On this page of StockholderLetter.com we present the 5/1/2023 shareholder letter from MEDIFAST INC — ticker symbol MED. Reading current and past MED letters to shareholders can bring important insights into the investment thesis.
202 2 ANNUAL REPORT

Our vision is a world in which people are empowered and able to transform their health and wellness for the long-term, as part of a deep and engaged community. Chairman & Chief Executive Officer
Dear Fellow Stockholder: While I know that the saying goes time flies, it is somehow hard to believe that six years have already passed since we took our first bold steps on our journey to offer the world Lifelong Transformation, One Healthy Habit At A Time. It s been a remarkable story that has impacted the lives of over two million people, and I am proud of all that we have achieved. As I look back to the start of that journey, I m constantly reminded of the deep and consistent level of focus that we have had as a company. Our belief that we could deliver sustainable long-term growth for our investors has been borne out by the significant revenue, earnings and stock price growth we experienced over the past six years. Our laser-focus on improving profitability as a business and belief that there was an opportunity to grow outside the United States were two key tenets of our strategy. And we knew that we wanted to build an operations platform that was not just capable of delivering further scale but that could do so while maximizing levels of customer satisfaction for all our Coaches and Customers. The fundamental platform for those beliefs was the highly differentiated business model that we built, founded on some early insights that continue to guide our business to this day. Studies show that having a support system can help people get better results*. At the same time, we believe that outcomes are also improved when people become part of a community of like-minded individuals who have similar health goals. Finally, we also believe that people can achieve more of their target outcomes when they are focused not on just dieting or short-term weight loss, but also on their overall healthy habits. Importantly, we have always understood that all people are different, and that it takes a uniquely tailored approach to deliver the best possible chances for success. In a world where health and wellbeing is mostly a difficult, solitary journey for those who are looking to achieve transformation, we provide personalized support to people who want to see a roots-and-branch change in their ability to learn healthy habits and embrace a lifestyle that positively impacts the health of their body. Fast forward to today, and we see that this fundamental vision and platform remain more relevant than ever. After all, one of our recent surveys, conducted by an independent research company found that in the United States, 70% of adults are determined not to let their health and wellbeing falter in 2023, and the majority are willing to invest their time and resources into prioritizing their health and wellbeing**. Most importantly, the obesity pandemic continues to spread across the world and is increasingly moving more deeply into populations such as adolescents. According to the World Health Organization, 39 million children under the age of 5 are already overweight or obese, with the latest statistics on 5-19 year olds showing that over 340 million are overweight or obese. Far from a problem that is going away, this is a problem that is getting worse. In this environment, Medifast and OPTAVIA continue to have a critical role to play, and as a result, our offering continues to resonate with people everywhere. Last year, we were able to share that OPTAVIA had become one of a relatively small number of brands to have broken through the billion-dollar mark in the 21st century. Our annual convention continues to be a highly visible indicator of this sense of growth and scale. In 2022, we had more than 17,000 registrants for the convention, and we filled the State Farm Arena in Atlanta, Georgia as a result. The sheer size of the event was remarkable to see, and a true visualization of the change that we have seen over the course of the past six years as independent OPTAVIA Coaches, almost all of whom began as OPTAVIA customers, engage in helping change lives one healthy habit at a time. The size of our business is also reflected in our financials. In 2022, Medifast had $1.6 billion in revenue, a 4.8% increase over the prior year. Net income was $143.6 million, while earnings per share was $12.73. By the fourth quarter of 2022, we had 60,900 active earning coaches, and the average revenue per active earning OPTAVIA Coach was $5,538. While we have seen some pressure on our business that is reflected in our short-term expectations, we believe that our longer-term performance remains very much in line with the sustainable longterm mid-teens annualized growth rate we envisioned as we started this journey six years ago. Like many companies in the public markets, we continue to battle with some significant headwinds with the changing macro environment. Inflation continues to impact our business in a meaningful way, with rising interest rates and escalating grocery store costs having a real effect on both discretionary spending and consumer confidence. This affected our customer base in a very real way, changing the trajectory of our retention curves in the second quarter of the year and impacting our financial results. Customer acquisition remains challenging, with greater noise and competition in our space and changes to social media algorithms that make it more difficult for the Coaches to attract Customers. At the same time, we continue to demonstrate our financial and operational agility, making adjustments to our model and to our market approach. We expect the road ahead will remain a little bumpy for some time, but I remain confident in our ability to drive long-term success. As a team, we are working diligently to build a platform that will allow us to thrive in any economic setting. The world has changed over the last number of years, and we have changed with it. But we still need to ensure that the new environment is one in which growth is both attainable and sustainable. That s why we have created a
plan we call 15 x 2025, to focus our minds on driving toward four key goals over the next three years. The plan s name signifies our strategic commitment to growth over the next three years, namely that we are looking to reestablish 15% or greater sustainable growth in topline revenue, and achieve a 15% sustainable operating margin by profitably growing our base of Customers who engage with the OPTAVIA health and wellness program. Achieving this will take significant focus on a series of important growth initiatives. These include empowering our Coaches with enhanced programs and tools, particularly in digital environments; cultivating new markets, both through product adjacencies, new geographies and expanded partnerships; broadening our Customer base, particularly in high growth demographics, such as our growing Hispanic market; and positioning our lifestyle and habitdevelopment approach as complementary to weight loss medical interventions. We also need to look carefully at our cost structure and ensure that we utilize our resources in the best possible way to unlock long-term value. We expect that delivery against these goals should position us well to be in the top quartile of public companies for total stockholder return. That s the kind of business we want to create and the value we want to provide to our stockholders. Of course, the value we provide is not just to Coaches and Customers but to the communities in which we live and work. We want to continue to reach into these communities to help drive change regardless of socioeconomic demographics. We ve made a significant impact through our corporate social responsibility initiative, Healthy Habits For All, which advances our mission by providing children in under-resourced communities with the education and access necessary to create healthy habits. Our Healthy Habits For All curriculum has now been downloaded by educators in all 50 states and Washington, D.C., and impacted nearly 80,000 students to date. These lessons equip students with the skills, knowledge and confidence needed to build healthy habits from a young age. We also increased access to nutritious food through our partnership with No Kid Hungry; to date, we have provided nearly 13 million healthy meals to deserving kids. There s still more to be done, but we are helping to break generational chains of obesity and poor health to help enable families to transform their health and wellness destinies. All of us are proud of our work in this area. At Medifast, our vision is a world in which people are empowered and able to transform their health and wellness for the long-term as part of a deep and engaged community. We ve built a robust business with a powerful system, and we are a clear leader in our space in the United States, with significant opportunity in other geographies. We change lives for the better, and we do it in a unique and effective way. It s a differentiated approach that stands out in the marketplace, helping those who have traditionally struggled in the past to achieve positive outcomes. While it s not easy in the current economic environment, our programs and initiatives are showing signs of gaining back momentum and I remain highly confident in our ability to reestablish our growth rhythm. Thank you for your ongoing support as an investor in this company. I look forward to updating you on our progress in the coming quarters and years. Sincerely, Dan Chard Chairman & Chief Executive Officer *1. Arterburn, L.M., et al., Randomized controlled trial assessing two commercial weight loss programs in adults with overweight or obesity. Obes Sci Pract, 2019. 5(1): p. 3-14. 2. Conroy, M.B., et al., Effect of Electronic Health Record-Based Coaching on Weight Maintenance: A Randomized Trial. Ann Intern Med, 2019. 3. Napolitano, M.A., et al., Using Facebook and Text Messaging to Deliver a Weight Loss Program to College Students. Obesity, 2012. 4. van Wier, M.F., et al., Phone and e-mail counseling are effective for weight management in an overweight working population: a randomized controlled trial. BMC Public Health, 2009. 9: p. 6. **This random double-opt-in online survey of 2,000 nationally representative U.S. Adults was commissioned by Medifast and conducted by a market research company, OnePoll, between October 20 and October 24, 2022. All participants are paid an amount depending on the length and complexity of the survey. The survey was overseen and edited by the OnePoll research team, who are members of the MRS and have corporate membership to ESOMAR and AAPOR. FORWARD-LOOKING STATEMENTS Certain information included in this Annual Report, such as descriptions of Medifast s objectives, goals or targets constitute forward looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements give expectations or forecasts of future events and are not guarantees of future performance and are subject to certain risks, uncertainties, and other factors, many of which are beyond the Company s control and are difficult to predict. Although Medifast believes that these expectations, statements, and assumptions are reasonable, actual results could differ materially from those expressed or implied in the forward-looking statements. Risks, uncertainties, and other factors that might cause such differences include, among others, Medifast s inability to attract and retain independent OPTAVIA Coaches, increases in competition, litigation, regulatory changes, its planned growth into new domestic and international markets and new channels of distribution, disruptions in Medifast s supply chain, the prolonged effects of COVID-19 on consumer spending and disruptions to our distribution network, supply chains and operations, and other uncertainties and factors identified in Medifast s filings with the U.S. Securities and Exchange Commission. The reader should not place undue reliance on these forward-looking statements, which speak only as of the date of this Annual Report. Unless legally required, Medifast undertakes no obligation to update publicly any forward-looking statements, whether as a result of the new information, future events, or otherwise.
 • shareholder letter icon 5/1/2023 Letter Continued (Full PDF)
 • stockholder letter icon 5/8/2024 MED Stockholder Letter
 • stockholder letter icon 5/5/2025 MED Stockholder Letter
 • stockholder letter icon More "Consumer Goods" Category Stockholder Letters
 • Benford's Law Stocks icon MED Benford's Law Stock Score = 66


MED 5/1/2023 Shareholder/Stockholder Letter Transcript:

202 2 ANNUAL REPORT


Our vision is a world in which
people are empowered and
able to transform their health and
wellness for the long-term, as part of
a deep and engaged community.
Chairman & Chief Executive Officer

Dear Fellow Stockholder:
While I know that the saying goes    time flies,    it is somehow hard to
believe that six years have already passed since we took our first
bold steps on our journey to offer the world Lifelong Transformation,
One Healthy Habit At A Time. It   s been a remarkable story that has
impacted the lives of over two million people, and I am proud of all
that we have achieved.
As I look back to the start of that journey, I   m constantly reminded
of the deep and consistent level of focus that we have had as a
company. Our belief that we could deliver sustainable long-term
growth for our investors has been borne out by the significant
revenue, earnings and stock price growth we experienced over the
past six years. Our laser-focus on improving profitability as a business
and belief that there was an opportunity to grow outside the United
States were two key tenets of our strategy. And we knew that we
wanted to build an operations platform that was not just capable
of delivering further scale but that could do so while maximizing
levels of customer satisfaction for all our Coaches and Customers.
The fundamental platform for those beliefs was the highly
differentiated business model that we built, founded on some early
insights that continue to guide our business to this day. Studies show
that having a support system can help people get better results*. At
the same time, we believe that outcomes are also improved when
people become part of a community of like-minded individuals
who have similar health goals. Finally, we also believe that people
can achieve more of their target outcomes when they are focused
not on just dieting or short-term weight loss, but also on their overall
healthy habits.
Importantly, we have always understood that all people are
different, and that it takes a uniquely tailored approach to deliver
the best possible chances for success. In a world where health
and wellbeing is mostly a difficult, solitary journey for those who are
looking to achieve transformation, we provide personalized support
to people who want to see a roots-and-branch change in their
ability to learn healthy habits and embrace a lifestyle that positively
impacts the health of their body.
Fast forward to today, and we see that this fundamental vision
and platform remain more relevant than ever. After all, one of our
recent surveys, conducted by an independent research company
found that in the United States, 70% of adults are determined not
to let their health and wellbeing falter in 2023, and the majority
are willing to invest their time and resources into prioritizing their
health and wellbeing**.
Most importantly, the obesity pandemic continues to spread across
the world and is increasingly moving more deeply into populations
such as adolescents. According to the World Health Organization,
39 million children under the age of 5 are already overweight or
obese, with the latest statistics on 5-19 year olds showing that over
340 million are overweight or obese. Far from a problem that is
going away, this is a problem that is getting worse.
In this environment, Medifast and OPTAVIA continue to have
a critical role to play, and as a result, our offering continues to
resonate with people everywhere.
Last year, we were able to share that OPTAVIA had become one
of a relatively small number of brands to have broken through
the billion-dollar mark in the 21st century. Our annual convention
continues to be a highly visible indicator of this sense of growth
and scale. In 2022, we had more than 17,000 registrants for the
convention, and we filled the State Farm Arena in Atlanta, Georgia
as a result. The sheer size of the event was remarkable to see, and a
true visualization of the change that we have seen over the course
of the past six years as independent OPTAVIA Coaches, almost all
of whom began as OPTAVIA customers, engage in helping change
lives one healthy habit at a time.
The size of our business is also reflected in our financials. In 2022,
Medifast had $1.6 billion in revenue, a 4.8% increase over the
prior year. Net income was $143.6 million, while earnings per
share was $12.73.
By the fourth quarter of 2022, we had 60,900 active earning
coaches, and the average revenue per active earning OPTAVIA
Coach was $5,538.
While we have seen some pressure on our business that is reflected
in our short-term expectations, we believe that our longer-term
performance remains very much in line with the sustainable longterm mid-teens annualized growth rate we envisioned as we started
this journey six years ago. Like many companies in the public
markets, we continue to battle with some significant headwinds
with the changing macro environment.
Inflation continues to impact our business in a meaningful way, with
rising interest rates and escalating grocery store costs having a real
effect on both discretionary spending and consumer confidence.
This affected our customer base in a very real way, changing the
trajectory of our retention curves in the second quarter of the year
and impacting our financial results. Customer acquisition remains
challenging, with greater noise and competition in our space and
changes to social media algorithms that make it more difficult for
the Coaches to attract Customers.
At the same time, we continue to demonstrate our financial and
operational agility, making adjustments to our model and to our
market approach. We expect the road ahead will remain a little
bumpy for some time, but I remain confident in our ability to drive
long-term success.
As a team, we are working diligently to build a platform that will
allow us to thrive in any economic setting. The world has changed
over the last number of years, and we have changed with it. But we
still need to ensure that the new environment is one in which growth
is both attainable and sustainable. That   s why we have created a

plan we call    15 x 2025,    to focus our minds on driving toward four
key goals over the next three years.
The plan   s name signifies our strategic commitment to growth over
the next three years, namely that we are looking to reestablish
15% or greater sustainable growth in topline revenue, and achieve
a 15% sustainable operating margin by profitably growing our
base of Customers who engage with the OPTAVIA health and
wellness program.
Achieving this will take significant focus on a series of important
growth initiatives. These include empowering our Coaches with
enhanced programs and tools, particularly in digital environments;
cultivating new markets, both through product adjacencies,
new geographies and expanded partnerships; broadening our
Customer base, particularly in high growth demographics, such as
our growing Hispanic market; and positioning our lifestyle and habitdevelopment approach as complementary to weight loss medical
interventions. We also need to look carefully at our cost structure
and ensure that we utilize our resources in the best possible way to
unlock long-term value.
We expect that delivery against these goals should position us well
to be in the top quartile of public companies for total stockholder
return. That   s the kind of business we want to create and the value
we want to provide to our stockholders.
Of course, the value we provide is not just to Coaches and
Customers but to the communities in which we live and work. We
want to continue to reach into these communities to help drive
change regardless of socioeconomic demographics. We   ve made
a significant impact through our corporate social responsibility
initiative, Healthy Habits For All, which advances our mission
by providing children in under-resourced communities with the
education and access necessary to create healthy habits.
Our Healthy Habits For All curriculum has now been downloaded
by educators in all 50 states and Washington, D.C., and impacted
nearly 80,000 students to date. These lessons equip students with
the skills, knowledge and confidence needed to build healthy
habits from a young age. We also increased access to nutritious
food through our partnership with No Kid Hungry; to date, we have
provided nearly 13 million healthy meals to deserving kids.
There   s still more to be done, but we are helping to break
generational chains of obesity and poor health to help enable
families to transform their health and wellness destinies. All of us
are proud of our work in this area.
At Medifast, our vision is a world in which people are empowered
and able to transform their health and wellness for the long-term
as part of a deep and engaged community.
We   ve built a robust business with a powerful system, and we are
a clear leader in our space in the United States, with significant
opportunity in other geographies. We change lives for the better,
and we do it in a unique and effective way. It   s a differentiated
approach that stands out in the marketplace, helping those who
have traditionally struggled in the past to achieve positive outcomes.
While it   s not easy in the current economic environment, our
programs and initiatives are showing signs of gaining back
momentum and I remain highly confident in our ability to reestablish
our growth rhythm.
Thank you for your ongoing support as an investor in this company. I
look forward to updating you on our progress in the coming quarters
and years.
Sincerely,
Dan Chard
Chairman & Chief Executive Officer
*1. Arterburn, L.M., et al., Randomized controlled trial assessing two commercial weight loss programs in adults with overweight or obesity. Obes Sci Pract, 2019. 5(1): p. 3-14. 2. Conroy, M.B., et al., Effect of Electronic Health
Record-Based Coaching on Weight Maintenance: A Randomized Trial. Ann Intern Med, 2019. 3. Napolitano, M.A., et al., Using Facebook and Text Messaging to Deliver a Weight Loss Program to College Students. Obesity,
2012. 4. van Wier, M.F., et al., Phone and e-mail counseling are effective for weight management in an overweight working population: a randomized controlled trial. BMC Public Health, 2009. 9: p. 6.
**This random double-opt-in online survey of 2,000 nationally representative U.S. Adults was commissioned by Medifast and conducted by a market research company, OnePoll, between October 20 and October 24,
2022. All participants are paid an amount depending on the length and complexity of the survey. The survey was overseen and edited by the OnePoll research team, who are members of the MRS and have corporate
membership to ESOMAR and AAPOR.
FORWARD-LOOKING STATEMENTS
Certain information included in this Annual Report, such as descriptions of Medifast   s objectives, goals or targets constitute    forward looking statements    within the meaning of the Private Securities Litigation Reform Act of
1995, Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements give expectations or forecasts of future events and are not
guarantees of future performance and are subject to certain risks, uncertainties, and other factors, many of which are beyond the Company   s control and are difficult to predict. Although Medifast believes that these
expectations, statements, and assumptions are reasonable, actual results could differ materially from those expressed or implied in the forward-looking statements. Risks, uncertainties, and other factors that might cause such
differences include, among others, Medifast   s inability to attract and retain independent OPTAVIA Coaches, increases in competition, litigation, regulatory changes, its planned growth into new domestic and international
markets and new channels of distribution, disruptions in Medifast   s supply chain, the prolonged effects of COVID-19 on consumer spending and disruptions to our distribution network, supply chains and operations, and other
uncertainties and factors identified in Medifast   s filings with the U.S. Securities and Exchange Commission. The reader should not place undue reliance on these forward-looking statements, which speak only as of the date of
this Annual Report. Unless legally required, Medifast undertakes no obligation to update publicly any forward-looking statements, whether as a result of the new information, future events, or otherwise.



shareholder letter icon 5/1/2023 Letter Continued (Full PDF)
 

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