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How fitness brands like Barry's capitalize on employer wellness investment. July 8, 2026 Partnership with Wellhub As employers invest more heavily in wellbeing, platforms like Wellhub provide new growth opportunities for fitness and wellness brands while reshaping the relationship between workforce health and business performance. In the corporate wellness world, wellbeing programs have evolved from single-dimension solutions designed to check a box for employees into strategic investments tied directly to business performance. Employers are increasing spending because they see measurable returns across retention, engagement, productivity and workforce resilience. The shift is being accelerated by a changing workplace. As AI reshapes how companies think about talent, HR leaders are placing greater emphasis on retaining their highest performers. In a world of performance compression and burnout, 85% of top talent say they would consider leaving a company that doesn't prioritize their wellbeing, while four out of five employees say wellbeing is as important as salary when evaluating an employer. For the fitness industry, that evolution creates a powerful growth channel. No company sits closer to that intersection than Wellhub. Rebranded from Gympass in 2024, the company has evolved into the world's largest corporate wellness platform, serving as a strategic bridge between employer wellbeing investment and the fitness industry. Today, Wellhub connects more than 50,000 corporate clients (including employers like TikTok, Aflac, SoFi) and their 25 million eligible employees with a global network of more than 100,000 wellness partners, including Barry's, Life Time, Crunch and Anytime Fitness. The business case is becoming increasingly difficult to ignore. According to Wellhub's Return on Wellbeing research, 73% of companies using the platform report reduced healthcare costs, while 95% say their wellbeing programs have improved productivity, reinforcing the idea that employee wellness has evolved from an HR benefit into a measurable business strategy. For fitness operators, the opportunity is equally compelling. More than 90% of Wellhub members visiting a gym or studio partner are new to that business, creating a direct link between employer wellbeing investment and operator growth. Barry's has seen that dynamic firsthand after joining Wellhub's partner network in 2020. "Barry's was an early partner in Wellhub's expansion into the U.S. as we recognized that employers were investing more heavily in employee well-being," says Steve Padis, CFO and EVP of Strategy at Barry's. "There's tremendous alignment between our organizations' missions, visions and values." A new growth channel for operators. For fitness operators, the corporate wellness market represents more than another acquisition channel. It's an opportunity to welcome new consumers, build lasting relationships and participate in the growing investment employers are making in workforce wellbeing. "From a purely economic standpoint, we saw Wellhub as a way to introduce Barry's to new clients, fill excess capacity, and drive greater frequency via employer-subsidized fitness," says Padis. That experience mirrors what Wellhub is seeing across its broader network. "We bridge the gap between global corporate investment and the fitness industry." says Emily Smith, Senior Director of Partner Marketing at Wellhub. "We work with clients who are uniquely committed to creating a culture of wellbeing within their organizations. That investment combined with our industry-leading approach to corporate engagement and behaviour change, means we can generate scalable, incremental revenue for gyms and studios, whilst helping to solve one of the industry's greatest challenges-converting the inactive population into new members of the fitness community." According to Wellhub, 89% of fitness businesses report that corporate members stay as long as or longer than members who joined through traditional channels. For Barry's, the partnership has delivered consistent and measurable growth. From May 2025 to May 2026, the company reported 37% growth in unique users and 28% growth in revenue through the platform. Since joining Wellhub as a partner, annual revenue generated through the partnership has increased more than 100x. Turning access into participation. One of the biggest challenges facing corporate wellness programs has always been engagement. Providing access to a benefit is one thing. Encouraging employees to consistently use it is the key indicator of a successful program. Smith says Wellhub was designed to address that challenge through flexibility, personalization and constant innovation of their user experience. "Wellhub consistently delivers 3-5x higher enrollment rates than traditional wellness benefits because we've built a model around choice, personalization and sustained engagement," she says. "Each member is able to build their customized wellness routine inside of Wellhub, and the beauty of it is that custom value looks different for everyone." The company continues to invest in tools designed to keep members active and engaged with partners. Through AI-powered personalization, gamified challenges, international check-ins and enhanced partner experiences, the platform developments are centered around driving incremental business growth for its global wellness partners. This strategy is underpinned by the business' rapid adaption to evolving consumer demands since its inception in 2012. That focus supports Wellhub's broader goal of helping both employers and operators generate measurable results from wellness investments. For employers, higher engagement creates stronger connections between wellbeing initiatives and business outcomes. For operators, it creates a steady stream of active users who arrive with employer support already built into their wellness journey. According to Wellhub, 73% of gym and studio partners report increased profitability through their participation in a corporate wellness platform. "As employers lean in to supporting their people, the gym is emerging as the essential 'third place' following the home and office, where boundaries between personal wellbeing and professional performance blend. Our 2026 Return on Wellbeing report makes one thing clear: employee wellness is a financial imperative, as 95% of companies that measure their program ROI report a positive return. This is where fitness businesses are seeing the momentum- the companies sending their teams through our partners' doors aren't just investing in health, they're investing in their bottom line and generating an industry swell as a result," Smith says. Barry's spotlight: expanding access without compromising brand. For premium fitness brands, growth often comes with a question: how do you balance maintaining brand positioning while expanding accessibility? For Barry's, Wellhub has provided a way to introduce the brand to new consumers while maintaining the positioning that has defined the business. Padis says Wellhub has helped the company connect with prospective members through local office activations, wellness fairs and employer-driven engagement opportunities. "All fitness brands are dealing with rising acquisition costs, so these types of localized activations and high-quality partnerships have proven more attractive, providing access to engaged, health-conscious clients," he says. At the same time, Barry's has maintained the premium positioning that helped define the brand. "At Barry's, we are proud of the recognition as The Best Workout in the World. Sure, the workout is elite, but Barry's is by no means elitist," Padis says. "We welcome all clients, wherever they are on their fitness journey, and Wellhub has helped introduce more people to the Barry's experience." That balance between accessibility and brand integrity is one reason corporate wellness partnerships are attracting attention from operators across the industry. As employers invest more heavily in wellbeing, fitness brands have an opportunity to reach new audiences while staying focused on the experiences that differentiate them in the marketplace. The next phase of corporate wellness. The opportunity is likely to grow. The global corporate wellness market is projected to increase from $70.4 billion in 2024 to more than $106 billion by 2029, positioning it as one of the fastest-growing segments within the broader wellness economy. Smith believes employers will continue to play a larger role in shaping health behaviors and wellness participation. "In this AI age, HR leaders have a singular defining priority of 2026: to retain their top talent. Wellness is becoming their retention moat. For the 88% of HR leaders who say they can't afford to lose their best people, fitness and wellness programs are as much of a frontline talent strategy as they are a financial one," she says. For fitness operators, that shift represents an opportunity to participate in a growing corporate wellness economy - whether they're national brands, regional chains or independent studios. "Our goal is to grow the fitness market as a whole by prioritizing engagement over access," Smith says. "We've doubled users visiting our partners in the past two years and generated more than one billion check-ins across gyms, studios and wellness partners. Every new employer investing in wellbeing creates another opportunity for our partners to welcome new members, build lasting habits and grow alongside the expanding corporate wellness economy."

Bero leans on lifestyle brand partners as its nonalcoholic beer grows. Bero pairs founder storytelling with Barry's and Chase partnerships to reach consumers and hospitality buyers as the NA beer category expands. Bero is trying to win in a category where people are not just swapping alcohol for "something else," but building new rituals around workouts, travel days, social hangs, and that whole "balanced lifestyle" identity. That context matters because nonalcoholic beer is getting crowded fast. Bero says it logged nearly US$10 million in sales in its first year after launching in late 2024, and it's leaning into partnerships that place the brand inside aspirational moments, not just inside the beverage aisle. Table of contents. Jump to each section: Why nonalcoholic beer is becoming a lifestyle signal. Bero is positioning itself less like a "replacement" drink and more like a brand for people who want the social feel of beer without committing to alcohol, including consumers looking for "mindful indulgence" rather than strict sobriety. That framing lines up with broader category momentum. The Business Research Company expects the nonalcoholic beer market to grow from US$23.84 billion in 2025 to more than US$38 billion in 2030, which helps explain why brands are racing to differentiate on identity, not only flavor. Bero's product lineup includes styles like European pils, hazy IPA, and wheat, with a shandy line that it describes as "70% lemonade, 30% Bero and 100% refreshing," expanding the set of occasions it can credibly show up in. What Bero is doing with Barry%E2%80%99s, Chase, and other partners. On July 2, Bero and fitness studio chain Barry's announced a limited-time shake inspired by Bero's shandy line, available exclusively at Barry's Fuel Bars in the US and UK. It's a format choice that matches how consumers actually behave post-class: they are already in "recovery mode," already buying something, and already open to a better-for-you treat. Bero has also worked with Chase, starting with the idea of placing Bero in Chase Sapphire airport lounges. That entry point evolved into Wimbledon-week events in London, including a founder conversation and a hospitality-focused gathering that helped Bero get in front of hotel and restaurant clients connected to Chase's ecosystem. Separately, Bero's co-founder Tom Holland appeared in a Chase Sapphire Reserve for Business campaign, which Bero described as an omni-channel effort spanning TV, streaming, airports, out of home, radio, and social. For a young brand, the point is not just reach. It's borrowing a partner's media weight to make a founder story feel "big enough" to compete with established beverage names. Bero also cited partnerships with Aston Martin (as an official nonalcoholic beer partner for the next few years) and events tied to padel, mixing VIP experiences with more local club-level moments where consumers can try the product in real life. How Bero balances B2C storytelling with B2B distribution. Bero's approach is to keep the core story consistent, then adjust the emphasis depending on who's listening. For distributors, retailers, and on-premise partners, the pitch leans into entrepreneurship and differentiation, aimed at people who are also building businesses in a competitive hospitality environment. The Wimbledon hospitality access is a good example of how a brand partnership can double as a commercial door-opener. For consumers, Bero says it leans more on emotional storytelling, including Holland's sobriety journey, while being careful not to position the brand as "only for sober people." The brand's stated goal is to feel aspirational and elevated without sounding preachy, which is a common failure mode in better-for-you categories. The "100% Bero" message is also doing a specific kind of work: it shifts attention away from what's missing (alcohol) and toward what people supposedly get (taste, craftsmanship, refreshment, and a sense of balance). What this means for consumer brand marketing teams. Partnerships are doing more than awareness for Bero. They are being used to place the product inside moments that already carry identity and status, like boutique fitness, premium travel, and high-end hospitality. * Use partners to "place" the brand, not just promote it A limited-time shake at a post-workout fuel bar makes the product feel like part of a routine, not an ad. The distribution mechanic is the message. * Borrow media scale when your story needs to feel mainstream An omni-channel campaign with a major partner can make a young brand look more established, even if its own budget would not support that level of presence. * Tell one story, but respect the listener B2B audiences may respond to entrepreneurial and differentiation narratives, while B2C audiences often respond to how a product fits into real-life tradeoffs like balance, socializing, and self-control. * Reframe the category conversation away from "what's missing" If a category is defined by the absence of something, the creative risk is feeling like a compromise. Messaging that focuses on experience and occasions can reduce that "less than" vibe. Bero's playbook is a reminder that in lifestyle-driven consumer categories, distribution and brand meaning are tightly linked. Where the product shows up can be as persuasive as what the product claims. It also signals a broader shift in how nonalcoholic brands compete: not by arguing against alcohol, but by building an adjacent identity that feels social, intentional, and modern. This article is created by humans with AI assistance, powered by ContentGrow. Ready to automate your content marketing? Book a discovery call today. Apply this article to your work Tell us who you are - we'll turn this into specific next steps for you. The more specific, the sharper your insights. Vague: "grow my business" Good: "land 2 fintech PR retainers in SEA by Q3"

How Tom Holland's nonalcoholic Bero breaks through with brand partners. Co-founded by the Spider-Man star, the beer brand has used partnerships with Chase and fitness chain Barry's to charge its marketing efforts. Published July 2, 2026 Nonalcoholic beer brand Bero launched in late 2024 with a major co-founder: actor Tom Holland, best known as the most recent cinematic incarnation of Spider-Man. In a growing nonalcoholic beer market, Bero looks to stand out not just due to its celebrity co-founder and his sobriety journey, but as a brew - in styles like European pils, hazy IPA and wheat - for a balanced lifestyle. After debuting on Target shelves in 2025, Bero - which rhymes with "hero" - reported nearly $10 million in sales in its first year. The company projects revenue to more than double this year as distribution and sales expand. The larger nonalcoholic beer market is expected to grow from $23.84 billion in 2025 to more than $38 billion in 2030, according to The Business Research Company. To accelerate growth, Bero's marketing has relied on partnerships with brands that speak to the active, aspirational lifestyle of which it looks to be a part. Bero this year partnered with fitness studio chain Barry's. The team-up comes to life today, July 2, with the announcement of a limited-time shake inspired by Bero's shandy line that will be available exclusively at Barry's Fuel Bars in the U.S. and UK. Bero's shandy line - created with Holland's partner Zendaya in mind - launched last month at Target and rolled out on July 1 to retailers including Kroger, Publix, Erewhon and Amazon. Holland also appeared in a recent Chase Sapphire Reserve for Business campaign, offering a glimpse of how the card helps in his business pursuits. Marketing Dive spoke with Jackie Widmann, the senior vice president of marketing at Bero, about the brand's strategy, creative tack and approach to balancing B2C and B2B marketing. The executive was the fifth full-time employee at Bero and leads global marketing efforts, communications strategy and commercial go-to-market for the brand. The following interview has been edited for clarity and brevity. MARKETING DIVE: How did Bero's relationship with Chase begin and evolve? JACKIE WIDMANN: Marketing Dive had approached them initially about getting Bero in the Chase Sapphire airport lounges across the country, which felt like a no-brainer way into working together. Its consumer is certainly someone who's [an] on-the-go, working professional, hitting the airport lounge, maybe before they go on a business trip or travel for fun. Marketing Dive were able to build that into something a little bigger. Marketing Dive had two different events that Chase sponsored over the course of Wimbledon week last year in London. The first was a founder conversation between Tom and its co-founder, John [Herman], about why this journey started, and where the brand idea came from. The second was a hospitality introduction where Chase helped Marketing Dive get in front of a lot of different really high-profile hotel and restaurant clients that all are part of the Chase ecosystem. That led to some cool opportunities for distribution. How did Tom and Bero end up in the Reserve for Business card campaign? They had launched the card without any recognizable face as the ambassador for the card and the overall marketing plan. It felt like a really authentic way for Marketing Dive to build around this journey of building a business from the ground up, feature Tom as a founder and showcase the way that his idea to create something for his younger self could really grow into something so much bigger, and obviously highlight the world of NA beer and its brand in the process. Marketing Dive were able to work closely with Chase, which is a massive, globally recognized company, on a campaign that Marketing Dive certainly would not have been able to do at this stage in its company's growth. Being a year and a half in, and to have an omni-channel campaign supported by a partner like Chase that is running across TV, streaming, airports, out of home, radio and social is pretty unbelievable. This is just phase one. The year ahead will be focused on planning and how Marketing Dive continue to tell the story and showcase Tom as a founder, beyond just why he started this, really digging into some of the challenges that a founder might face as Marketing Dive continue to evolve the creative over the next year. Regarding those hospitality meetings, how does the brand market to consumers and the industry simultaneously? Ultimately, it's the same idea, but messaged a little bit differently, depending on who the audience is. In the B2B capacity, with distributors, retailers and on-premise partners, Marketing Dive is telling the entrepreneurial story of why Tom set out to do this and why Bero exists, why Marketing Dive believe Marketing Dive is differentiated. But Marketing Dive is telling that story to people who are doing the same thing in their own right, whether it's building a hospitality business, launching new hotels or keeping your bar or restaurant in the mix in a crazy industry where new places are opening all the time.