In recent days, CrossFit HQ has outlined their actions following the investigation into Lazar’s death and shared their vision for the upcoming season. The fallout has been significant. Athletes, brands, and community members alike are hinting at jumping ship. Notable names, including Chandler Smith, Emma McQuaid, and Luka Djukic have voiced concerns or discontent, reflecting a larger shift in sentiment across the CrossFit ecosystem.
It’s hard not to reflect on how we got here. Just 8-10 years ago, CrossFit and its community were on a hockey-stick trajectory, with no signs of slowing down. That momentum took a hit after the infamous media cuts and the departure of founder Greg Glassman. But even with such a loyal and passionate base, why couldn’t the new ownership CrossFit glue it all back together and return to massive growth?
That question leads me to a tangential but illuminating example: the other day, Jaguar unveiled a rebrand, opting for a sleek new logo and “Exuberant Modernism” aesthetic. The response? Outrage.
I get it—modernism isn’t my thing either. But this reaction reminded me of similar responses we’ve seen in recent years with Bud Light, Ford, and Carhartt.
Each of these companies launched initiatives aimed at broadening their appeal. Yet in each case, there was little return from new customers, and instead, they alienated their core audience. Notably, all of these brands eventually backtracked, doubling down on serving the loyal customers who made them prominent in the first place.
Now let’s pivot to an unusual but surprisingly relevant comparison: the grunge movement of the ‘90s and the current rise of Appalachian-inspired music. In the late ‘80s, grunge stewed in its own counterculture, nurtured by outlaws and misfits. Similarly, artists like Chris Stapleton, Tyler Childers, and Oliver Anthony have risen from Appalachia’s deeply rooted and distinct culture. These movements thrive because they are authentic and unapologetically unique—people are drawn to that.
How does this relate to CrossFit? Since its sale to private equity, CrossFit has focused on broadening its appeal, trying to make its sport and methodology more digestible for a wider audience. While I understand the intent, the result has mirrored those brand missteps—alienating the loyal base that built CrossFit into what it was.
CrossFit is still a young brand. It rose quickly but hadn’t fully defined itself before it tried to change course. In my opinion, it needed more time to stew, to establish its culture more firmly. So, when I see people jumping ship, I say: Good. Burn it to the ground.
This could be CrossFit’s opportunity to return to its roots. The brand needs to be bold, defiant, and unwavering in its identity. Let the culture grow organically, unapologetically. Stand firm in your stances. This is the ultimate catalyst for growth.
CrossFit’s best days aren’t behind us—they’re ahead, if we’re bold enough to take the necessary steps.
