services, rebranding, and leveraging WW's long-standing reputation to become a leader in post-injectable weight management. The hosts propose solutions ranging from embracing semi-glutide drugs to decentralizing the brand and acquiring complementary companies. They emphasize the need for quick adaptation to market trends and the importance of maintaining community support while modernizing WW's approach to sustainable health. A quick disclaimer. We are going into this somewhat cold and nothing we say should be construed as legal advice, financial advice or anything that would get us in trouble. These are our views and opinions. We're here to ask the kinds of questions everyone's thinking. Have an engaging conversation and maybe come to some conclusions that we feel are worth exploring. By the end, if we fixed it, you're welcome. All trademarks, IP and brand elements discussed are property of their respective owners. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info. Learn more about your ad choices. Visit megaphone.fm/adchoices

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Hey everyone, Aaron here. We'll get right to our episode, but I just wanted to say welcome to season two. We are arrested and ready to take on a whole bunch of new companies this season. Some we know. Some we're waiting for them to make the first move and then we'll fix them for you. So enjoy the episode. We'll get right into it. And see you there. We fixed it. You're welcome. The show where we take over companies, you come along for the ride. We try to put them back better than we found them. Welcome back to We Fixed It, you're welcome. Companies keep on breaking, but fear or not, we are here to fix them.

And we'll have to see if today's company is fixable. They've gotten themselves into quite a predicament. We talked about SaaS a few episodes back and the fact that consumers are being trained into becoming subscribers, not just purchasers. The subscription model is making its way into other industries too, like music artists are finding direct revenue streams through premium content and paid access through monthly subscribers. Grocery chains have paid subscriptions that provide perks like,

insider deals and free delivery. Even places like Panera and 7-Eleven are getting in on it by offering loyalty clubs for a monthly fee. But when you run a subscription-based model, you have to evolve with the times. Otherwise, you end up like Columbia House, which used to send cassettes and CDs to your door, and was a $1.4 billion business unit in 1996, but filed for bankruptcy in 2015. The company we're here to discuss today built an empire around the membership model and now finds itself in a precarious situation and the stakes are very high. Chino, who are we here to talk about? Something that never seems to go out of style and cultural session with quick fixes. From juice cleanses to cayenne pepper diets to yes, the age of Ozempic, we've entered

a new chapter in this never-ending quest for fast, easy body transformations. And at the center of it all, a legacy brand that's trying to stay relevant, weight watchers. Once the poster child for ostensible portion control and group meetings, Weight Watchers is now navigating a whole new landscape, one where TikTok trends and farmer-fueled weight loss and body neutrality all exist at once. And oh yeah, they're also sitting on over $1 billion in debt. So let's rewind a little bit here and break down how Weight Watchers, a brand once synonymous with group meetings and point systems and portion control,

control ended up in this kind of billion dollar debt as they tried to fight to stay relevant in this new age. So some background contacts on them. So Weight Watchers started in 1963, founded by a housewife, and it was basically the original support group for people trying to lose rate. It was like part social club, part food accountability, a mix of two different things. And over the decades, it became a corporate powerhouse. Heinz bought it in the seven, They launched their famous point systems in the late 90s. And when Oprah jumped in on the investment in 2015, that gave it a massive bump, which was huge. And that's when it really became a household name.

And in 2018, they rebranded to WW, shifting from diet culture to wellness and works. So it sounds like a good idea in hindsight. But the problem is the rebrand backfired. people were confused, subscriber numbers fell, and they lost 300,000 members almost instantly. And while they tried to go holistic, the market was already shifting quite hard.

And so fast forward to 2025, where WW, aka Weight Watchers, is now swimming in $1.6 billion of debt. Revenues have dropped in half since 2018, and the company filed for Chapter 11 bankruptcy just this May of course. 2025, which is not great. But here's the twist. They're now trying to do new rebrand this time around telehealth and, you know, those semi-glutite drugs that we see like OZMPIC. And they've even

acquired a platform called Sequence and launched a $99 a month Weight Watchers Clinic for medication management. And it's kind of working. They've seen a 5.7% increase in revenue just in kind of the prescriptions right now. So even though it's been weight watchers now, WW, we have to ask our fixers, can this legacy brand who was built on willpower pivot to world built on injections? What do we think? What do we think, guys? This is a big one to tackle, I think, for us this week. I think that you've brought up some amazing historical context to where they're at and why they're there. I think the other component of it, which I'm sure we'll get into, is there's just a cultural shift in the way we view weight loss. And I loved what you called it, physical transformation or something like that.

Consumers have always favored quick fixes, and now they have that at their fingertips, way, way over behavioral change programs, like what Weight Watchers was really building its brand on. That traditional model is slow and requires a lot of effort. and commitment from the individual compared to an injectable. The financial struggles are real. It's a business. And to be over $1.5 billion in debt is just nothing. That's a huge mountain to get out of.

And because retention is not there, retention is one of those things that's the easy business model, right? Like you just continue. And they don't have that. So that's going to really continue to drive them to have to redefine. and transform the way they do business because those high operational costs that they currently ensue because of coaches, in-person workshops, physical places, the actual meals, you know, like all of that. It's just not going to keep up in today's digital world. And I think that you

kind of mentioned this, that they were the big thing, even with their celebrity endorsements. I mean, Oprah was huge, but now she's admitting that she's been using the other injectables. And she's taken a step back from from WW, but that's a perception problem, right? It seems outdated. It seems like it's not like Noom or Calibrate or some of these digital weight loss telehealth apps that have coaches that are texting you, which is like, hey, checking it in on you. Like, this is usually when you might want to take a morning snack. So maybe hopefully you're getting up and walking or whatever might be, right?

So again, I think that's really important. to note. And because Weight Watchers has been around for a long time, just like many companies, I mean, I don't want to just focus that on Weight Watchers, but legacy systems are going to kill you, right? So the idea that what got them there is going to keep them at the top, they're not evolving, right? These in-person workshops are costly and less appealing to a lot of people post-pandemic, right? because now we're kind of used to the Zoom model, right? And then to your point, you mentioned telehealth, there's a need for them to like kind of lean into personalization and responsiveness.

And they probably can do that through adopting more modern resolutions, such as AI-driven health tech, all of those kinds of things. So I think there are a lot of potential fixes, but I think those are the challenges that they're facing. And so the question is, can they overcome those challenges? and like they've got to figure that out before they can even probably Aaron like rebrand themselves, right? They have to figure out what they want to lean into. And I really think they need to embrace the injectables.

Don't fight them. And because I have had, I know a lot of people who've done those and actually both have done weight washers too. I think that one of the things that the injectables, it's great for immediate weight loss. but then longer term, that's where Weight Watchers could come in and help provide the maintenance program. And they need to modernize it. It's my... Yeah, and they did a good job for a good long time of evolving with the times coming out of that

19-1962 church basement with your neighbors, $2 a week type of thing, evolving that into the 70s with the franchise of the meeting centers, getting into higher tier weekly meeting fees, going digital into the apps and the points tracking, up until a point, they were very tied in with their audience and what people wanted from them, at least according to the numbers. Now, when you look at diet programs as a whole, you know, doing the web research on this, there's pretty staggering statistic that said something like 97% of diet-based programs fail within the first three years. So part of their built-in model, you'd have to presume, was the fact that you keep coming back

And you keep, you know, every three-year cycle, you stay on the program, you fall off, you come back. But when you build a business around a 93% success rate, what kind of business is that long term? You know, and I think we're finally catching up to that as a society. Yeah. And it's interesting, though, you talked about kind of that management piece. And I think that's where the money is, Melissa, because, you know, again, with OZempic and other semi-glutites, right? The efficacy rate is insane, right? you lose 15 to 20% of your body weight within the first like six, seven,

eight months, which is significant. We've never seen anything like this. I know where some people, you know, who've taken it and you look at them, you're like, oh my goodness, are you sick? And it's like, oh, no, you're on a semi-glutite, right? We've never seen such success really quickly, which is great. The problem is is kind of keeping that off, right? Right.

You've seen many celebrities and who are thin naturally or by any, be these standards, but you know, might be want to lose a bit more weight and have used it and, you know, things like their hair falling out, et cetera, et cetera, because essentially what they do is stop you from feeling those hunger pains. You don't have those same neural sensors that are telling you, hey, we need to eat now. And of course, obviously that's the way you're going to lose a ton of weight. The challenges, you also lose muscle. You lose, you know, hair. There's a lot of side effects that come with that. And I think where Weight Watchers can come in and as they've just launched this kind of Weight Watchers Clinic for $99 a month, it's offering those medication management and

like nutritional guides and, you know, workout programs to kind of include on top of the OZempic because it's, you know, fine when you lose all of that weight. But what happens next? And we're in that weird space where OZempic and other semi-glutites are fairly new. They've been really around for the last two, three years kind of mainstream from a weight loss perspective. And the challenges is now that people who've been on it, we've seen the success, there's a lot of people who are like, I either can't sustain it. It's really, really expensive to do because it, of course, used to be a diabetes drug, now being transformed into weight loss. But it's now begging the question of like, okay, what happens next? And I think this is where Weight Watchers can really capitalize here and be that kind of bridge point.

And again, the WW rebrand, not great. I don't even, like, I'm Canadian, so I say W. You guys say something else we pronounce your W's. It doesn't roll off the tongue where Weight Watchers did. And I think if they can kind of build the bridge between that telehealth and that management, they can really, because again, so many people are on it right now, that's a huge market gap that I think that they can capitalize on. I think this is probably one of the most clear fixes that we,

have had for something like this where you've really brought together, you know, a great idea around the solution, which is positioning Weight Watchers as like the essential maintenance program. And I think there's a way in which they could do that. So they're the maintenance program. And whenever there is a dedicated program for GLP-1 users, they can focus on the things that you just mentioned, diet adjustments for post, you know, post-injectable. habit reinforcement, which is really hard, but they are known for that, right? That's what Weight Watchers is known for. So avoiding that rebound rate, weight that comes back that a lot of people are seeing when they stop taking the shots. And then community support. You mentioned that as well, right? It's almost like

having a therapy session, right? Forms for OZemPEC users or whoever, you know, transitioning off of the medication. And so they're with people that are all going through the same sort of things. And then partnering, you know, more heavily with telehealth providers to bundle with these prescriptions so that it's something that's part of it. And then insurance hopefully could cover it, right? So tying insurance and tying it back to the business model, working with the health plans to cover Weight Watchers as kind of this host injectable maintenance requirement, right? And I think then your success rate, I was just going to call you Eric. Aaron is much higher. Right. And, you know, you don't have to worry about the rebound weight coming on and coming on full speed, 150% more. And then you having to go back on the on the semi-cuitary. So your point, the expense of those shots, well, it's not maybe not in Canada, but definitely down here, it's so high that it's kind of unfortunate because people can't, you know, can't afford it. And so they go off of it once they hit their goal, wait.

But then they don't have that support system afterwards. Melissa, I have to push back. I mean, I like everything you're saying and I believe in it. And they kind of did follow your playbook. In 2023, they acquired a telehealth company called Sequence. And you can get prescriptions and the GLP ones through the WW program. They have coaching teams at certain subscription tiers and things like that. So they did a lot of those things or they put those measures into place.

They're down $1.6 billion. you know so what do you do now i think they're going to have to close a bunch of the underperforming work like locations physical locations because physical workshops are costly right and that's probably about 30 it looks like it's about 30 percent of their operating expenses and they don't have enough attendance right so they need to figure out from the data which ones are the high performing ones and which ones they need to continue and then maybe do kind of post pop-up meetings, like in other kind of spaces. We've talked about, like, what about those spaces, like, in mall, abandoned malls and

things like that where, you know, and doing, you know, they, you know, leaning into the virtual coaches. But I do think that the part of the community is the connection component of it. And so I do feel like Erin and Chino, that's very important. So you wouldn't want to close all of them, but maybe have some sort of, you know, way to kind of pivot so that they're in places where it makes the most sense and most most accessible to the highest number of people. But it does, I mean, this is a business and to your point, like $1.5 billion is a lot to overcome. And, you know, physical workshops is only about 30% of that.

So they still have, they still have a, you know, they're going to have to do some debt refinancing and cost cutting, you know, maybe negotiate. I mean, they're already bankrupt. So they're trying to do that. negotiating their debt for equity or something. They're probably going to have to cut people, which I'm sure they've already done. I don't know. Well, I want to talk about kind of like what a good fix could be because I think, you know, back in the day, Weight Watchers, you know, it's long term, you know, you're connecting with people.

I think there's something there in a world where people feel really siloed, you know, as a business, capitalizing on that connection helps, right? It's why meta became very successful and Twitter and et cetera, et cetera, et cetera. But I think Weight Watchers, there's a moment that they can capitalize your team because I think when we talk about Weight Watchers, we're thinking about the specific programs and the points and, you know, the weight loss management, which is great. But now you have a shot that does that for you. So that's done.

So from a, you know, business transaction, sorry to anyone that's doing that. Maybe we don't need that. But there's another impact that not many people talk about. And Heather Gray, who was on The Real Housewives of Salt Lake City, who has been a spokesperson for semi-glutides and just sharing her experience of how it changed her life. She was a heavier set, not even. She was a normal-sized woman in America, but by, you know, reality, TV beauty standards was overweight, took them.

And she talks about the change in how people. treated her. And that is something that I think that people are missing. So it doesn't need to necessarily be the tangible aspects of like, okay, how much, you know, what's the workout program I should be in? Or what's the nutritional guide? I think it's talking about, hey, when I was bigger, I was treated this way. There's like a psychological impact that has lasting effects that research has shown that can impact someone for over a year. And this is not just with semi-glutides. It's with anyone who's lost a significant amount of weight, particularly in a short period, right? You may have walked in the world feeling one way about yourself and now it's different and people are treating you differently and it's being able to consolidate that.

It doesn't need to be about Weight Watchers doesn't need to do, you know, diet programs. It can be about how do we as a community come together and kind of reshape and reframe how our brain has told us that who we are and how do we now move in a different role? I think there's a huge opportunity for that. It's, you know, there's a bit of psychology there too. So there's that kind of medical side and aspect that they can lean in on that builds that community. And again, I don't see anyone doing that. So, hey, wait, watchers, if you're listening, really great idea. there to kind of move more away from, you know, nutritional guides to, you know, coaching and

how do we transition to a different framework and how we think of ourselves. But I think that consolidation that all in one model is part of the challenge because you have these leaner startups that come along. You have, you know, NUM that deals with weight loss. You have Calm that deals with mindfulness as an app. You have companies like Blue Apron that do the meal delivery with intentional meals. If you if you're cash positive, cash rich, you go on an acquisition spree, right? And that becomes Weight Watchers and the new model.

But when you're that deep in debt, all you can see is these new more flexible kinds of companies spring up and just pick apart pieces of your business. So, you know, what's what is left? What are they, you know, with a community, what do you focus on? You know, I think that you bring up. That's a really good question because because they did take over or acquire sequence, it's been a lesson that they weren't able to fully integrate fast enough, right? That's what's happening, right?

They have the right idea, the right? By acquiring sequence. But what they really need to do is fully integrated. And that's one of the things that's kind of coming out of this. And how they're going to be able to compete with all of these other places, is really they're going to have to really, you know, expedite everything that's in their strategy for the next couple of years to a much more quick product plan and launching. I think that I don't, and that's, their hand is being forced already, right?

Because if you're that much far, that far in debt, the easiest way to relieve your debt is, you know, getting rid of physical locations, getting rid of staff, doing those things. but that's not actually getting you to where you want to be, for example, the sustainable maintenance plan for all of these new injectables. So, you know, again, it's going to be, it's going to take some time in thought, but at the same time, they really don't have time on their side. No. Because they have to tackle that debt.

So they have to, you know, sell their non-core assets. They need to monetize their data, making sure that they're. using that insight from pharmacists and health researchers, they need to refinance their debt. These are all things that don't happen overnight. And so that's really going to be their struggle, as well as fully integrating sequence, because what they need to do is really kind of, like I said, rebrand into sustainable health or whatever we want to call it and highlight the risks of all of these other things and side effects versus weight watchers having kind of a longer term sustainable health approach and then what they can do to support that long-term health approach

and make it like a package deal like we've talked about package deals all the time right you know we do this in insurance we do this you know we do this in software we do this and you know like you know what are all the add-ons and so it would be great if like when you get the prescription that you get automatically signed up for six months subscription with Weight Watchers for when your subscription ends because they know that you're going to need to have these communities to address the cravings that come back, to understand that it is acceptable for you to gain some of your weight back, right? Because, you know, if you haven't changed your eating habits, you know. So those are the kinds of things that I think they're going to have to think about.

It's just, it's a lot. Yeah. It's a lot. Yeah. And I like what you said about bundling, Moisa, because I think the smartest play here, it would be, if they could, to decentralize and to start operating under a bunch of different brands and a bunch of different solution sets for the same audience with the bundle approach, you know, take advantage as a member of one of all of our product suites, you know, whether that's dieting, mindfulness, coaching, prescriptions, we have those different offerings. But like I said, there's companies in market that have gotten picked apart pieces of their business. So, If they, like I said, if they had cash reserves, you go buy them, you know, and do what even is that?

That's your holding company. Right. But they just can't do it, you know? That's the frustrating part. It's hard. And like, I agree and disagree with both of you because I think what they can do is lean on and like rebrand into like the Ozympic. Like I am the, you know, injectable management system. Right.

And so because all of those other ones, like the nooms, the delivery services, they all do something different, but it's all for like weight loss. If you can lean on and being the semi-glutite, you know, full, like holistic system for that, I think that is a huge market because we've seen a huge burst in people taking semi-glutites like the Osempics and the Wagovis of the world. That's a huge market share. That's only increasing every year. Like, if you look at the stock price of Ozmpic or Wagovi, like, it has, you know, completely skyrocketed over the last three years. So there's something there and you have the database, you have the clientele where you're programming and you're the brand recognition of like, okay, we can help you over time with this. But lean into being the semi-glutite fixers, essentially. Yeah.

And being that one-stop shop for that. because again, same thing going back to our discussions around Netflix. Like there's a thousand streaming services. And at this point, when you're doing a whole bunch of different things that, you know, you kind of ask yourself, why don't I just get cable? So why don't you kind of, you know, lean in on that? It's like, why don't we just go back to Weight Watchers, but Weight Watchers now for the semi-glutides so that we have those coaches,

we have the trading, we know what to do. We've embedded with insurance and saying, okay, you know, you get a better rate if you make sure that you have a Weight Watchers partnership so that six months after you take this, you know, you're doing it more responsibly because, again, there has been a lot of blowback with people who are using, you know, the semi-glutites not knowing what to do. And so if Weight Watchers can be that kind of resolve and solution on, you know, this is really new, here we're going to help you walk you through every step of the way with this can be huge. And I think there's not a lot of time, as we've all shared.

And I think if they can lean in now, you know, their strategy is great with how they pivoted. I think they just really need to lean in and know, okay, you don't have the cash reserves to do this. But you have the community still. How can you run with that to flip it around knowing that there's a huge market share for people who are taking this? Well, and I really like the bundled idea just because of convenience. And as consumers we know today, everybody's about all convenience, right? So that's why you have all the different kinds of, you know, you can go into any store and get everything you need, including the kitchen sink. You know, just kind of crazy these days.

But I do believe, to your point, you know, that what Weight Watchers also do is lean heavily on its longevity and what it's all about. So, you know, what's the way that they could actually do that? I think one of the things that could really be helpful is if they use that to address, like, long-term support concerns and safety concerns, right? Because they've been around for so long, they can do this well by, you know, sharing those longitudinal studies, right? Share data on Weight Watchers' success rates to prove sustainability is really important, not just drugs alone, right? And then help to craft personalized exit strategies and guide their members on tapering off the medications safely while transitioning to this habit-based maintenance program,

right, which is Weight Watchers, which is their bread and butter, right? So those are the kinds of things that, like, if it's bundled together, it's like you're getting served up a customer, right? Right there. That's ready to go. And you already kind of know that they've, they've had this initial success here. And so the maintenance component, you know, they're not, nobody wants to go back to that, you know, but they also have to go back to real life, which is not always utilizing those drugs. So, for example, they need to partner really closely with clinicians, embed doctors and nurses maybe into that app to answer some of those questions, and so know the side effects, so they're going to transfer out. And then use the data from Weight Watchers. I mean,

you know, decades of data that they have and testimonials, say, look, this is, you know, we, we know each of you have your own path and journey and we are we are here to personalize it, but we also know that a community can help, you know, it takes a village. And so this is what we have to offer you. And I think, you know, that in of itself is a really great way for them to kind of move on into a more modern weight watchers. And also, like I said, like keep that embedded with their, you know, with their acquisitions of telehealth users, right, through sequence and, you know, really lean into those kinds of things. But having, you know, if you have a sequence customer, you know, you embed and bundle Weight Watchers within it.

And it's part of, you know, that sequence subscription. Yeah. I think if, you know, if Weight Watchers or WW or whatever the new version of that, that is, I do think they need a better brand that you can, you can, when you were part of Weight Watchers, at least, you know, you could say I was part, I'm on Weight Watchers. Everyone knew what that was of a short hand for, you know, a certain type of mentality and lifestyle. WW doesn't have that same resonance, right? So I do think, you know, they've got to figure out that branding aspect of it if they want it to have any kind of, you know, consumer self-attachment. Or go back to, like I was saying, put the WW in the background and put these other single

solution sets to the foreground. I think, you know, I'm going to come back to it, but I think there's something there. Yeah, like being the hold co, right? Like, if that's, if that's the play and you're leading in this way, like, the strategy is to provide all these different solutions, but it's with the background of WW, again, even saying it, this doesn't roll off the tongue, or just go back to Weight Watchers. We're okay to do that. We're really okay Weight Watchers to go back there because it, as you were saying, Aaron, it has that brand recognition that people no one love and there's something that's associated with it. Obviously, that looks different today with the semi-glutites, right? We're not doing the long term. It's a quicker fix, which we love,

but, you know, we don't know how to deal with it. This is so new. So Weight Watchers, help us watch our weight, help us manage this, help us figure out what the solution is when we take these or, hey, I can only afford, you know, they're shot. Yeah, they're shots. And you have to take them, like once a month, once a week. Everyone has different. you know, doses and things like that. But as you were saying, Melissa, it's expensive. You know, I'm in Canada. If you, you know, have diabetes, but if you're paying for that out of pocket, you're still paying for that out of pocket. And so what happens if you can't afford, you know, month two or three, but you've already taken, you know, the first few months? I don't

know. Like is, you know, what is that kind of in between that they can kind of jump into? because the other providers aren't talking about this. You know, here's your food service. Here's your coach. Here's maybe the mental health support. Here's, you know, whatever else it can be. Do that, but lean in on the semi-glutites because those are talking about other things that everyone has already been dealing with. No one's talking about what this gap is for semi-glutites.

That's true. You know, these solutions are not interchangeable. people have different outcomes on different inhibitors, right? So one might work. You do need a guide to help you through, and they're going to be coming out. I think they're testing them in the UK now in pill form. So that's going to make them even more accessible. But then you need even more handholding, right, to get you to the right place and to continue, you know, maintaining and getting the results you're looking for.

And if you hit a wall with one, you know, who do you ask about it? There's, along with diet and exercise and other things, people, you know, may still want that idea of a program, something to belong to. Yeah. I don't know. We're getting close to our fixed time. So let's shift into that mode. $1.6 billion in debt, Melissa, are we getting them out of this? I think we have a great idea on how they can go ahead and fix it. I mean, unfortunately, they're really based with a huge core decline and their traditional methodologies are not profitable. So they really need to hit, you know, profitability in the future hinges on their adoption of telehealth, their willingness to kind of embrace this new, this new wave of diets, of how to diet,

and what their role will be in that. And I think that they, like I, they've been around for so long that I think if they can really lean into that and lean into what they've learned and share that and become, you know, the personalized, responsive, you know, maintenance program for all of these, they will be able to kind of come out of this on the strong side. So I look forward to seeing that. I hope so. What do you say, Chena? I say let's drop the WW, get back to your original name Weight Watchers.

I love the strategy in terms of the telehealth and moving into semi-glutites. Keep doing that. But lean in, like, this is where the market is now. we all know that we've seen the stocks increase. There's a huge market for that that will help you get out of that $1.5 billion in debt. I think the way to do that is leaning into the gap that is now created of people who are not, you know, we don't know. This is a new thing.

So why don't you become the people that teach us about semi-glutides and how to use them and the way you did back in the 70s on how to portion control and the points, etc., etc. go back to your roots, but adopt that for semi-glyotides. And I think Weight Watchers, you know, if you can do this quickly and pivot, you'll be in good shape. If not, sorry to see you go. I'm going to keep, I'm going to keep strong, keep steady with the drum I've been beating. You know, go through the chapter 11, like Melissa, like what you're saying with everything

about the, you just can't have those retail storefronts anymore. They're holding you back. They're, you know, it's dragging you down. You got to shake off the underperforming assets, which might be a lot of them right now. But if they can come out of Chapter 11, shake off the bad debt, what I would propose doing is go, go to foreign investors, maybe, find someone with deep pockets that really wants to, believes in the Weight Watchers, what they used to be. Their revenues have been very strong over time. Go on a buying spree. You know, pick up Noom.

pick up a blue apron and have a core, you know, wellness, let's call it, wellness brand. That's your core member. It's Weight Watchers Classic. And it gives you access to premium, you know, subscription, my pricing or member model for all your different solution sets. But this all in one, multi-purpose Weight Watchers, WW, I don't think is going to stick around much longer. So, you know, make that core parent holding company, make that as brand.

consumer-friendly as you want, but really push these individualized solution sets to the forefront under different brands. And that's your company. They just need the money to do it. Yeah. Oprah. I like that idea, though. Oprah, if you know, you were close ones, I'm sure.

I know she's got deep pockets and her friends probably do too. I know I love that I do too. There's two, I think there's so many different ways they can approach this. But ultimately, they need to move quick at the end of the day. Whatever it is, you need to figure, you know, pick one of the things. two and run with it. Totally. Yeah. Oprah passed the hat around. Well, that does it for this episode if We Fix It, you're welcome. But there's a company you want us to fix or you think you have what it takes to be a fearless fixer for an episode. Throw it to us at we fixeditpod.com. And we will see you

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