Peloton Interactive Q3 2025 Earnings Call Transcript

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Provided by Quartr
May 8, 2025
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Operator

Thank you for standing by. My name is Celine, and I will be your conference operator today. At this time, I would like to welcome everyone to Peloton's Interactive Third Quarter Fiscal Year twenty twenty five Earnings Call. All lines have been placed on mute to prevent any background noise. After the speaker remarks, there will be a question and answer session.

Operator

If you would like to ask a question during this time, simply press star followed with the number one on your telephone keypad. If you would like to withdraw your question, Thank you. I would now like to turn the call over to James Marsh. Please go ahead.

James Marsh
James Marsh
Senior VP & Head of Investor Relations at Peloton

Thank you, operator. Good morning, and welcome to Peloton's third quarter fiscal year twenty twenty five conference call. Joining today's call are Peloton Chief Executive Officer and President, Peter Stern and Chief Financial Officer, Liz Coddington. Our comments and responses to your questions reflect management's views as of today only and will include forward looking statements related to our business under federal securities law. Actual results may differ materially from those contained in or implied by these forward looking statements due to risks and uncertainties associated with our business.

James Marsh
James Marsh
Senior VP & Head of Investor Relations at Peloton

Please refer to our SEC filings in today's shareholder letter, both of which can be found in our Investor Relations website for a discussion of material risks and other important factors that could impact our results. During this call, we will discuss both GAAP and non GAAP financial measures. A reconciliation of GAAP to non GAAP financial measures is provided in today's shareholder letter. Following prepared remarks from Peter and Liz, we will begin the question and answer session with two questions submitted by shareholders before the call. I'll now turn the call over to Peloton's Chief Executive Officer and President, Peter Stern.

Peter Stern
Peter Stern
President & CEO at Peloton

Thank you, James. Good morning, everyone, and thanks for joining today's call. Having achieved the Peloton employee Century Club of one hundred days, I'm even more optimistic about our future and grateful for the opportunity to leave this company than I was when I was appointed. The first few months have been dedicated to redefining our purpose and values, learning about this fascinating business, and getting to know its mission driven people. Q3 was my first quarter as Peloton's CEO, and I'm pleased to share that we performed at the high end of or above guidance on our key metrics.

Peter Stern
Peter Stern
President & CEO at Peloton

We slightly grew paid Connected Fitness subscriptions in this seasonally strong quarter, further improved our unit economics, and once again delivered significantly positive adjusted EBITDA and free cash flow. At the same time, we are making substantial progress in formulating our strategic plans for fiscal year twenty twenty six and beyond. You can expect more details on that next quarter. But for now, I'd like to discuss our approach to empowering millions of Peloton members to live fit, strong, long, and happy, and in so doing, to deliver long term shareholder value. Our approach begins with four objectives: improving member outcomes by delivering even better equipment, software, and instruction for our members, which increases how much they value Peloton.

Peter Stern
Peter Stern
President & CEO at Peloton

Meeting members everywhere, where they shop, work out, and online, because that is how we grow our base of members. Creating members for life by deepening connections with and among our members, which will extend the time they stay with us and their lifetime value. And finally, operating with business excellence because optimizing pricing and promotions and reducing costs will enhance our competitiveness, enable us to invest in our future, and deliver superior shareholder returns. During the remainder of my prepared remarks, I will elaborate on each of these objectives to provide you a deeper understanding of our strategy in advance of a more comprehensive, forward looking reveal as we progress through my first calendar year at Peloton. There are three components to our objective of improving member outcomes.

Peter Stern
Peter Stern
President & CEO at Peloton

The first is delivering even better cardio experiences, since cardio is the foundation of our business and of a balanced fitness regimen. Second, we will develop a more holistic, science backed wellness ecosystem that goes beyond cardio. Third, we will focus on becoming ever more personal coaches to our more than 6,000,000 members. Peloton is already the category leader in connected cardio, as evidenced by our strong NPS scores, and by the millions of members who engage in our cardio disciplines. In Q3, all our cardio hardware products achieved a Net Promoter Score above 70, and Tread exceeded 80 on a scale of minus 100 to 100.

Peter Stern
Peter Stern
President & CEO at Peloton

We observed 5% year over year growth in running workouts, and 11% growth in walking workouts. Engagement with newer features, such as pace targets on our treadmill, continued to improve. In Q3, over 80% of tread users taking a running workout used pace targets, up from just under 60% last quarter. We see further opportunities to keep winning cardio by delivering innovative software, hardware, and even more engaging content. We'll share more about our innovation roadmap later this calendar year.

Peter Stern
Peter Stern
President & CEO at Peloton

Turning to holistic wellness. In Q3, we saw a higher mix of workout time in strength disciplines quarter over quarter and year over year. We also delivered new kettlebell content in late February, and nearly 70,000 members completed kettlebell workouts by the end of the quarter. Beyond strength, meditation classes taken increased 7% year over year in the third quarter. Peloton has a vast library of classes.

Peter Stern
Peter Stern
President & CEO at Peloton

With so many to choose from, we want to help our members reach their goals by becoming a more personal coach. We are lucky at Peloton to have expert instructors, motivated members, and, subject to our strong privacy safeguards, a wealth of data on what works at both the individual and population levels. The starting point for personalized coaching is a plan tailored to a member's goals. In January, we launched personalized plans to all members, and nearly 500,000 members had started a plan by the end of Q3. We're pleased with the repeat engagement from members using plans, and our testing shows that members who set up personalized plans work out more often and with more disciplines.

Peter Stern
Peter Stern
President & CEO at Peloton

Over time, we'll iterate on personalized plans to make them more comprehensive, dynamic, and data driven, helping our members take advantage of everything Peloton offers and become the best versions of themselves. Our second strategic objective is to meet members everywhere. The very essence of Peloton, a studio quality workout from the convenience of your home, necessitates that we work to increase our presence outside the home. We need to meet new and existing members at retail stores, gyms, hotels, online, and in real life events, both in The US and the other countries in which we operate. Our PRECORT brand provides a great opportunity to expand the presence of Peloton in commercial gyms.

Peter Stern
Peter Stern
President & CEO at Peloton

We recently launched a pilot program with PRECORT to bring a collection of Peloton instructor led tread classes to select PRECOR treadmills. And we've engaged PRECOR to provide installation and maintenance support on Peloton equipment in gyms, given the exacting demands of gym operators and the duty cycles imposed on gym equipment. Equipment. We're also continuing to test new models to bring Peloton to gyms. In February, we opened a Peloton branded facility at the University of Texas at Austin.

Peter Stern
Peter Stern
President & CEO at Peloton

In this one studio, we've already met nearly 1,000 new Peloton members. Turning to retail. Our micro store test in Nashville has been encouraging, as store revenue has outpaced the average of our other North America retail showrooms despite having one tenth the square footage. We plan to bring on additional locations soon. In addition to our owned first party retail channels, third party retailers allow us to meet members where they already shop.

Peter Stern
Peter Stern
President & CEO at Peloton

Amazon's seasonal sales events are a great example of moments that capture incremental hardware sales. In March, we observed year over year growth in The US from Amazon's Big Spring sale. Meeting members everywhere also includes growing our international markets, where we grew paid Connected Fitness subscriptions year over year in Q3. A prerequisite to further scaling internationally is cost effectively translating our programming, especially given our enormous output with 3,300 classes released in the quarter alone. In March, we launched AI powered subtitles, starting with our existing languages in English, Spanish, and German, and we are now translating roughly 100 classes per day.

Peter Stern
Peter Stern
President & CEO at Peloton

Our third objective is to keep our members for life. This starts with delivering elevated experiences at each stage in the member lifecycle. Member satisfaction scores are our preferred way to measure the member experience. This quarter, we worked with our repair partners to pilot dedicated vans stocked with Peloton spare parts to increase first visit repair resolution, and we are now extending this pilot to additional locations. Our service and repair MSAT was 4.5 in Q3, an improvement of 5% quarter over quarter and 7% year over year.

Peter Stern
Peter Stern
President & CEO at Peloton

We also introduced AI into our call centers, providing our agents with a powerful intelligent agent while still delivering the human interactions our members expect. In Q3, our member support MTHAT score was 4.3, improving 1% quarter over quarter and 20% year over year. We see significant opportunities to continue improving our member satisfaction by optimizing the journey from the point of purchase to delivery, installation, and onboarding, improving our hardware design to allow for easier installation and repairs, and reducing the number of times that members need to contact our member support teams. Beyond strengthening members' connections with Peloton, we believe that when members feel connected to each other, they're more likely to stay committed to their fitness regimen. We launched Team Feed in January, enabling members who have joined a team to encourage and support each other by sharing workout activity and reacting to activity from teammates.

Peter Stern
Peter Stern
President & CEO at Peloton

We also launched community teams in the quarter, which are public, discoverable, and recommended teams of up to 50,000 members. As of Q3, our members have created nearly 100,000 teams. We see higher engagement within the first month after members join a team. Last but not least, we need to operate with greater efficiency and effectiveness in revenue realization and cost reduction. To accelerate our progress, I recently made changes to our leadership team.

Peter Stern
Peter Stern
President & CEO at Peloton

The first change was recruiting Charles Kyrill to be our COO. Charlie knows how to manufacture complex, consumer facing equipment. He also currently holds the rank of Rear Admiral in the US Navy Reserves, where he is one of the senior most procurement, logistics, and supply corps officers. This is the type of expertise and leadership we need for our next chapter. The second change was designating Dion Camp Sanders as our chief commercial officer.

Peter Stern
Peter Stern
President & CEO at Peloton

I referenced earlier the importance of scaling Peloton's presence in more places, including gyms, retail, hospitality, and internationally. Dion oversees all these areas, and so bears principal responsibility for our strategy of meeting members everywhere. Additionally, we have announced a search for a CIO, CMO, and chief communications officer. Even in advance of these changes, I want to highlight the team's significant progress in reducing costs. We continue to track ahead of our $200,000,000 cost restructuring plan, which is driving meaningful improvement in profitability and helping us to deleverage our balance sheet at a swift pace.

Peter Stern
Peter Stern
President & CEO at Peloton

We see further opportunities to reduce our costs. We are formalizing a company wide program to drive continuous cost improvement, while ensuring our bases for competitive differentiation remain best in class. Having walked you through our strategy at a high level, I'll now turn it over to Liz to discuss Q3 results.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Thanks, Peter. We are pleased with our third quarter results as we delivered at the high end of or exceeded guidance on key metrics and continued to make meaningful progress on improving unit economics and profitability. We also advanced our marketing objectives by improving our LTV to CAC ratio with a disciplined approach to sales and marketing. We ended the quarter with 2,880,000 paid Connected Fitness subscriptions, reflecting a net increase of 5,000 in the quarter due to seasonally higher additions and lower churn. This represented a decline of 6% year over year and exceeded the high end of our guidance range by 10,000 subscriptions.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Outperformance relative to guidance was driven by both favorable net churn and higher gross additions. Average net monthly paid Connected Fitness subscription churn was 1.2% in the third quarter, in line with Q3 of last year and an improvement of 20 basis points quarter over quarter. Net churn was positively impacted by strong performance in subscription cancellations and reactivations, which benefited from marketing outreach to churned members. Gross additions outperformance was driven by slightly higher first party hardware unit sales, while third party retail sales and secondary market additions were in line with expectations. We ended the third quarter with 573,000 paid app subscriptions, inclusive of Strengths Plus subscriptions, reflecting a net decrease of 12,000 in the quarter.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Total revenue was $624,000,000 in the third quarter, comprising $2.00 $5,000,000 of Connected Fitness products revenue and $419,000,000 of subscription revenue. Total revenue was $9,000,000 above the midpoint of our $6.00 $5,000,000 to $625,000,000 guidance range. Connected Fitness products revenue decreased $74,000,000 or 27% year over year, driven by lower sales and deliveries across all Connected Fitness product categories. Seasonally lower hardware sales in the third quarter compared to last quarter is reflected in the revenue mix of 33% Connected Fitness products revenue and 67% subscription revenue. Subscription revenue decreased $19,000,000 or 4% year over year, driven by lower paid Connected Fitness subscriptions and lower paid app subscriptions, partly offset by used equipment activation fee revenue, which was introduced in the first quarter of fiscal twenty twenty five.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

We remain focused on acquiring new members more cost effectively, and our third quarter performance reflects the continued progress we've made in evolving our marketing strategy. Our advertising and marketing spend decreased 46% year over year, while our Connected Fitness products revenue decreased by a comparatively lower rate of 27% year over year. Our Find Your Power marketing campaign that began in the holiday season continued in the third quarter, showcasing the breadth of Peloton's offerings to men and highlighting our tread and strength products. Similar to Q2, in Q3, we saw both a 300 basis point increase year over year in the mix of gross additions to men, as well as higher new subscription attach rates from tread sales year over year. These efforts drove an improvement in LTV to CAC of more than 30% year over year, achieving a ratio slightly above 2x for the quarter.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Total gross profit was $318,000,000 an increase of $8,000,000 or 3% year over year. Total gross margin was 51%, an increase of seven eighty basis points year over year and 100 basis points above our guidance due to revenue mix shift toward the subscription segment and favorable Connected Fitness products gross margin. Connected Fitness products gross margin was 14.3%, up 1,000 basis points year over year, primarily driven by lower inventory write downs, a mix shift toward higher margin products and lower warehousing and transportation costs, partly offset by changes in our warranty reserves. Subscription gross margin was 69%, up 90 basis points year over year. Total operating expenses, including restructuring and impairment expenses, were $351,000,000 in the third quarter, a 105000000% decrease year over year, reflecting the progress we've made thus far toward rightsizing our cost structure.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

We continue to track ahead of our target to achieve $200,000,000 of annualized run rate cost savings by the end of fiscal twenty twenty five. Sales and marketing expense was $106,000,000 a decrease of $64,000,000 or 37% year over year, primarily from a decrease of $52,000,000 in advertising and marketing spend and a $4,000,000 decrease in personnel related expenses, inclusive of stock based compensation expense. General and administrative expense was $151,000,000 a decrease of $2,000,000 or 1% year over year, driven by a $5,000,000 decrease in settlement costs and professional service fees, a $2,000,000 decrease in software and IT costs, and a $2,000,000 decrease in depreciation and amortization costs. These decreases were partly offset by a net increase of $7,000,000 in personnel related expenses, inclusive of stock based compensation, driven primarily by $21,000,000 of executive departure costs. Excluding the impact of these executive departures, general and administrative expense decreased $23,000,000 or 15% year over year.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Research and development expenses were $60,000,000 a decrease of $17,000,000 or 22% year over year, primarily driven by lower employee related and contractor expenses. In Q3, we recognized $33,000,000 of impairment and restructuring expenses, of which $31,000,000 was noncash. The noncash charges were primarily asset write downs related to plans to rightsize portions of our corporate office footprint. The cash charges consisted of $2,000,000 of severance and other exit and disposal costs as we continue executing on our restructuring efforts. Adjusted EBITDA was $89,000,000 in the third quarter, which was $4,000,000 above the high end of our guidance range and an $84,000,000 improvement year over year.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

We generated $95,000,000 of free cash flow in the third quarter, a decrease of $11,000,000 quarter over quarter and increase of $86,000,000 year over year. As of Q3, we generated $211,000,000 of free cash flow fiscal year to date. This was also our fifth consecutive quarter of positive adjusted EBITDA and positive free cash flow. We ended the quarter with $914,000,000 in unrestricted cash and cash equivalents, an increase of $85,000,000 quarter over quarter. We continue to make progress toward deleveraging our balance sheet as net debt reduced $312,000,000 or 35% year over year to $585,000,000 As of Q3, trailing twelve month adjusted EBITDA of $334,000,000 reflects an improvement of $435,000,000 year over year.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Overall, our third quarter performance reflects a continuation of meaningful profitability improvement, driven by higher gross margins and cost discipline. By generating meaningful free cash flow, we are also derisking our balance sheet quickly. We are well positioned for future growth as the leader in the connected fitness category, with a high retention, high gross margin subscription business. Next, I'd like to take time to provide some context for the financial outlook for the remainder of the fiscal year. We are raising the midpoint of our full year FY 'twenty five guidance for key metrics, including ending paid Connected Fitness subscriptions, total revenue and adjusted EBITDA, while maintaining guidance for total gross margin.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

We are prioritizing these metrics along with delivering free cash flow. Our full year FY 'twenty five guidance range for ending paid Connected Fitness subscriptions of 2,770,000.00 to $2,790,000 reflects a narrower range and an increase of $10,000 at the midpoint. This increase incorporates the outperformance in Q3 and our expectations for seasonally higher net churn in Q4 as we enter the warmer months of spring and summer. Our full year FY 'twenty five guidance range for ending paid app subscriptions of 540,000 to 550,000 reflects a narrower range and a decline of 30,000 at the midpoint. Our paid app subscription guidance reflects lower gross additions, primarily due to limiting media spend and investment in attracting new corporate wellness clients.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Our outlook for full year FY 'twenty five total revenue of $2,455,000,000 to $2,470,000,000 reflects a narrower range and an increase of $8,000,000 at the midpoint. This increase incorporates an expectation for favorable subscription revenue, mainly driven by higher paid Connected Fitness subscriptions. Our FY 'twenty five outlook for total gross margin of 50% remains unchanged and incorporates our expectations for minimal impact from tariffs in Q4. We are raising our FY 2025 adjusted EBITDA guidance to $330,000,000 to $350,000,000 an increase of $15,000,000 at the midpoint. Our outlook reflects continued improvements in profitability, largely due to favorability in gross profit and continued operating expense savings.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Before we cover free cash flow, a quick note on tariff policy, which, as you know, is a dynamic situation. Peloton and Precor branded equipment are currently subject to a 25% tariff on their aluminum content. Pre core and apparel products sourced from China are subject to additional tariffs. We expect our full year FY 'twenty five free cash flow to be in the vicinity of $250,000,000 which incorporates our expectations for a roughly $5,000,000 free cash flow headwind in Q4 from the impact of tariffs. This meaningful free cash flow generation will continue reducing net debt and deleveraging our balance sheet.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Now we'd like to open the line for Q and A.

Operator

I would like to turn back the call over to James Marsh for the first two questions. Please go ahead.

James Marsh
James Marsh
Senior VP & Head of Investor Relations at Peloton

Great. Thank you. The first question is from Danielle in Boston. Danielle asks, how are you incorporating AI to chart the future of Peloton? Thanks for

Peter Stern
Peter Stern
President & CEO at Peloton

the question, Danielle. I think AI has the potential to give humans superpowers. And so that's how we're using AI. Let me give you a few examples of that. So we've been giving our member support agents what we call an intelligent agent to sit alongside them.

Peter Stern
Peter Stern
President & CEO at Peloton

And that takes their already impressive knowledge about our products and just makes it kaleidoscopic. And the AI agent also takes away some of the drudgery in their work, for example, by taking notes on the calls so that they can focus on giving our members the human touch that they expect. Another example of that I talked about earlier is our use of AI for translation. And let me just dimensionalize this. A typical season of a TV show has somewhere, let's say, between eight to 12 episodes.

Peter Stern
Peter Stern
President & CEO at Peloton

Last quarter, Peloton produced 3,300 classes. So a traditional approach to translation just isn't going to cut it. But AI can allow our instructors to communicate with our members in languages beyond the ones that they naturally speak. And and so that's another example of allowing human beings to achieve new heights. We've been, in the last couple of weeks, deploying Google Gemini to all of our or most of our Peloton team members.

Peter Stern
Peter Stern
President & CEO at Peloton

And that allows them to use their big creative brains to do big creative thinking and let the AI agent do a lot of the work for them beyond that. And then the to me, the the most exciting way that we're using AI is by empowering our personalized plans. So personalized plans basically take our amazing human instructors and allow them to basically create a program so that we feel more like a personal coach. And I view that as basically a way of empowering our members with AI. We launched that in q three, and we're we're already up to nearly half a million plans set up already.

Peter Stern
Peter Stern
President & CEO at Peloton

So the future is bright for Peloton members with AI.

James Marsh
James Marsh
Senior VP & Head of Investor Relations at Peloton

The next question was asked by a number of folks, including Colin from Ireland, Ben from Sweden, and Jay Smith from Spain. The question is, when will Peloton expand into new markets?

Peter Stern
Peter Stern
President & CEO at Peloton

I love this question because the world would be a better place with more Peloton in it. We're currently in five countries besides The US. So that's The UK, Canada, Germany, Austria, and Australia. And right now, our penetration rates in those countries are significantly lower than they are in The US. So our current focus is on growing from there.

Peter Stern
Peter Stern
President & CEO at Peloton

And then like in The US, we need to earn the right to grow before we expand further internationally. So right now, our our international team is focused on trying to dial in the right mix of first party versus partner led growth. And we're also trying to drive up the efficiency of our customer acquisition. When we do that, we're gonna be able to achieve, both meaningful scale and profitability. Then when you couple that with what I talked about a moment ago, which is AI translation of our content, which unlocks new languages, that's what will collectively position us to expand into new countries.

Peter Stern
Peter Stern
President & CEO at Peloton

But in the meantime, we we do see some opportunistic markets that are adjacent to some of the markets we're already in, where they speak the same languages. And so we're gonna look at doing some of that starting next year.

James Marsh
James Marsh
Senior VP & Head of Investor Relations at Peloton

Great. Selene, can you open up for q and a now?

Operator

Thank you. We will now open the line for question and answer. As a reminder, please press star one to join the queue. If you are called upon to ask your question and are listening via loudspeaker on your device, please pick up your handset and ensure that your phone is not on mute when asking your question. And your first question comes from the line of Youssef Squali with Truist.

Operator

Please go ahead.

Youssef Squali
Youssef Squali
MD & Head of Internet and Digital Media Research Group at Truist Securities

Great. Thank you very much, and good morning all. So, Peter, you you you've been on on the job for five months now. I'd love to get your take on your progress on key initiatives to date relative to your initial expectations, where you're running ahead, where you may be trailing a bit and how that informs your view on returning to revenue growth. And second, on changes to the management team, and you've touched on this in your prepared remarks a bit.

Youssef Squali
Youssef Squali
MD & Head of Internet and Digital Media Research Group at Truist Securities

But can you elaborate a little more on the rationale of these moves now and the type of executive profiles you're looking for to fill these vacancies? Thanks a lot.

Peter Stern
Peter Stern
President & CEO at Peloton

Sure, Youssef. Thanks for the questions. Let me try to take them in order. So the first part is sort of talking a little bit about our key initiatives and how we're doing against initial expectations. And so far, so good.

Peter Stern
Peter Stern
President & CEO at Peloton

As I mentioned a moment ago, the first thing that we need to do is earn the right to grow. And when you look at the progress there, I think it's quite remarkable. We've been able to reduce our operating costs by 23% year over year. Our unit economics are up over 1,000 basis points year over year. Our LTV to CAC ratio in the last quarter was kind of in our target zone.

Peter Stern
Peter Stern
President & CEO at Peloton

And and so we're starting to be able to acquire new members much more cost effectively. We're delivering real cash flow. We talked about this vicinity of a quarter billion billion dollars this year. And so all of that, I think, on the earning the right to grow front is really encouraging. We also set some other objectives for the remainder of this fiscal year around, for example, winning in tread, which as you know is two times the market size of a bike.

Peter Stern
Peter Stern
President & CEO at Peloton

And we've been mixing into tread and also increasing the percentage of new members that we we get when we sell a tread. We talked about reaching new audiences like men. And, again, for the quarter, we were up 300 basis points year over year in our mix of men among our new subscribers. We've been talking about the importance of strength and becoming more of a holistic wellness provider. And I will tell you that is an area where I've really been very positively surprised to realize that Peloton is actually the largest strength subscription service in the world.

Peter Stern
Peter Stern
President & CEO at Peloton

And that just gives me really great hope. Now the the second question you had, I think, was what are the biggest challenges or the opportunities that we're have in gonna have in getting back to growth? And there, we gotta start innovating on our hardware. We've been doing a great job on software, but it's all gotta come together in a mix of hardware and software and incredible content that we've got so that our members derive even more value from us, and they've got reasons to buy more from Peloton. We need to meet members in more places.

Peter Stern
Peter Stern
President & CEO at Peloton

We talked about this. But we've been, to date, reducing our presence, for example, in retail. And we need to find ways now cost effectively to get back into retail. And then, of course, I've talked about gyms and hotels. Those are big opportunities and also real life events.

Peter Stern
Peter Stern
President & CEO at Peloton

We set a goal for our content team of increasing the number of real life events we're in over the next year by 3x. And then last but not least, we need to increase the member lifetimes of our existing members so we can manage churn. We're in a really good place in the quarter. We did 1.2%. But we can always do better on that.

Peter Stern
Peter Stern
President & CEO at Peloton

So that's going to involve everything from continuing to up level the quality of member support we provide and the experience we provide throughout the life cycle to over time creating even more reasons for our members to stay loyal to us. And we need to do all of what I just described in a balanced way so we're neither chasing demand nor chasing supply and ensuring that we're growing profitably. So I think that was the second question. The third question was to talk a little bit more about the management changes. And I want to put all this in context.

Peter Stern
Peter Stern
President & CEO at Peloton

I was really lucky to join a company that already had an excellent lead team. And I'm grateful for the contributions that every one of those lead team members has made to date, including the work that Andy and Lauren have done over the last couple of years to get us to the stage that we're at right now. Regarding the hiring of Charles Kyroll as our COO, we're specifically focused on improving our pace of innovation. The agility that we have in our supply chain, especially given the economic uncertainty that's out there in the marketplace. The quality of our products, in particular the quality of our installs, and the cost of our connected fitness equipment so we can appeal to even more potential new members.

Peter Stern
Peter Stern
President & CEO at Peloton

And that commitment to improving every aspect of our equipment will help deliver a critical part of our magic formula. Our new CMO and I are going to be focused together on the plan to get Peloton back to top line growth. And then, you know, we we can continue to do a better job in getting our new story out there, and that's what I'm looking for with the chief communications officer. And then we still have a lot of tech debt that we have to address as a company, and that's going to allow us to move faster and continue to reduce cost. And that's why we've got a search for a CIO.

Peter Stern
Peter Stern
President & CEO at Peloton

I I do think all of those searches are progressing quite well, and so I hope to have some good news to report relatively soon.

Youssef Squali
Youssef Squali
MD & Head of Internet and Digital Media Research Group at Truist Securities

Very helpful. Thanks, Peter.

Operator

Your next question comes from the line of Arpine Kocharyan with UBS. Please go ahead.

Arpine Kocharian
Arpine Kocharian
Executive Director at UBS Group

Hi. Thank you so much for taking my questions. Good morning. Peter, would it be possible to give us a sense of what overall impact on your business you're seeing from kind of broader consumer slowdown and macro fears? I guess, what kind of macro scenarios are factored into your Q4 guidance, which is actually going up by about $3,000,000 by my calculation in terms of EBITDA from what you were implying before.

Arpine Kocharian
Arpine Kocharian
Executive Director at UBS Group

Have you actually seen any slowdown in any segment? What are you watching as far as kind of broader consumer health? And then I have a quick follow-up.

Peter Stern
Peter Stern
President & CEO at Peloton

Thanks, Arpine. We've seen some ins, some outs lately, but let me pass it to Liz to talk about some more of the specifics on this.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Sure. So going into the March and very early April, we did see a little bit of softness in our sales. But we've actually, since then, seen things bounce back, and we do feel really good about our future. And overall, our business is resilient, continues to be resilient, and we are predominantly a subscription business with a high subscription retention and a loyal member base. Now if you think about it on the sales fitness equipment side, we do realize that macroeconomic uncertainty could impact demand for connected fitness hardware sales, because these are larger ticket purchases.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

But that being said, we do have lower priced entry options for price sensitive customers that we can lean into. For example, we can offer 0% financing so that customers can pay for their equipment over time. We offer Peloton certified refurbished Bike and Bike Plus at lower price points. We also offer our Bike Plus rental option. Then we have the secondary market where churned customers sell their hardware to others via peer to peer model.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Now, regarding our subscription business, which comprises the vast majority, as I mentioned earlier, of our revenue and gross profit, that part of our business remains highly resilient with quite strong retention. I also think it's worth pointing out that if you look at the price of our all access membership, which provides access to a huge library of classes and more than 50 expert instructors at a price of $44 a month in The US, that's lower than many monthly gym memberships and also lower than the prices of individual classes at some boutique fitness studios. And then one more point that I think is helpful just as you think about the broader fitness industry as it relates to macro. We took a look at historical GDP data related to the broader fitness industry. And if you look at it overall, it shows that the fitness industry has been quite resilient during periods of economic uncertainty.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

During the period of GDP decline between 02/2008 and 02/2009, external data showed that US spend on fitness continued to grow, And that implies that the fitness industry has some resilience to external economic factors. Or to put it more plainly, the data suggests that fitness isn't among the areas or the first places that consumers are likely to scale back when times are tough, presumably due to the value that they place on personal fitness and wellness. Hopefully that addresses your question.

Arpine Kocharian
Arpine Kocharian
Executive Director at UBS Group

That is actually super helpful. Thank you. And then a quick follow-up. Peter, you highlighted pricing and continuation of kind of cost discipline in your strategic pillars and how you see returning to growth. Could you maybe expand on that a little bit?

Arpine Kocharian
Arpine Kocharian
Executive Director at UBS Group

It seemed like the initial strategy was sort of super serving the consumer to protect churn and maybe then focus on pricing while you kind of continue to further reduce OpEx. If you could just elaborate on that a little bit more, it would be very helpful.

Peter Stern
Peter Stern
President & CEO at Peloton

Sure. I mean, first of all, I think super serving the member and also making sure that we get value for our products are mutually incompatible. As we said, actually, I think during last quarter's remarks, we're taking a really hard look at pricing. And that builds on work that we did earlier this fiscal year where we improved our unit economics. We took up the price of the rower in North America and both of our bike products internationally.

Peter Stern
Peter Stern
President & CEO at Peloton

And so we're continuing to look at our equipment pricing and, of course, taking into consideration the impact of tariffs as we do so. Regarding the subscription price increase, I don't have anything to say today, except to note that it's been almost three years since we did a subscription price increase, and we've never done one internationally. We feel really good about the value we provide. So it's something that we continue to take a look at. If we do decide to make changes on that in the future, we'll comment on that when the time is right.

Arpine Kocharian
Arpine Kocharian
Executive Director at UBS Group

Thank you very much.

Operator

And your next question comes from the line of Doug Anmuth with JPMorgan. Please go ahead.

Douglas Anmuth
Douglas Anmuth
Managing Director & Internet Analyst at JP Morgan

Thanks so much for taking the questions. I have two. First, on the brand, the brand has been through a lot of change over the past several years and there have also been a number of CMO changes as well. Just curious how you think about improving the marketing strategy overall and if

Douglas Anmuth
Douglas Anmuth
Managing Director & Internet Analyst at JP Morgan

you have thoughts there.

Douglas Anmuth
Douglas Anmuth
Managing Director & Internet Analyst at JP Morgan

I know that obviously the role you're still trying to fill. And then secondly, Liz, perhaps you could talk a little bit about you know some of the puts and takes around fiscal twenty six free cash flow just following the big move in 'twenty five. Thanks.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

I'm sorry, Doug. You cut out a little bit on the end of your question. Would you mind repeating the part that you were directing at me? Sorry about that.

Douglas Anmuth
Douglas Anmuth
Managing Director & Internet Analyst at JP Morgan

Yes, absolutely. Sorry. I know it's early. Looking for some of the puts and takes around fiscal 'twenty six free cash flow just following the big move up in '25.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Thank you.

Peter Stern
Peter Stern
President & CEO at Peloton

So regarding brand, Doug, thanks. I'll start and talk a little bit about what we're doing on marketing. What what we've been doing basically is taking a real holistic look at every aspect of marketing. So elevating the customer life cycle all the way from awareness through to some of the things that we haven't really, we haven't really done, as much as a company like, like saves. And, all of that, discipline, we think, will give us a boost in terms of the, subscriber acquisition and retention we get.

Peter Stern
Peter Stern
President & CEO at Peloton

The team is is really sophisticated in measurement and and making sure that we spend our marketing in pretty optimal ways. And so what we're doing there as we start to look at 2026 is plan holistically across everything from our brand to performance marketing to pricing, which we talked about a moment ago, to the partnerships that we invest in, to the promotions that we take, and ensure that we're allocating our dollars in the most efficient way we can across all of those levers so that we can acquire new members in ways that are cost effective and start to get us back to growth. We've also been doing things like using media mix models and holdout tests so that we can continue to build our knowledge base about what works in a space that's really it's challenging, right, to get people to take that step to start an exercise regimen. And so the way that we do marketing makes a really big difference there. In terms of, you know, brand versus performance marketing, that's something that, you know, is sort of implicit in all of this.

Peter Stern
Peter Stern
President & CEO at Peloton

I I think we need we need to keep doing both of those, and, the two of them complement each other. So that's a that's a little bit about what we're doing on the marketing strategy. I'll I'll pass it to Liz to talk about '26.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Yeah. So first, I wanna comment a little bit about about where we are at year to date fiscal 'twenty five. So year to date we've delivered $210,000,000 in free cash flow. And we had set, in last quarter when we set our guidance, we talked about delivering a minimum of $200,000,000 in free cash flow in the full year. So we've continued to outperform a bit on our expectations and have greater visibility in our free cash flow as we progress through the year.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

And we now expect that we will end the year with roughly in the vicinity of $250,000,000 in free cash flow for fiscal 'twenty five, which given where we were a year ago, is quite a tremendous improvement year over year and massively from two years ago. Now, I'm not gonna provide you with any sort of guidance around fiscal 'twenty six, but it is worth noting a few things. In fiscal 'twenty five, we are benefiting from a networking capital tailwind associated with optimizing our inventory levels. And we do expect to have a modest tailwind going into fiscal 'twenty six, but not nearly as much as we observed at fiscal twenty twenty five. But we do expect for the year to generate meaningful positive free cash flow in fiscal 'twenty five as we are doing in FY '25.

Douglas Anmuth
Douglas Anmuth
Managing Director & Internet Analyst at JP Morgan

Got it. Meaningful positive free cash flow fiscal twenty six, you're saying, as in

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Sorry, '26. Yes, yes, '26 as in '20 Got it. Sorry about that.

Douglas Anmuth
Douglas Anmuth
Managing Director & Internet Analyst at JP Morgan

No prob. Thank you so much. Appreciate it.

Operator

And your next question comes from the line of Ryan Nagel with Oppenheimer. Please go ahead.

Brian Nagel
MD & Senior Analyst - Consumer Growth & eCommerce at Oppenheimer & Co. Inc.

Hi, good morning. Thanks for taking my questions.

Brian Nagel
MD & Senior Analyst - Consumer Growth & eCommerce at Oppenheimer & Co. Inc.

So the first question I want

Brian Nagel
MD & Senior Analyst - Consumer Growth & eCommerce at Oppenheimer & Co. Inc.

to ask you, Peter, I mean, it's longer term in nature. And looking at your results today and over the last several quarters, you've done a great job of kind of stabilizing the business, controlling costs. But how are you thinking about or how should we think about the return to positive top line trends and sort of sort of building blocks to get in there?

Peter Stern
Peter Stern
President & CEO at Peloton

Yes. Thanks, Ryan. That's the work that we've been doing on developing the strategy and the plans for the next few years. So let me just try to translate what we shared in our letter and my remarks into the math of actually getting back to positive trends. So the first part of the strategy that you heard me talk about was improving member outcomes.

Peter Stern
Peter Stern
President & CEO at Peloton

And what that does is deliver more value to our members, and that's going to translate into members being willing to pay more for Peloton and and buying more things from us. And so you can look at that as the key to increasing average revenue per member. The second part of the strategy is meeting members in more places. And by being in retail and gyms and commercial and growing internationally and being in more real life events and having a greater presence online, all of that adds up to sort of more more at bats, more opportunities for us to grow members. So you can view that as driving the number of members up.

Peter Stern
Peter Stern
President & CEO at Peloton

The third part of the strategy that you heard was creating members for life. And that's about increasing longevity, which translates into lower churn and higher customer lifetime value. So focusing on the top line growth, essentially, our whole equation is basically average revenue per member times number of members times years per member. That equals our our long term revenue. And so that's basically the bridge from the strategy that I shared with you to how we drive growth.

Brian Nagel
MD & Senior Analyst - Consumer Growth & eCommerce at Oppenheimer & Co. Inc.

That's very helpful. I appreciate it. And then my follow-up question on the balance sheet. So again, you've done you're now sustained you're generating sustained free cash flow. We've seen the leverage ratios come down.

Brian Nagel
MD & Senior Analyst - Consumer Growth & eCommerce at Oppenheimer & Co. Inc.

So as we think about the balance sheet going forward, do you think it'll be more of kind of a natural deleverage? Or are you expecting to take more aggressive near term steps?

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

So I can take that one. So first of all, the health of our balance sheet is something that we are particularly proud of relative to where we were. We were about a year ago, if you think about it, we were approaching maturity wall. We had to complete a $1,350,000,000 refinancing of our balance sheet, which has since been done. And then since then, we've grown our trailing twelve month adjusted EBITDA to $334,000,000 which is an improvement, a massive improvement of over $435,000,000 year over year.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

And then we have also generated over $230,000,000 of free cash flow over the past twelve months. So we're really pleased with that progress because, as you pointed out, it has allowed us to deleverage our balance sheet. Our net debt has decreased $312,000,000 or 35% year over year as of Q3. And then we also ended the quarter with $914,000,000 in unrestricted cash and cash equivalents. Now, a few things to note.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

We are mindful of the fact that we do have about $200,000,000 in convertible notes that are due in February of next year, and so we have ample cash on our balance sheet to be able to pay them. We're not planning to pay them early at this point in time, as they are 0% coupon. But as our balance sheet becomes healthier and healthier, we have more optionality around capital allocation, or we likely will over time. We believe we have more cash on our balance sheet right now than we need to run the business. Our top priority is to continue to deleverage, because we believe that's the best way for us to create more optionality now in regard to capital allocation.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

And that will also help us reduce our cost of capital over time. And so that would include things like paying down our debt, investing more in strategic initiatives to grow the business, which Peter talked about, all these initiatives that we have. There's also the potential over time to consider any inorganic growth opportunities that we might want to pursue. And then eventually, at some point, although we are restricted right now with our loan covenants, to offer capital return alternatives through dividends and share buybacks.

Brian Nagel
MD & Senior Analyst - Consumer Growth & eCommerce at Oppenheimer & Co. Inc.

Very helpful. I appreciate it. Thank you.

Operator

And your next question comes from the line of Simon Siegel with BMO Capital Markets. Please go ahead.

Simeon Siegel
Simeon Siegel
Managing Director & Senior Analyst at BMO Capital Markets

Thanks. I

Simeon Siegel
Simeon Siegel
Managing Director & Senior Analyst at BMO Capital Markets

was kinda hoping James would introduce me as Simeon from New York, but I'll, I'll take it. Morning, everyone. Nice progress on improving the health of the business. Peter so if I'm looking at this, your members, I think, are the total members are declining faster than the cash than than the CF paid subs so that, those two metrics you gave. Do you think you're seeing less intentional members peeling off and the engagement and strength of the remaining users, I guess, are inherently stronger?

Simeon Siegel
Simeon Siegel
Managing Director & Senior Analyst at BMO Capital Markets

And if so, what would the implications be on churn, maybe potential ability to take price, anything else? Just curious if you're ending up with a smaller but stronger user base. And if so, what initiatives that might empower you to to implement? And then, Liz, the used equipment activation fee, can you quantify that at all? I just if I'm looking at this correctly, I think that paid CF subs are up slightly quarter over quarter, but the sub revenue is down slightly.

Simeon Siegel
Simeon Siegel
Managing Director & Senior Analyst at BMO Capital Markets

So just trying to think through what other moving pieces might be in that sub revenue line, maybe if it's the app declines, just anything else we should keep in mind. Thanks, guys.

Peter Stern
Peter Stern
President & CEO at Peloton

So thanks, Simeon. I'll I'll start us off. I I don't think we're seeing the the seeing it the same way you're seeing in terms of total members declining at a different rate from the the subscriptions. But, nonetheless, you know, what we're seeing basically year over year is consistency around around our churn percentage. And I I think we it was pretty strong in the last quarter at 1.2%.

Peter Stern
Peter Stern
President & CEO at Peloton

And we do continue to benefit from the tenure effect. We just have some long standing, very loyal members in the business. So in general, we're just focused right now on making sure that we can serve those members the best we possibly can and build the value that they perceive in the company. And we are seeing, if anything, really positive signs because our NPS scores have risen, in some cases, by double digits over the last year. So that does give us confidence in the value that we're delivering.

Peter Stern
Peter Stern
President & CEO at Peloton

Again, I'm not going to talk anymore about what we do with that, except to keep focusing on improving it. With that, I'll pass to Liz.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

So I just want to correct one thing. So the members are down 8% versus subscriptions down 6%, but you have to remember that members is also impacted by app. So our app, we only have one member per subscriber within the app, and app members are down more. It's not just our Connected Fitness members when you're looking at that. You're including our app members as well.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

So I did want to just wrap that one point. Now the question about activation fees. So the used equipment activation fee, just for everybody's reference, is a fee that we charge when a subscriber joins us through the secondary market and purchase their hardware from someone else, not through Peloton and not through one of our third party retail partners. We actually have been pleased with the secondary market activation fee. It has added revenue for the business.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

And it's a positive for us because we get that revenue upfront, and we are actually seeing, as a result of that, a slightly improved cohort of churn among secondary subscribers, presumably because they're investing a little bit more when they pay that fee. But but it is it is a benefit to us both in terms of revenue and free cash flow. I also wanna remind you that in our subscription revenue, we also include things like our content licensing revenue as well. So it's not just purely subscribers that you're looking in there. So our Lululemon would be in there.

Liz Coddington
Liz Coddington
Chief Financial Officer at Peloton

Any Google Fitbit revenue would be in there. Anything of that nature where we are licensing some of our content to to other topics.

Simeon Siegel
Simeon Siegel
Managing Director & Senior Analyst at BMO Capital Markets

Sounds good. Thanks a lot, guys. Best

Operator

that concludes our question and answer session. I will now turn the conference back over to Peter Stern for closing remarks.

Peter Stern
Peter Stern
President & CEO at Peloton

Thank you, operator. Before we close, I want to take a moment to share one of the most important things I've tried to do since joining Peloton, and that's to understand what works so we can do more of that. Today we discussed a number of things that are working: strained content and features and solutions around holistic wellness, like meditation. Our MicroStore is driving more revenue than our average showroom at a fraction of the size, cost, and least commitment. Our workout area at the University of Texas is helping us reach more members.

Peter Stern
Peter Stern
President & CEO at Peloton

Teams are growing fast with nearly 100,000 already. And our reactivation efforts have been successful. We're also shifting perceptions of our content and our product offerings, extending beyond the bike with tread, running, walking, and strength. As we unveil our strategic plans for fiscal year 'twenty six and beyond, you should expect to hear more from us about doing more of what's working. And we know many of you are not just shareholders, but also among our most avid members.

Peter Stern
Peter Stern
President & CEO at Peloton

So here are your assignments. Check out our kettlebell strength workouts and our exclusive lineup of classes featuring DJs from Armin van Buren's Armada Music. And looking forward, try our new series, including Progressive Push for Cycling and Mobility and Strength for Longevity. As the weather improves, try Live Outdoor every Saturday at 10:30AM eastern. Olivia will host this week's run with a live leaderboard.

Peter Stern
Peter Stern
President & CEO at Peloton

And last, stay tuned for PACE targets for walking and hiking coming to Tread this quarter. Thank you all for joining today's call. I look forward to sharing more about our plans in the coming months. In the meantime, see you on the leaderboard.

Operator

Ladies and gentlemen, that concludes today's call. Thank you all for joining. You may now disconnect.

Analysts
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Key Takeaways

  • Peloton delivered Q3 FY25 results at the high end of guidance, growing paid Connected Fitness subscriptions slightly and achieving unit economics improvements alongside $89M adjusted EBITDA and $95M free cash flow.
  • The company’s four strategic objectives are improving member outcomes with better hardware, software, and personalized coaching; meeting members everywhere through retail, gyms, hotels, and international markets; creating lifelong members via enhanced support and team features; and driving business excellence with optimized pricing and cost reductions.
  • At quarter end, Peloton had 2.88 million paid Connected Fitness subscriptions with net additions of 5 K and 1.2% churn, while subscription revenue of $419M was supported by a 46% reduction in marketing spend and an LTV:CAC ratio above 2×.
  • Peloton raised its FY25 guidance for ending paid subscriptions, total revenue, and adjusted EBITDA to a midpoint of $340M, expects $250M in free cash flow, and has reduced net debt by 35% to $585M.
  • AI is being leveraged to boost support and content, from intelligent agents for service teams to AI-powered subtitles translating ≈100 classes per day, and personalized workout plans that have engaged nearly half a million members.
A.I. generated. May contain errors.
Earnings Conference Call
Peloton Interactive Q3 2025
00:00 / 00:00

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