Jason Kuhn

So that's the sort of the short-term thing. The long-term thing, though, is in the following image, which I just sent to Nick. I think there's a real question mark on this company over the medium to long-term. And I think it's best represented in this graphic. Starbucks is a sugar company. So, for example, a caramel macchiato, 32 grams of sugar. A mocha frappuccino, 60 grams of sugar.

So that's the sort of the short-term thing. The long-term thing, though, is in the following image, which I just sent to Nick. I think there's a real question mark on this company over the medium to long-term. And I think it's best represented in this graphic. Starbucks is a sugar company. So, for example, a caramel macchiato, 32 grams of sugar. A mocha frappuccino, 60 grams of sugar.

This is three times what you're supposed to have as a human in a day. A frappuccino, 53 grams of sugar. A caramel ribbon crunch frappuccino, 62 grams of sugar. And these products also average 400 to 500 calories per drink. So the real issue is that more consumers, as they question the repercussions of consuming a lot of sugar, what will they do? As more consumers get on GLP-1s, what will they do?

This is three times what you're supposed to have as a human in a day. A frappuccino, 53 grams of sugar. A caramel ribbon crunch frappuccino, 62 grams of sugar. And these products also average 400 to 500 calories per drink. So the real issue is that more consumers, as they question the repercussions of consuming a lot of sugar, what will they do? As more consumers get on GLP-1s, what will they do?

As more people think about the fact that Fat was never an enemy. In fact, fats are actually really good for you. The problem was that the sugar lobby convinced us that fat was bad and sugar was okay. What will consumers do? And I think that's a really big strategic question mark because the company has to embrace where the world is going. The world is going away from sugar.

As more people think about the fact that Fat was never an enemy. In fact, fats are actually really good for you. The problem was that the sugar lobby convinced us that fat was bad and sugar was okay. What will consumers do? And I think that's a really big strategic question mark because the company has to embrace where the world is going. The world is going away from sugar.

And I think as consumers become smarter, they're going to have to really figure out what to do.

And I think as consumers become smarter, they're going to have to really figure out what to do.

To your point, he'll be able to plug the leaks. My question is just more, what does a company that's selling a product that people are learning is worse and worse for them? What do they do? They have to embrace a different alternative, but I think it can be very hard because it may be so disruptive to the core product that they sell. Yeah.

To your point, he'll be able to plug the leaks. My question is just more, what does a company that's selling a product that people are learning is worse and worse for them? What do they do? They have to embrace a different alternative, but I think it can be very hard because it may be so disruptive to the core product that they sell. Yeah.

All of these are really good points. I just think that the CEO would not have gotten fired had he just moved the forecast down by 20% when he came in as CEO.

All of these are really good points. I just think that the CEO would not have gotten fired had he just moved the forecast down by 20% when he came in as CEO.

I think you guys are putting a lot of things together. The problem is that I don't think that that's his truth, actually. I think that this guy's clip sounds very inauthentic. I think what probably happened is the PR and policy group of Starbucks says, hey, listen, here's the average age of your employee, and here's what they value.

I think you guys are putting a lot of things together. The problem is that I don't think that that's his truth, actually. I think that this guy's clip sounds very inauthentic. I think what probably happened is the PR and policy group of Starbucks says, hey, listen, here's the average age of your employee, and here's what they value.

And he probably spouted some politically correct nonsense to try to inspire the troops. I think a lot of CEOs do this. I think we're seeing... in modern media today that a lot of CEOs have actually become the least version of their authentic self. They are being packaged by people to dress and act and say things in a certain way.

And he probably spouted some politically correct nonsense to try to inspire the troops. I think a lot of CEOs do this. I think we're seeing... in modern media today that a lot of CEOs have actually become the least version of their authentic self. They are being packaged by people to dress and act and say things in a certain way.

And I think what happens as a result of that is that you have a wayward culture where nobody knows what people stand for. That's when the corrosiveness of folks not working at all or having jobs at two different companies comes in, that's a total moral and ethical breach that happens because people think it's acceptable.

And I think what happens as a result of that is that you have a wayward culture where nobody knows what people stand for. That's when the corrosiveness of folks not working at all or having jobs at two different companies comes in, that's a total moral and ethical breach that happens because people think it's acceptable.

And I think people think it's acceptable because it's not in the talking points of how the CEOs are trying to package themselves to tens of thousands of employees.

And I think people think it's acceptable because it's not in the talking points of how the CEOs are trying to package themselves to tens of thousands of employees.