Oh, the stories I could tell. So many—some good, most bad.
Let’s get right to it: ProPhase Labs is a case study in bad leadership, poor decision-making, and outright incompetence. If you ever wanted a lesson in how to mismanage a company, Ted and Jason Karkus have given us a masterclass.
Leadership: A Disaster from Top to Bottom
Ted Karkus is the kind of guy who calls himself a leader but has no idea what leadership actually means. He loves the title, the power, and the attention, but when it comes to making tough calls, treating employees with respect, or delivering results, he’s nowhere to be found. No one likes him, and for good reason. He’s burned every bridge, stabbed every back, and still walks around pretending he’s got everything under control. Spoiler: He doesn’t.
His right-hand man, Stu, is somehow even worse. This guy has found a way to triple-dip payments, slap together the worst ad campaigns imaginable, and profit off a failing “women-only” social media platform that nobody uses. Every conversation with him is a desperate attempt to remind people that he once worked at Barstool and WWE. Well, if he was that good, why isn’t he still there? Because he’s useless. A true executive fraud.
And somehow, it gets worse—every single person Stu brings in as a consultant or hire is just as bad as he is. These people walk in, take a paycheck, contribute absolutely nothing, and make things even worse. Yet, instead of pointing the finger at the guy who brought them in, leadership scrambles to find someone else to blame. Every failure is deflected. Every mistake gets pinned on someone who had nothing to do with it. Meanwhile, Stu keeps bringing in one incompetent idiot after another, and the cycle continues.
Financial Disaster: Nothing Left to Generate Revenue
Let’s talk about the biggest blunder of all—selling Pharmaloz. The one division that was actually generating revenue? Gone. Sold off. And what happened next? The entire company went to shit.
There is nothing left making money. Nothing.
They keep hyping up TK Supplements, but that’s a joke. It’s a failure, and everyone knows it. Now, they think launching another supplement brand is the answer? Give me a break. These guys have proven, time and time again, that they only know how to kill businesses, not grow them.
Look at Nebula. They took a thriving brand, a business with real potential, and ran it straight into the ground. That’s their track record—taking something valuable and driving it to zero. They don’t build. They don’t innovate. They don’t lead. They find good products, buy them, mismanage them, kill them, and then move on.
Jason: The Most Overrated “Hard Worker” in Business
Now, let’s talk about Jason Karkus—the guy who thinks he’s working harder than anyone but is really just playing golf and hanging out with his equally incompetent friends. Jason loves to tell people he’s working “nonstop.” Maybe if you count “working” as micromanaging, dodging accountability, and making clueless decisions, then sure. He was probably bullied in school, and now he’s got a power complex, taking it out on everyone who works under him. Ego bigger than his results.
And here’s the kicker: during COVID, an angry client threatened to come to the office and beat Jason up. What did Jason do? Did he face the problem? No. He ran home and told the office to call the cops and get security for a week. That’s the level of “leadership” we’re dealing with.
The Collapse Has Already Started
They’ve slashed employee salaries while keeping their own padded. Everyone else suffers, but they’re still taking home big checks. Classic case of “leadership” that looks out for itself first and leaves the real workers to fend for themselves.
Meanwhile, the company is on the brink of collapse—less than 10 employees left, everyone else either fired, quit, or forced out. They just got an eviction notice for their office. Read that again—they ran this company so badly they can’t even pay rent.
They’ve alienated everyone. Employees hate them. Clients hate them. Former partners hate them. The company could have been something great, but they put a 24/25-year-old kid in charge who probably still can’t even wipe properly. That’s the decision-making we’re dealing with.
The Reckoning Is Coming
Here’s the reality: their time is coming. You can only burn so many bridges before there’s nowhere left to go. Everyone knows who they are. Everyone sees what they’ve done. And sooner or later, all those bad decisions, all that arrogance, all that mismanagement—it all catches up.
That day isn’t far off.
They’re going to lose everything. And when they do, they’ll have no one to blame but themselves.