Wellhub

“When we made our first pivot to BtoB, it got even worse, because we needed to convince not only The subscribers, people, and the partners, but also companies to invest on the well-being for their employees. But in the early days, it was brute force on both sid…”

“Whenever we launch a client, We triple the number of active employees because our plans are super attractive, flexibility, lower prices, more options.”

“So the vision there was for a platform that would sell day passes to consumers. So it was a direct to consumer business. Not what we have today. We're full B to B today. The name was Gym Pass, not Well Hub.”

“We're still engaging 40% of all the employees of a given client, 30 to 40.”

“We're seeing people replacing happy hours with wellness hours. So the most used time for physical activity now is on weekdays, but at five or six PM after work.”

“They had 10,000 employees in Brazil, and we got 2000 people to sign in the first three days of the business.”

“And at that time, we kind of stopped doing everything else we were doing direct to consumer and funneled all our resources into getting more companies to offer WellHub to their employees.”

“We now work in 11 countries. We partner with more than 22,000 different companies offering WellHub to their employees, and we have about four million subscribers.”

“We have 60,000 gyms and studios partnering with us. That's roughly 30 to 50% of all the locations in every single country where we operate, including here in the U.S.”

“When we survey employees in general, not only clients, You know, they're ranking wellness and well-being as being as important a salary to them.”