Synergy CHC Corp. operates as a distributor of diverse consumer health, beauty, and lifestyle merchandise across the United States, Canada, and the ...
Synergy CHC Corp. (SNYR) operates as a consumer healthcare, beauty, and lifestyle product distributor/marketer, focusing on bringing branded goods to consumers through multiple go-to-market channels. The company was incorporated in 2010 (and later rebranded from Synergy Strips Corp. to Synergy CHC Corp. in August 2015) and is headquartered in Westbrook, ...Synergy CHC Corp. (SNYR) operates as a consumer healthcare, beauty, and lifestyle product distributor/marketer, focusing on bringing branded goods to consumers through multiple go-to-market channels. The company was incorporated in 2010 (and later rebranded from Synergy Strips Corp. to Synergy CHC Corp. in August 2015) and is headquartered in Westbrook, Maine.
From a business perspective, Synergy CHC builds demand for its product lines and then sells them through conventional retail partners as well as through significant television advertising campaigns. In addition to wholesale/retail distribution, the company also sells certain skincare and other selected products directly via its online platforms. This multi-channel approach is designed to reach consumers both through in-store purchasing and through direct marketing-driven demand.
Product-wise, the company’s brand portfolio includes: (1) FOCUSfactor, which targets brain and cognitive wellness via nutritional supplements; (2) the Flat Tummy line, which covers wellness and fashion-adjacent lifestyle items such as specialty teas, meal replacement shakes, lollipops, dietary aids, apparel, and exercise accessories; and (3) the Hand MD brand, which includes anti-aging skincare such as serums and creams (e.g., exfoliation, skin repair, rehydration) as well as hand hygiene products like soaps and sanitizers. These offerings reflect Synergy CHC’s positioning around day-to-day consumer wellness and personal care.
In terms of costs and “BOM” considerations typical for a branded consumer goods distributor/marketer, major cost drivers usually include product sourcing/COGS (inventory procurement and supplier terms), inbound logistics and warehousing, outbound distribution, and the marketing spend required to sustain television and other demand-generation efforts. Working capital needs can also be influenced by inventory turns and receivables from retail partners.
Financially, the provided trailing metrics indicate profitability pressures (e.g., negative operating/net profit margins and negative return metrics in the dataset snapshot), which is common in businesses where marketing investment, inventory cycles, or transition periods can weigh on near-term earnings. Key liquidity/working-capital indicators in the provided data also suggest the company must manage cash conversion carefully—particularly through inventory management and the timing of receivables/payables.
Key people include Jack Ross, who has served as Chairman and Chief Executive Officer of Synergy CHC since the company’s inception (noted as beginning in October 2014 in the leadership references). The company’s stated mission is “Brighter & Better Lives,” and its strategy emphasizes building a portfolio of consumer health and wellness brands and scaling distribution and brand awareness across its target markets.
Overall, Synergy CHC’s model blends brand marketing with distribution execution—balancing consumer demand creation (including TV advertising and direct online selling) with the operational realities of sourcing inventory, distributing through retail, and maintaining efficient working capital cycles.
YoYYoY means Year-over-Year. It compares the latest annual value with the previous annual value to show long-term trend strength.
QoQQoQ means Quarter-over-Quarter. It compares the latest quarter with the immediately previous quarter to show short-term momentum changes.
RevenueThe total money that came through the front door from selling things, before paying a single bill. Think of it as the grand total of every credit card swipe from customers. (YoY compares this year to last year's performance, while QoQ compares the current three months to the previous three).
$30.4M
-12.8%
-9.4%
Net IncomeThe absolute bottom line. If the company paid every single supplier, employee, banker, and tax collector, this is the actual money left in their pocket at the end of the day.
$-12.3M
-680.8%
+82.7%
Gross MarginThe basic markup. If they sell a $100 pair of sneakers, this percentage tells you how much of that price tag is profit right after paying for the rubber and shoelaces, but before paying for things like store rent or TV commercials.
+66.8%
-1.5%
+95.9%
Operating MarginThe 'day job' efficiency score. Out of every dollar a customer spends, this shows how many cents the company keeps after making the product AND paying for all the everyday corporate overhead (like salaries, marketing, and keeping the lights on).
-5.9%
-135.5%
+90.6%
Net MarginThe final take-home percentage. When you strip away every conceivable cost, tax, and interest payment, this is the exact number of cents the company truly gets to keep from every dollar in sales.
-40.6%
-765.9%
+80.9%
Free Cash FlowThe holy grail of corporate cash. It's the spendable, physical money left over after the business pays for its daily operations AND buys the big, expensive upgrades (like new factories or servers) it needs to survive. This is the 'free' money they can use to pay dividends or buy back stock.
$-2.6M
+46.2%
-427.6%
FCF MarginThe ultimate cash conversion rate. It shows how good the company is at turning regular sales directly into cold, hard, spendable cash. A high percentage means the business is an absolute cash-printing machine.
-8.5%
+38.3%
-461.8%
Debt / EquityThe financial risk gauge. It compares how much of the company's empire was built using borrowed money (loans) versus the owners' own money (shareholders). A high number means they are heavily leveraged and playing a riskier game; a low number means they are playing it safe.
-115.9%
+29.9%
+5.8%
Current RatioThe 12-month survival check. It simply compares the cash they have right now (plus things they can quickly turn into cash) against the immediate bills they absolutely must pay this year. A score above 1 means they have enough in the wallet to cover the upcoming bills without panicking.
1.22x
+30.1%
-23.8%
Total AssetsThe absolute size of the company's empire. It bundles together absolutely everything of value they own—from the cash in the register and the inventory in the warehouse, to the software patents in the vault and the factories on the ground.
Operator: Good morning, everyone, and thank you for participating in today's conference call to discuss Synergy CHC Corporation's financial results for the fourth quarter and full year ended December 31, 2025. Joining us today are Synergy's CEO, Jack Ross; CFO, Jamie Fickett; and Greg Robles with Investor Relations. Following their remarks, we'll open the call for analyst questions. Before we go further, I'd like to turn the call over to Mr. Robles as he reads the company's safe harbor statement.
Greg Robles: Thanks, Liz. Good morning, and thanks for joining our conference call to discuss our fourth quarter and full year 2025 financial results. I'd like to remind everyone that this call is available for replay and via a live webcast that will be posted on our Investor Relations website at investors.synergychc.com. The information on this call contains forward-looking statements. These statements are often characterized by terminologies such as believe, hope, may, anticipate, expect, will and other similar expressions. Forward-looking statements are not guarantees of future performance and the actual results may be materially different from the results implied by forward-looking statements. Factors that could cause results to differ materially from those implied herein include, but are not limited to, those factors disclosed in the company's SEC filings under the caption Risk Factors. The information on this call speaks only as of today's date, and the company disclaims any duty to update the information provided herein. Now I would like to turn the call over to the CEO of Synergy, Jack Ross. Jack?
Jack Ross: Thank you, Greg. Good morning, everyone. Thank you for joining us today to discuss Synergy's performance for the fourth quarter and full year 2025. While 2025 was a year of transition in many areas of our business, it was also a year of meaningful strategic progress that sets an important foundation for sustainable long-term growth. Before discussing our performance, I want to briefly address the 8-K we filed regarding our international license agreement covering the UAE and Turkey. As many of you recall, in mid-'25, we expanded our international license partnership to include UAE and Turkey for a baseline licensing fee with additional royalties tied to product performance. However, the licensee has elected to terminate the agreement, given the increasing instability and uncertainty across the region. As a result, the $2.5 million licensing revenue associated with the agreement had to be reversed in the fourth -- sorry guys. I have technical difficulties here. Just one second. Okay. While unfortunate, this outcome reflects the macro volatility outside of our control rather than any change in our conviction around the potential of FOCUSfactor internationally. We continue to view the UAE and Turkey as an attractive multiyear growth market for both our supplements and functional beverages. The groundwork we laid in 2025 hasn't been lost, the …
