• Allbirds has been rebranded as Smartbird. Instead of selling shoes, it's an AI infrastructure provider.
• Nadia Carlsten, the new CEO, spoke exclusively to Business Insider about her plans.
• She wants to build custom, single-tenant AI infrastructure for mid-market enterprises.

A few years ago, Allbirds was Silicon Valley's favorite sneaker company. Now it's betting its future on AI infrastructure.

After selling off its footwear business and shedding most of its workforce, the company formerly known for its eco-friendly wool sneakers has reinvented itself as Smartbird, an AI infrastructure provider led by a CEO who has never worn its signature shoes.

The transformation is one of the most dramatic pivots of the AI boom and a test of whether a struggling public consumer company can transition into an AI company.

"I'm more of a high heels person myself," Nadia Carlsten told Business Insider in an exclusive interview. "I'm blissfully unaware of all things Allbirds."

For those unaware, Allbirds launched in 2015 and quickly became one of tech's hottest consumer brands, with its sneakers as much a part of the Silicon Valley uniform as hoodies and Patagonia vests.

After going public in 2021, Allbirds was worth nearly $4 billion. But the brand's cool factor faded almost as quickly as it arrived. By early 2025, Allbirds' market value had fallen below $20 million.

Then, in April, the company announced an only-in-2026 pivot: It would no longer sell shoes and instead become an AI infrastructure provider, going head-to-head with the likes of Amazon, CoreWeave, and Crusoe.

Some ridiculed the move as "bizarre," or even "ridiculous and concerning." Wall Street was more enthusiastic, with the stock briefly soaring 800% on the news, though it has since lost much of its gains.

The transformation became official on Wednesday as the company said that it has completed the sale of the Allbirds brand and footwear assets, changed its legal name to Smartbird, and appointed Carlsten as president and CEO. She replaces Joe Vernachio, who is resigning from the company and the board of directors.

Carlsten was previously CEO of the Danish Centre for AI Innovation. She also managed product portfolios at SandboxAQ and launched the quantum computing service at Amazon Web Services.

With nearly the entire company's staff gone, Carlsten is starting from scratch, except for the same BIRD ticker symbol that trades on the NASDAQ.

Business Insider spoke with Carlsten about her plans. This interview has been edited and condensed for clarity.

BI: Did you ever imagine you would be working at Allbirds, and it would not be a shoe company, but an AI infrastructure play?

Carlsten: I've been around the block in Silicon Valley. It's not that unusual. Slack started as a game. Twitter started as a podcast. SpaceX started as a rocket company and is now doing AI infrastructure. So there's precedent for some of this.

Everybody's trying to be in the AI infrastructure space. This is probably not the most typical way to get into it, but we have a really good plan and strategy.

In a few months, people won't even remember the shoes.

BI: What does the company you're taking over look like at this stage?

Carlsten: The important thing to remember is that the shoe business has been sold, so anybody who was dedicated to the retail business is no longer part of the company. My first task is to hire the team. This is a brand-new company with brand-new people.

BI: Why not just start a new company?

Carlsten: In many ways, it is like a startup. I'm going to be growing a team, developing a new business model, approaching customers, and growing a pipeline of customers.

There are also some advantages to being a public company. One of them is access to capital. We have an easier time as we're looking at acquisitions and partnering with others in the industry. The liquidity makes it a lot easier to recruit.

In AI, speed is key. So why would you want to do things more slowly if you can do it faster?

BI: You're also now running a public company from day one, which brings a lot of scrutiny. Are you worried about that?

Carlsten: AI fluctuates, whether it's public or private. This is a business that is never static. AI is moving incredibly fast.

Customers are demanding things very differently than they were just a couple of months ago. So I don't think that makes much of a difference in how we will build the business.

BI: What exactly is Smartbird going to do?

Carlsten: We are an AI infrastructure company, and what makes us different is that we are focusing on the mid-market, such as enterprises that are in the pharma space or financial services space, and also countries that are interested in sovereign AI or having regional AI infrastructure accessible to them.

All of these players are doing more AI. They have more needs for persistent AI infrastructure, but at the same time, for whatever reason, they cannot use or won't use the public clouds. They are very interested in making sure their proprietary data does not enter a shared multi-tenant infrastructure system.

Right now, their choices are either shared infrastructure or building their own. And most of the people that I talk to in this space want to do more AI, but that doesn't mean that they want to build that AI infrastructure. Right now, they're doing it because they have to.

BI: You're going up against Amazon, Google, CoreWeave, and a lot of other established players. How do you plan to compete?

Carlsten: We're not competing head-on with hyperscalers like AWS or Azure or even large neoclouds like CoreWeave. Those guys are very good at building massive-scale shared infrastructure, which is the opposite of what we want to be doing.

We will focus on customers who need AI infrastructure at a smaller scale. Usually, they want single-tenant infrastructure, something that looks like a GPU cluster that they own and can fully control without having the disadvantages of managing the stack themselves.

BI: Where are you getting the GPUs from?

Carlsten: We'll be sourcing from multiple vendors. One of the things we'll be offering customers is the flexibility to build something specifically for their requirements.

BI: Are you going to buy the infrastructure or lease it?

Carlsten: We will purchase the infrastructure and build it out on behalf of the customer. We're not building ahead of demand. We are building something for specific customers.

We can be a lot more agile than the bigger players.

• As Americans use AI more they're trusting AI companies less, recent Morning Consult surveys show.
• At the same time, the popularity of nostalgic products like Lunchables and Capri-Sun is rising.
• The trend suggests consumers want the comfort of familiar brands in uncertain times.

The faster things change, the more we gravitate toward things that stay the same.

It's no secret that AI is disrupting many aspects of modern life, but recent survey data shows that the more people use the tech, the less they trust it.

The latest numbers from market research firm Morning Consult, released Tuesday, found that AI was one of the least trusted categories among US consumers, with seven out of 10 major AI brands seeing year-over-year declines in their net trust scores.

Google's Gemini managed to buck the trend and improve its score by six points to lead the pack with a net trust score of 24.

At the same time, some of the brands that saw the greatest improvement in consumer trust scores were decidedly low-tech and high-nostalgia: Capri-Sun, Lunchables, Hot Wheels, and Mr. Pibb.

"What unites them is that they belong to a specific register of American memory: the brand landscape of childhood, before adult complexity set in," Morning Consult said in the report.

The company has tracked trust scores for nearly 600 brands since 2018 and found that Americans' overall trust in consumer brands is higher than ever in spite of, well, everything.

Other high-ranking brands — Dawn dish soap, Band-Aid wound care, Heinz ketchup — are "reliable if not particularly exciting" and have "eliminated surprise from the consumer relationship," the report said.

The report also highlighted Gap's return to popularity, which it attributed to a heavy adoption of Y2K aesthetics, harkening back to a comparatively less complicated (or at least slower-moving) era.

Americans' fondness for decades-old standbys stands in stark contrast to their feelings about AI companies, many of which are evolving with head-spinning speed and driving eye-watering financial valuations.

A more detailed Morning Consult report on AI published in May found that more than a third of survey respondents do not trust AI "at all" — roughly matching the share of people who have a positive view of the tech.

Among ten of the leading companies, Meta AI, Perplexity AI, and xAI saw the sharpest declines in overall trust ratings since last year. One in five respondents agreed with the statement that AI companies' products present "a real risk" of ending human civilization.

"In 2026, a significant portion of consumers are in anchoring mode: seeking brands they can count on when other parts of their environment feel unstable," Morning Consult said.

Last June, fashion models for the fashion retailer Rainbow received a warning: AI was ramping up, and the number of workers needed would be ramping down.

"You may have already seen some changes taking place both within the studio and on the site," wrote Rainbow's studio manager, Phil Caraway. The company had started "styling certain products, and generating avatars, with the assistance of A.I," he explained, and while he couldn't say for certain whether any freelancers would lose their jobs, he wanted them to "plan accordingly."

"Fewer people will be needed in the long term," Caraway wrote in the previously unreported email. "It is very likely that this Fall will see a huge increase in A.I. use."

Thus began what several models described as a year of anxiety and, later, anger. They could see the company using AI to create synthetic models within view of where they worked, the models told Business Insider. At the same time, the models' days in the New York office began to dwindle, they said, leaving many without work. Nearly a year after that June email, Rainbow has begun rehiring some models — though many remain out of work.

In March of this year, the models began noticing Rainbow marketing images that looked like them, but posed in positions or locations that differed from the photo shoots they had participated in. Many suspected the doppelgängers were the result of AI. The lookalike models cropped up across Rainbow's site, social media, and newsletters. A flurry of emails to Rainbow followed, along with a lawsuit by one model.

As AI technologies improve, workplaces across the country are experimenting with how to use them — and navigating the thorny question of their impact on human jobs. Creative industries like modeling are especially exposed as AI-generated photos and videos improve in quality.

AI is growing more common within the fashion industry. In a 2025 study from the Worker Institute at Cornell University ILR School and Data & Society in partnership with the Model Alliance, researchers said that e-commerce gigs were "more vulnerable to displacement by AI technologies."

Business Insider spoke to multiple Rainbow employees and contractors, all of whom requested anonymity, and also reviewed dozens of email exchanges and images, as well as modeling contracts.

"Rainbow is responsibly evaluating emerging AI technologies in the marketplace, and has and is committed to doing so in a proper manner," David Cost, Rainbow's chief digital officer, wrote in a statement to Business Insider.

In a follow-up email, Cost wrote that "Rainbow's dealings with its employees and independent contractors are private" and that the company disagreed with "much of the purported 'facts.'" He declined to comment on specific questions sent by Business Insider. "Rainbow has acted appropriately and in accordance with its commitments, including contracts signed by models," he added.

Here's how Rainbow's AI model experiment got messy, according to its workers — from a slowdown on human modeling work to contract disputes and hiring some of the models back.

Rainbow, founded in Brooklyn over 90 years ago, has over 800 stores nationwide and is privately owned. The retailer caters to thrifty consumers with steep discounts, similar to Fashion Nova or PrettyLittleThing. It also operates the similar brand KissDon'tTell.

For its e-commerce shoots, the Rainbow team looked for models without agency connections, one former stylist who helped recruit models said. Two models said that they were found on Instagram and had little paid modeling experience. Fees varied by model, though many said they made around $50 an hour.

Three models said that one Rainbow employee told them to be available for five days of work a week. The former stylist said that Rainbow asked its freelancers to be available Monday through Friday, but that it wasn't written into their contracts. Two models said they left their prior jobs for the company.

Partway through 2025, the models began to notice something different in the studio: AI training. Employees would lay out the clothes on a flat board, take photos, and upload them to an AI program called Lica, one employee said. Lica generated fully synthetic AI models — not duplicates of human models — for Rainbow, the employee said.

The AI training caused significant anxiety among the models, they said. Trying to lighten the mood, some models said they would crack dark jokes about the system replacing them. Two models said that they recalled instances where the fit of a garment on their body was compared to an AI avatar, pointing out where the avatar needed to be more realistic.

After Carraway's June email a year ago, the models braced for their work to drop off. For months, several models said that they continued to get consistent bookings. Then, they slowed down, the models said, and by mid-March of this year, the work dried up. Some models submitted their availability but said they received no response.

During that period, two Rainbow employees who are not models said that they went weeks without seeing any human models in the studio.

Meanwhile, the models started spotting their doppelgängers on Rainbow's social media.

The models had previously participated in product shots wearing Rainbow apparel, such as a long floral dress, while photographed in front of plain backgrounds.

The doppelgängers they later noticed looked strikingly similar — the same builds, facial features, and outfits they had worn — but were pictured with their bodies in entirely different positions. The models texted these images back and forth in a group chat. Business Insider viewed over a dozen such images.

The second clause of the contracts many of the models had signed allowed Rainbow to use their images "whether intact or in part, composite or distorted in character or form, cropped or altered, without restrictions as to changes or transformations."

One image that sparked conversation in the group chat showed what the models suspected was an AI lookalike that altered the model's original skin tone. The model and the suspected AI lookalike had some similarities — the hairstyle and placement of the hair part, as well as the accessories and shoes — but also some differences, such as the nose shape.

None of the employees Business Insider spoke to had directly seen the creation or editing of these doppelgängers.

Several of the models who suspected that Rainbow was modifying their likenesses with AI raised issues with the company via email.

One of the models, Francheska Pujols, sued Rainbow on May 22, alleging the images defamed her and caused confusion over her endorsement of the company's products, among other allegations.

Pujols wrote in an affidavit that her contract only covered images captured in photo shoots, and "does not in any way authorize the creation of entirely new images, scenes, poses, or compositions that did not exist in the original content."

Rainbow posted photos of what Pujols said is her AI doppelgänger; in one, she straddles a barstool. Another shows her seated, wearing a short skirt, with one leg raised.

Pujols wrote to Business Insider that she would "never pose with my legs open or position myself in a sexualized manner for the world to see."

"I am extremely emotional and have many sleepless nights with the thought of the altered images of me," Pujols wrote. "I sought a professional aide to help with sleep and reconciliation."

Pujols withdrew her suit on May 29 to pursue a private settlement, her attorney wrote in an affidavit. She refiled the lawsuit on Monday.

"As Rainbow has stated previously in relation to this matter, Ms. Pujols' images were used properly and in accordance with the agreement she signed," Joan McGillycuddy, Rainbow's chief legal officer, wrote in a statement to Business Insider. "There is no violation of her rights."

Rainbow's contracts said the models would receive double their day rate for image use outside that second clause. Some models requested compensation for the suspected AI images but were turned down, according to their messages, which were viewed by Business Insider.

Then, the contract back-and-forth began.

On March 10, amid the work slowdown, Caraway sent an email to the models. "To account for today's rapidly-changing technology and expectations of use, Rainbow has come up with an updated Model Release," Caraway wrote.

One clause in the new contract was particularly controversial — one that the models interpreted as granting Rainbow sweeping AI rights.

The new clause allowed Rainbow to use "various technologies, tools, or production methods now known or later developed, including automated or computer-assisted techniques." The clause should be interpreted "broadly" as long as the company was not "materially misrepresenting the model," the contract read.

Some of the models said they refused to sign it. On March 28, Carraway emailed the models that Rainbow agreed to remove a non-compete clause, but the technology usage clause was presented as a dealbreaker.

"Rainbow cannot adjust the AI clause," Caraway wrote. "In order to continue to be hired, this must be agreed to."

It's not clear if the contract negotiations contributed to or prolonged the work slowdown.

Cost, Rainbow's CDO, hyped up the AI program Lica in an April video reposted by the startup's cofounder.

"It's amazing what the people at Lica have been able to do," he said. "We're using them for product photography. We're also using them for editorial or things that you'd see on a homepage or in an email."

Two staffers said the tool was buggy. Some of the synthetic models' legs were too short, one said; the AI repeatedly generated one synthetic model with a white cardigan over her clothes. Creating an AI image would also take long stretches of re-prompting, they said, often around 15-30 minutes.

Rainbow is no longer using Lica, one staffer said. Lica told Business Insider in a statement that it is "focused on foundational AI research for multimodal design models."

"As part of our research efforts, we provided interested enterprise partners with early access to emerging AI capabilities and model technologies," a Lica representative wrote. "We do not direct, supervise, or control our customers' implementation decisions, and we do not publicly comment on specific customer use cases."

Rainbow began bringing some of its human models back at the end of April, employees said.

This time around, some of the models received an agreement with the following clause: "Company will not create digital replicas, train AI on Model likeness, or generate synthetic images not based on original Content."

Rainbow is still producing images of the AI avatars, one staffer said, but not with Lica.

Cost, the company's chief digital officer, referenced the state of AI experimentation at Rainbow in his LinkedIn job description.

"Every experiment designed to replace a person with AI failed," Cost wrote. "Every experiment designed to give a talented person more capability won, and won bigger than expected."

• Inflation is picking back up, stretching household budgets.
• High prices are pushing many to get creative with grocery and restaurant spending.
• Business Insider wants to know: How are you balancing your food costs?

"What's for dinner?"

For many Americans, the nightly question is often as much about taste preferences as it is about economic realities.

My own family's mealtimes invariably require tradeoffs of time, money, and skill that we must navigate every single day.

Now, rising inflation is once again squeezing families' finances across the US.

Food costs have so far held relatively steady this year, with increases and decreases mostly offsetting each other in a basket of goods. But soaring gas prices and other consumer expenses are eating up a larger share of household budgets, according to the latest consumer price index.

For some families, that might mean cutting down on restaurant dining in favor of home-cooked meals. For others, it's swapping out beef for a less expensive protein.

Time-strapped shoppers may find themselves increasingly eyeing their grocery store's prepared foods options as a lower-cost alternative to getting delivery.

At Business Insider, we want to know how our readers are navigating these decisions, and how that has changed in the past year.

In my family of four, for example, my wife and I decided to sharply reduce restaurant and delivery spending. By cooking more meals at home, we have basically stopped ordering delivery, and we eat out at restaurants about once a week. According to our budgeting app, we've cut our spending in that category in half.

How have you been balancing food costs with other expenses over the past year? What changes, big and small, have helped you feed yourself well and save money?

We also want to see the receipts.

What have you stopped buying? What do you now spend more on? What do you splurge on? How have gas prices affected you?

Please get in touch via email or share your info in the survey below:

• Several restaurant chains have shared plans to close locations in 2026.
• Wendy's planned to close up to 350 US restaurants in the first six months of the year.
• Pizza Hut said it would shutter 250 US locations in the first half of the year.

Some fast-food and fast-casual chains across the US are shrinking their footprints, with several planning to scale back locations in 2026.

Restaurant chains, including Wendy's, Papa John's, Pizza Hut, and Red Lobster, have announced plans to close locations in 2026.

The planned closures come amid a challenging few years for restaurant chains, driven by factors such as inflation, rising labor costs, and changing customer preferences. Some brands have leaned on value meals and innovations in an attempt to bring more customers in the door.

"What's really worked within quick service hasn't been value, as much," TD Cowen analyst Andrew Charles previously told Business Insider. "Value is important, but you look at when McDonald's, Burger King, etc, have done well — it's really when they have great menu innovation or great marketing that they really see customers respond."

Several restaurant chains have announced plans to close locations in 2026, while others have suddenly shuttered locations since the start of the year. Here's what to know.

In February, Wendy's revealed plans to close up to 350 US restaurants.

In February, Wendy's said it intended to close roughly 5% to 6% of its US footprint — about 298 to 358 restaurants — in the first half of the year as it grappled with sliding sales and profits.

At the time, then-Interim CEO Ken Cook said the brand's focus was "to strengthen our foundation and position Wendy's for long-term success."

The Associated Press reported that Wendy's shuttered 28 restaurants in the fourth quarter of 2025, leaving it with 5,969 locations across the US at the end of the year.

Company data shows systemwide US sales dropped 5.2% in 2025, while same-store sales declined 5.6% compared with the previous year.

In May, Wendy's announced that global systemwide sales totaled $3.2 billion in Q1, down 5.5% from the same period the previous year. In a statement at the time, Cook remained optimistic, citing Q1 improvements such as upgrading its hamburgers, launching new chicken sandwiches, and a "focus on operational excellence."

"While our first quarter results reflect a business in the early stages of a turnaround, we are making progress to improve our US business and are confident in the direction we are heading," he said.

Pizza Hut said it intended to shutter 250 US locations in the first half of the year.

Pizza Hut, founded in 1958 by brothers Dan and Frank Carney in Wichita, Kansas, and best-known for its pan pizza, has more than 6,000 locations in the US.

In a February earnings call, its parent company, Yum! Brands, said Pizza Hut intended to shutter 250 US locations by July 1. The closures would impact "underperforming" locations, Yum! Brands said.

In April, Fortune reported it had identified around 50 locations that had closed, with most affected restaurants in California, Pennsylvania, and Ohio.

Yum! Brands said late last year that it was exploring a potential sale of the chain, after reporting a 1% decline in same-store sales during the third quarter, the eighth consecutive quarterly drop. Citing a source, Reuters reported in May that Yum! was in talks with LongRange Capital, a private-equity firm, about a potential sale.

"The Pizza Hut team has been working hard to address business and category challenges," Chris Turner, chief executive of Yum! Brands, said in November. "However, Pizza Hut's performance indicates the need to take additional action to help the brand realize its full value, which may be better executed outside Yum! Brands."

The chain has faced tough competition from other chains, especially with the rise of value meals. Internationally, it is faring better, with same-store sales increasing by 1% last year.

Jack in the Box reportedly plans to close up to 100 locations.

Jack in the Box — the fast-food chain that's been flipping burgers since 1951 — has built a following at its more than 2,100 locations with a menu that includes curly fries, tacos, chicken sandwiches, and milkshakes. But even this drive-thru staple has hit some bumps in the road.

In 2025, the company rolled out its "Jack on Track" turnaround plan to boost performance and strengthen its finances. Part of this was selling off Del Taco for $119 million, which was completed in December.

By the end of June, the brand expects 50 to 100 closures and around 20 openings, QSR Magazine reported in February.

Same-store sales across its restaurants dropped 6.7% in Q1 year over year, the company reported, according to QSR Magazine. Its fiscal second-quarter sales "did not meet expectations," Interim CEO Mark King said in May, with same-store sales falling 3.8% year over year and revenue declining 4.3% to $254.3 million.

But, King said, sales trends had improved entering the third quarter and that the company was committed to its turnaround plan.

"Jack in the Box is an iconic brand, and I'm eager to dive in with our passionate team and franchisees to further improve operating results. After being on the Board and now as interim CEO, my excitement for the potential of this brand has only grown," he said.

The brand's goal this year is to focus on innovation, customer service, cosmetic updates, and fewer, stronger limited-time offers, QSR reported.

Papa John's plans to close approximately 200 stores in 2026.

Papa John's announced in a February earnings call that it plans to close about 200 North America restaurants in 2026 as part of a broader effort to shut down 300 underperforming locations by the end of 2027.

The closures will primarily affect franchise-owned stores that are more than 10 years old and do not indicate long-term profitability, Ravi Thanawala, Papa John's CFO, said on the call.

Papa John's reported a 3% decline in global systemwide sales in the first quarter. North America comparable sales declined 6.4%, though international comparable sales rose 3.6% for the sixth consecutive quarter of growth.

CEO Todd Penegor said, "We are taking action to better align corporate and field resources with our transformation priorities and optimize spans and layers in our organizations."

Papa John's was founded in 1984 by John Schnatter in Jeffersonville, Indiana, when he began selling pizzas out of a converted broom closet in his father's tavern. The brand quickly grew into one of the largest pizza chains in the world, known for its "Better Ingredients. Better Pizza." slogan.

Red Robin has abruptly closed some restaurants nationwide.

Some Red Robin locations in Illinois, California, and New Jersey abruptly closed this year, The Independent reported.

The company, which has nearly 500 locations across the United States, said in February 2025 that it intended to shutter roughly 70 underperforming restaurants as part of a plan to pay down debt, USA Today reported.

Later in the year, executives shared during an earnings call that turnaround efforts at several locations had been more successful than expected, reducing the need for as many closures.

A Red Robin spokesperson told Business Insider in March that 20 closures in 2026 were mentioned on the company's Q4 earnings call; however, these are potential, not confirmed, closures. They concern corporate locations, rather than franchise-operated locations.

"As the company reported in its Q4 earnings, Red Robin beat the casual dining industry on traffic in December, a trend that continued into January," the spokesperson said, adding that there was "a lift in traffic, thanks to its new value menu, the Big YUMMM Deals starting at $9.99."

"This gives the company confidence as they look ahead and expect to continue that progress in 2026 as they introduce more guests to the new-and-improved Red Robin," the spokesperson said.

Red Robin was founded in 1969 in Seattle, Washington, when local restaurateur Gerry Kingen expanded and renamed a neighborhood tavern that had originally opened in the 1940s.

The company grew into a national casual-dining chain known for its gourmet burgers, its Bottomless Steak Fries, onion rings, and thick, hand-spun milkshakes.

Some Denny's have also closed without advance notice.

Denny's, which operates more than 1,650 locations globally and is recognized for comfort-food staples, confirmed in January that it had completed its plan to close 150 restaurants by the end of 2025.

Since the start of 2026, there have been reports of restaurants closing without advance notice, including locations in Grand Rapids and Kalamazoo, Michigan, as well as Midland, Texas, per Mashed.

Denny's did not respond to Business Insider's request for comment on the recent closures. It has not been said if there will be others this year.

It comes amid broader corporate shifts at the company. In January, a $620 million acquisition by TriArtisan Capital, Yadav Enterprises, and Treville Capital was completed. The company reported that CEO Kelli Valade would leave in February.

Denny's was founded in 1953 in Lakewood, California, by Harold Butler and Richard Jezak, originally operating under the name Danny's Donuts before evolving into a full-service coffee shop and eventually rebranding as Denny's.

Noodles & Company expects to close between 30 and 35 locations in 2026.

Fast Company reported Noodles & Company plans to shutter more restaurants as part of a broader effort to shore up its finances.

In a January announcement, the fast-casual chain said it expects to close between 30 and 35 locations in 2026 to improve profitability and strengthen its overall performance.

By the end of 2025, the brand operated 340 company-owned restaurants and 83 franchised locations. The company had already downsized its footprint the previous year, closing 42 restaurants, including 33 corporate locations and nine franchise units.

"Decisions like this are made thoughtfully and with a long-term view of the business," CEO and President Joe Christina said, adding that fourth-quarter results showed stronger performance when resources were focused on higher-opportunity restaurants. He said the moves are designed to bolster the brand's financial position and support long-term, profitable growth.

Noodles & Company was founded in 1995 by Aaron Kennedy in Denver, Colorado. The chain is known for its diverse menu that spans flavors from around the world, including Wisconsin Mac & Cheese, Pad Thai, Japanese Pan Noodles, and Pasta Fresca. In addition to noodle bowls, the restaurant offers soups, salads, and shareable sides, positioning itself as a quick-service spot for comfort food with an international twist.

Red Lobster is closing its Times Square flagship location, among others, in 2026.

Since filing for bankruptcy in 2024 — and closing dozens of restaurants that year — Red Lobster has begun a turnaround: It's appointed a new CEO, updated its menu, collaborated with celebrities, and exited Chapter 11 protection. The new CEO, Damola Adamolekun, told The Wall Street Journal in February that its sales were up 10% year over year.

Still, the company announced this week that it will shutter its flagship Times Square location on June 14, ending a 23-year run in one of the world's busiest tourist destinations.

A spokesperson for Red Lobster told Business Insider the chain "remains focused on strengthening the business, investing in the guest experience, and building momentum across the system."

It cited "extensive and prolonged construction" at the sprawling location, which affected foot traffic and sales.

"Times Square has been an important chapter in Red Lobster's history, and we are grateful to the team members and guests who have made this restaurant special over the years," the chain said.

In May, the brand closed its oldest continuously operating location, in Tallahassee, Florida, after 56 years, following typical performance and lease reviews, the company said. Other closures have included restaurants in Chambersburg, Pennsylvania, and Overland Park, Kansas.

Red Lobster operates around 550 restaurants, a decline from around 700 a few years ago, Fortune reported. Adamolekun told The Wall Street Journal that Red Lobster is still looking closely at leases, with a view to close or update underperforming locations. He added that the chain is also open to opening more locations in some underrepresented regions.

Founded in 1968, Red Lobster grew into one of the largest casual dining seafood chains in the United States. The company is best known for its seafood-focused menu, including shrimp, lobster, and crab dishes, as well as its signature Cheddar Bay Biscuits, which have become a staple of the brand.

• Many of my favorite hair, skin, and hygiene products are from Trader Joe's and cost less than $10.
• I use Trader Joe's fluoride-free toothpaste and lemongrass-coconut body oil every day.
• The best Trader Joe's beauty products include Enrich moisturizing face lotion and hair oil.

I used to think I had to spend a lot on beauty products if I wanted quality, but Trader Joe's has completely changed my mind.

Typically, I stick to food when I shop at the grocery chain, but on one trip, a $6 hair oil caught my eye. Although I follow a tight budget, it felt like a great price, and I decided to try it.

I couldn't believe how much it seemed to improve the health of my hair after just one use.

After that, I became hooked on trying Trader Joe's hair, skin, and hygiene products. Fortunately, many of them are under $10.

There have been a few misses, but here are the ones I've loved enough to make part of my daily and weekly routines.

Trader Joe's hair oil is a key part of my morning routine.

Each morning, I massage a drop of this oil throughout my hair. It makes it look so shiny in between washes, rather than greasy.

The moisturizing mix of ingredients, including argan oil, moringa seed oil, chia seed oil, and vitamin E, has also been helping my hair recover from when I ironed it daily while I was teaching.

Speaking of ironing, the oil is also designed to help protect hair against heat damage up to 450°F.

Some beauty fans even say this is comparable to the popular Ouai hair oil that costs about $30 for 1.5 ounces. Meanwhile, a 1-ounce bottle of Trader Joe's costs $6.

The Enrich moisturizing face lotion doesn't break me out.

At just $4 for a 4-ounce bottle, I was skeptical about Trader Joe's Enrich face lotion.

However, I've lived in Florida my entire life and have never found a facial moisturizer with SPF that doesn't break me out — until this one.

In addition to SPF 15, the fragrance-free lotion also contains vitamins A, C, and E.

I've been using Enrich under my makeup in the morning, and since it's so inexpensive, I don't feel bad applying it to my arms as well for some extra TLC.

Trader Joe's lemongrass-coconut body oil doesn't leave me feeling greasy.

I've been on the hunt for the perfect body oil to apply after the shower when my skin is damp. This is the first one I've tried that leaves me feeling moisturized, not like a layer of grease is sitting on top of my skin.

It's made with lemongrass oil, virgin coconut oil, sweet almond oil, jojoba oil, and olive oil, and I appreciate the natural ingredients.

The scent feels cheery and uplifting, and many consider lemongrass oil to be a natural mosquito repellent. With summer around the corner, that's a real perk.

Best of all, Trader Joe's body oil feels super affordable at $4 for a 4.8-ounce bottle.

I use Trader Joe's bonding shampoo and conditioners for a salon-level wash.

This shampoo and conditioner duo from Trader Joe's leaves my hair feeling utterly healed from that aforementioned heat damage.

I wash my scalp first with a gentle dandruff shampoo, then shampoo and condition with Trader Joe's bonding set. This is a strategy my dermatologist told me to try — the medicated shampoo cleans my scalp, while the regular shampoo nourishes my hair.

This routine makes my hair feel and look like I got a salon wash and blowout when it's dry. It may be because these products contain ingredients like hydrolyzed keratin and silk, which can help strengthen hair and make it shine.

At $8 per 12-ounce bottle, this duo cost me $16 total, but the quality reminds me of the expensive salon sets I've bought from my hairdresser in the past.

Some shoppers even swear these are dupes for more expensive bonding shampoos, which can cost twice (or even three times) as much.

I've been using this $1 find as a luxurious hand soap.

I couldn't believe how luxurious Trader Joe's Next to Godliness oatmeal-and-honey vegetable soap feels when I wash my hands with it. After all, I paid only $1 for a 4-ounce bar.

Since I've started using this as a hand soap, I haven't had to use as much hand lotion — it's that moisturizing. I love the lather, too, but it's the scent that stole my heart. This soap smells like oatmeal-spiced cookies right from the oven.

If I ever see this on shelves again, I'm stocking up.

This Trader Joe's fluoride-free toothpaste feels like a treat that's good for my teeth.

I've been looking for an affordable fluoride-free toothpaste that leaves my mouth feeling just as clean as its fluoride counterparts for some time — and this one from Trader Joe's has been a winner for me.

The 6-ounce bottle of peppermint toothpaste costs $4, and I appreciate that it has calcium hydroxyapatite, which some studies suggest can help protect teeth from erosion, cavities, and decay.

My favorite part is that it tastes like York Peppermint Pattie filling, but leaves my teeth feeling clean all day long.

Keep reading Trader Joe's diaries to see what other must-haves shoppers have in their carts.

• Walmart took a $175 million hit to profit growth last quarter because of fuel expenses.
• The retailer's CFO said it took the hit to preserve "trust" with customers rather than raise prices.
• If costs remain high through this year, the company said it would need to increase prices.

Walmart says it managed to keep prices steady in the face of rising fuel costs last quarter by taking a $175 million hit to profit growth.

That might not last.

Chief Financial Officer John David Rainey said the company is facing hundreds of millions in new energy costs this year, which would lead to price hikes later in the year if fuel costs don't come down soon.

"We're confident this was the right approach to reinforce customer trust and support share gains over the long term," Chief Financial Officer John David Rainey said Thursday on the company's first quarter earnings call. "That said, these are real impacts to cost of goods sold for us and our suppliers."

Walmart reported $177.8 billion in revenue for the first quarter, up 7.3% from the same period last year. US stores saw comparable sales growth of 4.1%, beating Bloomberg analyst estimates. Its operating income of $7.5 billion was up 5% year over year, with the fuel impact accounting for a quarter of a percentage-point drag.

The company also said its growth in other revenue streams, such as e-commerce, memberships, and advertising, helped it hold the line on prices during a challenging quarter for energy costs.

The cost pressures led Walmart to set adjusted earnings per share guidance of about $0.73 for the coming quarter, below the expected $0.75. The full-year outlook remained unchanged but was below expectations.

Walmart's stock fell about 7% after the market opened on Thursday morning.

"We're not bulletproof to some of these things that are happening in the economy," Rainey said.

Walmart has passed other costs along to shoppers in the past. Rainey said last year that tariffs were "too high" and the company would raise prices. It was one of the first major retailers to do so. Rainey said this year that any tariff refunds it receives from the government would be invested in lowering prices.

Last quarter, US drivers turned to Walmart's warehouse chain, Sam's Club, in a big way for relief on gas prices, lifting that segment's comparable sales growth to 5.9%.

"That tells you that customers are coming to us looking for value," Rainey said of Sam's Club gas purchases.

But Sam's Club also flashed affordability warning signs.

"The number of gallons that customers fill up with when they come to our fuel stations fell below 10 for the first time since 2022. That's an indication of stress," Rainey said.

• My family of four tried the "family pack" meal deal at Texas Roadhouse.
• For $55, we got four steaks, two sides, a dozen rolls, and a salad. It was all tasty.
• It felt like a great value, and I loved not having to eat inside a Texas Roadhouse to enjoy it.

As much as I love a good steakhouse chain like Outback and LongHorn, Texas Roadhouse has never really impressed me much.

I've always associated the chain with shell-your-own peanuts, loud music, and mediocre steak — and the few sit-down meals I've had there were just OK.

Recently, though, Texas Roadhouse's "family pack" menu caught my eye after I saw several Instagram reels from moms swearing by it. Several described the packs as a great dinnertime hack for feeding your family affordably and fast at home.

So, on a rare weekend night when my husband and two teenagers were all at home together, we picked up Texas Roadhouse's $55 sirloin-steak family pack.

Texas Roadhouse offers several different family packs for pickup or curbside orders.

There are several family packs on offer at the chain restaurant, from chicken-tender dinners to pulled-pork meals, all of which come with a salad, two shareable side dishes, and rolls with cinnamon butter.

Each is priced between $40 and $55, which seemed like a deal to me, considering the last time my party of four visited a Texas Roadhouse, a similar meal cost three times as much.

To place our order, I visited the Texas Roadhouse website on my phone, selected the meal I wanted, chose a pickup time, and paid.

Immediately after ordering, I started receiving text-message updates about the status of my order, including how to pick it up.

Later that evening, my husband got our food from Texas Roadhouse's curbside pickup. He texted his parking-space number to the restaurant and waited for our order to be brought out to his car.

The whole process was incredibly easy.

Our $55 meal came with four steaks, two sides, a salad, and rolls.

We chose the sirloin family pack for $55, which came with two 8-ounce and two 6-ounce steaks.

When I placed the order, the default cooking temperature was medium, with no option to change it. Luckily, that's how we prefer our steaks cooked anyway.

We also had to choose between a house or Caesar salad, then pick two sides from a list of mashed potatoes with gravy, corn, green beans, and seasoned rice.

Additionally, we could've paid extra to add drinks like a gallon of sweet tea or lemonade to our meal, but we stuck with the basics.

The sirloin steaks were moist and perfectly cooked.

Our four steaks were cooked perfectly with light-pink centers in line with a medium cook.

Out of curiosity, my husband checked each steak's temperature with an internal thermometer and found that each fell between the range that's considered medium, about 140 to 145 degrees Fahrenheit.

The steaks had beautiful grill marks and a perfect char-grilled flavor on the outside, while remaining moist and tender on the inside.

We all agreed these were the best steaks we've had from Texas Roadhouse.

There were plenty of side dishes to choose from.

As the mom of one picky eater and one kid who will try anything, I appreciated the number of side dishes there were to choose from, from green beans to seasoned rice.

I gladly let my kids pick since everything sounded good to me. Their choices were mashed potatoes with brown gravy and buttered corn, each was served in a huge 16-ounce portion.

Both sides were really delicious and simple. They made perfect accompaniments to our tasty steak, and we had plenty of leftovers afterward that my kids snacked on throughout the week.

My teens were thrilled by the rolls and cinnamon butter.

My kids fondly remember visits to Texas Roadhouse because of the chain's iconic cinnamon butter and golden-brown rolls.

With our family meal, we received a dozen warm rolls and a tub of cinnamon butter so large that we eventually threw half away.

My kids downed most of the rolls during our meal and loved having a few left over to warm in the microwave and slather with cinnamon butter later in the week.

The meal came with so much food that we saved the salad for the next night.

For our order, we chose the Caesar instead of the house salad since it's among my daughter's favorite foods.

It came in a 9-by-11-inch aluminum pan along with several containers of Caesar dressing. As I unpacked the meal, I suggested we use the salad for dinner the next day, since we had so much food to eat — my family agreed.

The following night, we paired it with grilled chicken I quickly whipped up to make it into a full dinner. It was a delicious meal, and I'm glad the salad kept well in the lidded aluminum tray.

The lettuce was still nice and crunchy, and the croutons were, too.

Overall, the tasty dinner fed us twice and seemed like a really great value.

When it comes to this Texas Roadhouse meal deal, I truly have no notes.

For the price, we received 32 ounces of well-cooked, sirloin steak, two pounds of side dishes, a dozen rolls, and a gigantic pan-full of salad.

The $55 price tag ($58 after tax) seemed well worth it to me. Plus, some of the other meals available, like pulled pork or pork chops, only cost $45.

I honestly enjoyed Texas Roadhouse's food way more in the privacy of my own home, away from its loud music and bustling bar scene.

I'd absolutely order this deal again to feed my family, and I'll also keep it in mind the next time I get a meal train sign-up email for someone in need.

It would be perfect for dropping off at a friend's or neighbor's house, especially since everything was packaged up so well with coordinating, air-tight lids.

The pack contained so much food that a small family could easily stretch it for a few days.

This story was originally published on September 1, 2025, and most recently updated on April 29, 2026.

• Business bankruptcies have been on the rise in recent years, and the retail sector hasn't been immune.
• Storied brands like Saks and Eddie Bauer are using the protections to look for a new path forward.
• Here are some notable cases so far in 2026.

Some legendary retail brands have filed for bankruptcy in the early months of 2026.

US business bankruptcies have been on the rise in recent years, according to an S&P Global Market Intelligence analysis. First-quarter filings in 2026 marked the second-highest level since 2010, trailing only the same period last year. Among the 180 bankruptcies tracked in the first three months of the year, about two dozen were consumer discretionary and staples companies.

Uncertainty around consumer spending, inflation, and US tariff policy is likely to lead to higher restructuring levels throughout the year, S&P Global Market Intelligence said in April.

Bankruptcy isn't necessarily the end of the line for a company. Several companies, such as Saks Global and Eddie Bauer, are using the protections to reshape their businesses and focus on areas of potential growth this year.

Here are some notable retail bankruptcy cases that are unfolding in 2026, listed in order of initial filing.

Saks Global — filed in January, financing deal reached in April

Saks Global has been one of the higher-profile retail bankruptcy cases this year. After weeks of public speculation, the luxury store voluntarily filed for Chapter 11 bankruptcy protection in January.

The owner of Saks Fifth Avenue and Neiman Marcus has since said it would close some US stores, focusing more on luxury and less on off-price retail, such as its Saks Off Fifth and Neiman Marcus Last Call locations.

In April, Saks Global said it resolved a dispute with key landlord Simon Property Group and also received court approval to raise up to $500 million from a group of investors.

Saks Global aims to exit bankruptcy this summer.

Pat McGrath Labs — filed in January, exited in April

Cosmetics brand Pat McGrath Labs — sold in stores like Sephora, Ulta Beauty, and Nordstrom — said in April that it had completed a Chapter 11 process that it began in January. Founder Pat McGrath, known for styling top models, is staying on as chief creative officer.

The company said it received $65 million of financing and support that would allow it to pursue a new chapter of growth.

Fat Brands — filed in January, case proceeding

Fat Brands, the parent company of burger joints like Fatburger and Johnny Rockets, filed for Chapter 11 in January to restructure about $1 billion in debt.

The company cited a "challenging operating environment over the last few years" and said its 18 brands and 2,200 restaurants would remain operating as usual during the bankruptcy process.

A sale of the business could come as early as May.

Francesca's — filed in February, liquidation in March

Women's fashion retailer Francesca's once again filed for Chapter 11 in February, a few years after it was acquired out of an earlier bankruptcy.

With about $30 million in secured debt, as much as $100 million in liabilities, and no buyer, the company said in March that it would liquidate all inventory and close all 457 stores.

Eddie Bauer — filed in February, case proceeding

Outdoor retailer Eddie Bauer filed for Chapter 11 in February. Catalyst Brands, which owned Eddie Bauer's US and Canadian retail operations, said it needed to wind down the brand's nearly 200 stores after failing to find a buyer.

The bankruptcy does not affect Eddie Bauer's manufacturing, wholesale, or e-commerce operations, nor its retail business outside the US and Canada. Japan is home to several Eddie Bauer stores.

QVC — filed in April, expected exit in July

Home-shopping company QVC Group said in April that it was entering Chapter 11 to restructure its finances for QVC, HSN, and Cornerstone Brands.

The company said it plans to continue operating as usual with no planned layoffs or furloughs. The move is expected to last about 90 days and leave the company with $1.3 billion in debt, down from $6.6 billion.

QVC and HSN popularized TV-based shopping, but the company has faced stiff competition as audiences shift toward social-shopping platforms like TikTok Shop.

• My 70-year-old grandmother has been one of my biggest fashion inspirations.
• At 23, I still draw on her lessons as I get dressed, whether I'm wearing something casual or formal.
• She's taught me that clothes should be comfortable, practical, and confidence-boosting.

In many ways, my grandmother raised me.

We spent countless days together, and her face is at the center of some of my fondest childhood memories. She's one of the greatest influences in my life, shaping everything from how I see the world to how I dress.

Even as a 23-year-old, I admire her sense of style. Throughout her life, she's built an elegant wardrobe that draws from trends without necessarily following them.

At 70 years old, she continues to inspire me. Whenever I open my wardrobe to choose an outfit, I carry one of her invaluable lessons with me.

One of her core beliefs is that accessories should add to an outfit, not overwhelm it

I love accessories, often throwing on chunky jewelry, layering bold pieces, and stacking belts on my hips. Although my grandmother appreciates outfit embellishments, she's taught me to approach them with intention. They should add to an outfit, not overpower it.

For example, she isn't afraid to incorporate a pop of color — as long as it matches her accessories, from her bag to her shoes to her belt.

She's also strategic about her jewelry, choosing pieces based on her neckline and hairstyle that day. Her go-to earrings? Versatile medium-sized hoops, which are big enough to be visible under a range of hairstyles without dominating a look.

Now, my favorite everyday earrings are silver hoops. Every time I put them on, I feel like they brighten me up.

Although I play around with maximalist, trend-forward pieces, I stick to my grandmother's rules when I want to look elegant and timeless.

She taught me that walking with confidence can upgrade an outfit

My grandmother has always told me that picking out beautiful pieces is just the first step in putting together a great outfit. The way I carry myself when I'm wearing it can make or break a look.

I have vivid memories of her instructing me to walk in a straight line with my shoulders back, stepping with one leg in front of the other. I felt like I was balancing books on my head.

Over the years, walking with confidence has become second nature, whether I'm wearing a dress and heels or a sweatsuit and sneakers. She was right: It does make my clothes look better.

Even when my grandmother has dealt with health issues that affect her movements, she's always followed her own advice, walking straight with her head held high and shoulders back.

Her wardrobe is built on staple pieces that are practical and make her feel good

My grandmother has never been one to experiment much with clothes. I'm hard-pressed to remember a time when she wasn't wearing simple garments like straight pants, sweaters, tight long-sleeve T-shirts, or loose short-sleeve T-shirts.

She found her practical, elegant style when she was in high school and stayed true to it through every stage of life.

She gravitates toward easy-to-wear pieces that move with her and fit her body well. To her, clothes are meant to be worn, so they have to look and make her feel good in order to secure a spot in her closet.

For the past five years, I've focused on emulating her wardrobe. Every item I buy has to look good, feel nice on my body, and be practical.

When she layers, she makes sure the pieces complement each other

My grandmother has taught me that layering well requires more than throwing on multiple garments and calling it a day. The pieces have to be harmonious.

She has a way of looking elegant even as she combines unlikely pieces. When she's cold, I see her drape a long wool coat over her shoulders, throw on a pair of leather gloves, and tie a silk scarf around her neck.

Her base is always simple and cohesive, creating the perfect foundation for a layered outfit.

I've never been a big fan of layering clothes, but I use the same approach when choosing accessories. I start with a plain base layer before adding small, complementary pieces. I put thought into each one and consider how it works with the overall look.

My grandmother knows that wrinkles can ruin even the most stylish outfit

Growing up, my mom often insisted that I iron my clothes — later, I learned that the advice stemmed from my grandmother, who often shared it with her when she was young.

After all, even the best outfit can look messy if it's wrinkled.

In my family, crisp lines and smooth sleeves symbolize self-respect and elegance. Now, I follow their advice and never leave the house without ironing my clothes.

• Gap launched a collaboration clothing line with Victoria Beckham on Friday.
• The line includes basic T-shirts, a trench coat, denim jeans, a bomber jacket, and more.
• The pieces are chic and high-quality, but there were some sizing issues.

I arrived early at my local Gap expecting a crowd for the Victoria Beckham collaboration. Instead, I found mall walkers — and later, clothes that were as cute as they were hard to wear.

It wasn't until nearly 10 a.m. at my New Jersey mall that five shoppers (myself included) formed a makeshift line and gazed through the store's windows for an early look.

"They don't have everything in stock," I heard a few say.

Still, these fashion fans were ready. T-shirts, trench coats, and denim jeans were quickly pulled off racks once we got inside.

After snagging a few to try on myself, I was left feeling equally impressed and disappointed. Everything was cute, but nothing fit on me.

Victoria Beckham makes her mark on Gap

The former Spice Girl might be known for her high-fashion style and namesake designer brand, but she still embraces casual apparel brands.

Speaking with Vogue, she said Gap felt "distinctly American, fresh, and unlike anything else available at the time" after discovering it in the early 90s.

So a collaboration with Gap — a brand that's recently partnered with trendy designers like Dôen and Sandy Liang — made sense.

Beckham's line features jackets, branded sweatshirts, cargo pants, dresses, and more, with prices ranging from $34 to $328 per item.

The store I visited had about a third of the collection in stock. Among the missing items were the capris, pleated shorts, a denim shirt, and a tan minidress.

High quality, chic designs, and frustrating sizing

There wasn't time to be choosy. Customers were calm, but grabbed multiple sizes of the same garments so they could try different fits.

I wear a medium in most things, but that size seemed to disappear the fastest. I was mostly left to choose between extra small and extra large clothes by the time I got through the crowd.

The $38 branded T-shirts, available in gray and white, were among the most popular items at the store I visited. Initially, there was only an extra large left, which had too much fabric at the sleeves and back for me.

An employee later handed me a medium that another shopper had put back. Unfortunately, that one was too tight for my liking.

I've been on the hunt for the perfect white T-shirt, so this was disappointing. I loved the boxy cut and its thick fabric. I probably would have bought one if the store had my size.

I had similar issues with the $158 bomber jacket and $98 maxi dress. I loved the fresh styles of both pieces, but I couldn't make either work in the available sizes.

I also tried three pairs of pants: $128 cargo pants, $118 denim jeans, and $118 white jeans.

Though they all fit my waist nicely, they were far too long for my 5'2 frame. I was upset, but not surprised. I usually have to buy short-cut jeans online. Still, shorter options aren't available with this line.

Then I heard other shoppers struggling with sizing in the dressing room next to mine. "This is hideous," one woman said about a dress. "I'm 5'10 and I'm drowning in it."

Others seemed torn on which size coats and T-shirts they should choose.

Again, this was unfortunate. I would have loved to buy the blue jeans I tried on. They were the ideal wash and cut I'm looking for, and they felt expensive — not overly stretchy or tight.

Now, I don't know how to feel about the Victoria Beckham x Gap collection.

On one hand, I'm impressed. Every piece I tried felt heavy and high quality. They truly looked and felt like elevated Gap pieces, embellished with Beckham's stylish flair.

I just can't look past the sizing. I couldn't justify a $34 T-shirt that didn't fit perfectly, and I wouldn't want to spend extra money to get any of the pants tailored.

So while I applaud her designs, I'm not sure I'm the target body type for this line. Beckham seems to have designed her Gap collection with taller people in mind.

As I prepared to leave the store empty-handed, I saw excited customers checking out at the registers with arms full of Victoria Beckham pieces. Many seemed particularly excited about buying the $168 parka, which is sold out online.

Business Insider reached out to Gap on the line's sizing, but didn't hear back.

• Target is calling about 150 remote workers back to its Minneapolis headquarters.
• The relocation mandate impacts workers within its merchandising division.
• The retailer, which brought on a new CEO earlier this year, has been working to turn the business around.

Target is calling more remote workers back to its headquarters.

The retailer is requiring about 150 remote workers within two teams in its merchandising group to relocate to Minneapolis, a spokesperson confirmed to Business Insider. Bloomberg earlier reported the news.

The company is offering relocation assistance to those who decide to move and severance to those who choose not to.

A company spokesperson said in a statement that "increased in-person collaboration across a core part of our merchandising team will help us reinforce our merchandising authority, unlocking greater creativity and enabling us to move faster to deliver on our strategy."

The retailer, which brought on a new CEO earlier this year, is in the midst of a turnaround strategy to revive growth, and improving its merchandise is a pillar of that effort.

The relocation mandate comes as more companies, such as Amazon and AT&T, have been calling workers back into the office in recent years. Target last year ramped up in-office days for employees already based in Minneapolis.

Target does not have a companywide mandate and has left in-office requirements to team leaders.

Have a tip? Contact this reporter via email at dreuter@businessinsider.com or text/call/Signal at 646-768-4750. Use a personal email address, a nonwork WiFi network, and a nonwork device; here's our guide to sharing information securely.

Organic food often costs more than conventional food because it is more expensive to produce. Farmers have higher labor costs, costly infrastructure, and strict certification requirements under the widely trusted USDA organic label.

While large farms can absorb these costs, smaller farmers often cannot. Some continue to use organic methods but drop certification due to its expense, losing the ability to market their products as "organic."

Although consumers trust the USDA organic label, and organic foods may reduce pesticide exposure, the nutritional benefits are less clear, raising questions about whether the higher price is worth it.

• Papier CEO Taymoor Atighetchi explains why he believes his brand is resonating in the age of AI.
• The stationery company doubled sales between 2022 and 2025.
• It is now expanding into board games, with backgammon and chess sets set to launch later this year.

In a world dominated by screens, Papier CEO Taymoor Atighetchi believes stationery has become a quiet form of escape.

Founded in 2015, stationery brand Papier has grown from a UK startup into a company serving 2.5 million customers globally. It doubled sales between 2022 and 2025, generating more than £40 million ($54 million) in the year ending January 2026.

The brand has been capitalizing on a broader push among millennials and Gen Z toward going analog. Atighetchi saw early signs of a "digital detox" among millennials when the company launched, but didn't anticipate how strongly Gen Z would later embrace it.

As more of life has moved online, digital fatigue has set in, driving renewed interest in offline hobbies like journaling, scrapbooking, and board games — a shift Papier is leaning into.

Now AI is adding another layer.

As concerns grow around job losses and the erosion of workplace skills, some consumers are seeking out experiences that feel more intentional and human.

AI is "going to accelerate the need for authenticity. It's going to accelerate people wanting human creativity," Atighetchi said.

"People will become sick of algorithms dictating everything they should do and say," he said. "Everything to do with writing — writing notes, letters — is very intentional. It's very human."

The handwritten note becomes more important than ever, he said.

This drive for authenticity is showing up in sales. Papier reported that notecards grew 33% year on year in 2025, while writing paper rose 23%. Notecards are particularly popular in the US, where sales in 2025 more than tripled those in the UK.

Stationery is a novelty for Gen Z

After studying History of Art at the University of Cambridge, Atighetchi worked as a management consultant at Bain.

It was during his time there that he identified that the stationery market needed disruption.

"I realized that this is actually quite a big niche, and one that needed some disruption and had no real category leader — or at least one that was more relevant to modern consumers," he said.

Papier was set up to be digital-first, offering consumers ways to personalize and buy stationery online.

And despite its analog offering, Papier is still, in principle, a "tech-heavy business," Atighetchi said.

While it was originally aimed at millennials, Gen Z now accounts for 35% to 40% of its customers.

Atighetchi said the company didn't foresee that this generation would become such a key customer for the brand. For millennials, stationery is nostalgic; for Gen Z, it's more of a novelty. "It's almost a new discovery," he said.

Products like its academic diaries have proven especially popular with this generation, with Papier selling around 1,400 of these a day during the back-to-school period.

The ability to personalize products on its website is also something Gen Z loves, he said.

Then there's the trendy aesthetic of its products. Papier works with up-and-coming British designers such as Luke Edward Hall and Damson Madder to stay current in its designs.

"We're very keen to always make sure that we're right at the front of trend, of design, of art, culture," Atighetchi said.

The company is now expanding further into offline experiences. It plans to open its own retail stores, starting in the UK, and is investing in games. It plans to launch chess and backgammon sets later this year.

Hobbies, particularly analog games that can be played with others, are being increasingly seen as an antidote to social isolation and screen fatigue.

"Anything that takes people away from digital experiences into physical experiences, that's something that Gen Z wants more and more and more of," Atighetchi said.

He's energized by a broader shift toward a more analog life.

"It's good for our brains and our souls and for future generations that we're not just sitting and scrolling," he said.

"You know, I think it's a good news story if you tell people, 'you know what people are sketching again,' I think everyone collectively feels that that's great for the world," he added.

• Saks Global filed for bankruptcy protection earlier this year.
• Now the luxury retailer is looking to sell off its corporate jet for $6 million.
• The sale, which requires court approval, would boost Saks' liquidity, the retailer said in a filing.

Bankrupt luxury retailer Saks Global is looking to shed a high-end executive perk — its sole corporate jet.

In a recent court filing, Saks Global, the owner of department stores Saks Fifth Avenue, Neiman Marcus, and Bergdorf Goodman, detailed its plan to sell its 2003 Gulfstream G400 jet for $6 million to a private buyer.

The jet, which can carry up to 16 passengers and is powered by two Rolls-Royce engines, was primarily used by Saks executives for business travel and to "meet operational needs," attorneys for the retailer said in the Sunday filing.

When the jet was not in use for business purposes, Saks "allowed certain current and former executives and directors" of the company to use the aircraft for personal travel under time-sharing agreements, the court papers said.

The proposed sale, which requires approval from the federal Texas bankruptcy court where Saks filed for Chapter 11, would "enhance" Saks' liquidity "by eliminating unnecessary costs and expenses," the retailer's attorneys wrote in the filing.

Saks hired aviation broker Guardian Jet to market the aircraft after the luxury giant filed for Chapter 11 bankruptcy protection in January, the court filing said.

The broker and Saks negotiated with prospective buyers and ultimately secured the "best and highest sale price" from the buyer, identified in the court documents as Jones Aviations LLC.

Under the terms of the agreement, the buyer would put down a $250,000 refundable deposit. The deal also includes a $210,000 broker fee for Guardian Jet.

A Saks spokesperson told Business Insider in a statement on Tuesday that the retailer's "leadership has made the decision to sell the company's legacy plane as it continues prioritizing the disciplined use of capital."

"This action represents another deliberate step to direct investments toward the areas of the business that will drive meaningful growth for a stronger Saks Global," the spokesperson said.

Saks filed for Chapter 11 on January 13 after missing payments to vendors and building a precarious debt load. At the time, Saks owed hundreds of millions of dollars to creditors, including Chanel and LVMH.

The cost cutting started almost immediately. In February, Saks said it would shutter nearly all of its discount Saks Off Fifth and Neiman Marcus Last Call locations, as well as several Saks Fifth Avenue locations. The next month, the company announced more closures.

Following the move, 15 Saks Fifth Avenue locations and 33 Neiman Marcus locations remain.

The retailer expects to emerge from bankruptcy during the summer.

While Saks said in the Sunday court filing that selling off the Gulfstream jet would "maximize value for the benefit of all creditors," won't cover much. Roughly two weeks of Saks' legal bills in January totaled $7.2 million, court papers showed.

• I buy some great products at Dollar Tree, but there are things I don't like to get at the chain.
• The trash bags and plastic storage bags at the chain have not impressed me much.
• I'd rather spend a little more to get higher-quality tools, kitchen gadgets, and candles.

As a mom of two teenagers, I try to stress to my kids that it's never a bad idea to save money where you can.

One way I've done so is by shopping at the discount chain Dollar Tree for the past two decades. It's been my favorite place to grab household essentials at low prices.

I've been happy with spices, batteries, face masks, and other basics I've purchased there for $1.25 or $1.50 — way less than I've paid at other big-box stores.

However, there are a few Dollar Tree items I've found to be not worth my time or money. As a frequent shopper, here are a few things I don't buy from the discount chain.

I'd rather get my candles elsewhere.

I enjoy burning scented candles in my home, but I've found that the ones sold at Dollar Tree are just OK.

In my experience, Dollar Tree's candles smell great in the store but don't seem to emit much fragrance when lit at home. They can also burn very quickly.

I'd rather spend a few more dollars to get a better-quality candle from somewhere else, like Target or Aldi.

Although I skip the chain's plastic toys, Dollar Tree has some great activity options for kids.

My kids may be teenagers now, but I remember all too well when they were small, and they'd ask to get a toy on our Dollar Tree shopping trips.

My answer was no if they were looking at the toy section filled with flimsy plastic items that didn't seem designed to last more than a few weeks.

Instead, I'd direct my kids to pick out something else from the discount chain, like craft supplies, sidewalk chalk, modeling clay, or coloring books.

Dollar Tree has a great selection of these items, which encourage kids to use their creativity and are less likely to end up in the donation bin after a week.

In my experience, tools are worth investing in.

Over the years, I've purchased screwdrivers, pliers, and other tools at Dollar Tree that broke after a few uses or in the middle of a DIY project.

Although the prices here are tempting upfront, I'd rather invest in more expensive, built-to-last tools I can use for years to come.

Still, some of the chain's hardware section is worth checking out. I've been happy with the nails, screws, and stick-on wall hooks I've bought at Dollar Tree.

The garbage bags have not impressed me.

With a house full of teenagers and pets, I need durable garbage bags that'll make it from our kitchen to our outdoor trash area without making a mess.

Sadly, the trash bags I've purchased at Dollar Tree have not held up as well as pricier ones from more recognizable brands. I'd rather spend a few more dollars on trash bags so I can worry less about potential rips and holes.

The disposable plastic storage bags aren't for me, either.

Whether we're packing snacks for a trip or storing dinner leftovers, our family needs our plastic bags to be sturdy and really reliable. So, I skip the ones at Dollar Tree.

Despite the tempting price, I find they can rip quite easily, and, if they have seals, they don't hold very well.

I'll skip most of the kitchen gadgets and utensils.

I've stopped buying knives, flatware, and kitchen tools at Dollar Tree. Many of the ones I've tried have been more flimsy than I'd prefer, and some have bent or broken during use.

That said, these budget-friendly options can be great if you're looking for somewhat disposable kitchen items that can be tossed after a few uses — maybe basics for an outdoor cooking area or to keep by the grill.

The food-storage containers haven't lived up to my expectations.

I'm a big fan of buying food storage containers that are inexpensive, lightweight, and easy to replace if they get lost. After all, I have two teens and a husband who use these to take meals out into the world almost daily.

Unfortunately, the ones I've tried from Dollar Tree haven't met my expectations. In my opinion, they crack pretty easily and just don't feel as high-quality as low-cost options I've bought at stores like Target or Walmart.

I'd rather purchase my paper goods elsewhere.

Paper goods are essential in any household, from sturdy paper towels to clean up kitchen messes to soft tissues for cold and flu season.

Dollar Tree has many options, but offerings I've tried from the chain have let me down so far, from too-thin toilet paper to tissues that feel scratchy on the nose.

I prefer to purchase my paper goods elsewhere and stick with my family's tried-and-true labels. By buying in bulk or looking for sales, I can often find paper towels and other basics at comparable prices anyway.

• Saks Global is closing more stores, including locations of its flagship brand and Neiman Marcus.
• In January, Saks filed for bankruptcy after failing to pay vendors for over a year.
• The company says it is now focusing on the luxury sector.

Saks Global, the bankrupt company behind Saks Fifth Avenue, Neiman Marcus, and Bergdorf Goodman, is continuing to close stores.

In March, the company said it would close 10 Saks Fifth Avenue and two Neiman Marcus locations. The news came after a February announcement that it would close eight Saks Fifth Avenue stores and one Neiman Marcus, as well as nearly all of its Saks Off Fifth and Neiman Marcus Last Call locations.

Following the closures, only 15 Saks Fifth Avenue locations will remain open, according to an updated press release. Thirty-three Neiman Marcus stores will continue operating, the company said.

"Our go-forward store portfolio will comprise the best performing and most desirable locations in markets with the highest concentration of luxury customers," Geoffroy van Raemdonck, Saks Global's new CEO, said in a statement announcing the closures.

Word of the latest wave of closures came with some good news for the company: More than 500 brands have resumed shipping to Saks' retailers after the company had struggled with inventory for months.

"The Company has reached or nearly reached agreements with more than 175 brands across all categories," the statement said.

In January, Saks Global filed for Chapter 11 bankruptcy protection following a year marked by missed payments and restructuring. The company owes hundreds of millions of dollars to brands like Chanel and LVMH.

As part of its turnaround plan, Saks said in January that it was "sharpening its focus on luxury" and would close the majority of its discount stores.

Saks Off 5th's website, a separate legal entity from Saks Global, hosted a liquidation sale and is shutting down.

Earlier in January, Saks shut down a facility in Florida and said it would lay off at least 74 positions.

Here is the full list of Saks Fifth Avenue, Saks Off 5th, Neiman Marcus, and Last Call locations closing:

Saks Fifth Avenue locations closing:

1. The Summit (Birmingham, AL)

2. Polaris Fashion Place (Columbus, OH)

3. American Dream (East Rutherford, NJ)

4. Shops at Canal Place (New Orleans, LA)

5. Bala Plaza (Philadelphia, PA)

6. Biltmore Fashion Park (Phoenix, AZ)

7. Stony Point Fashion Park (Richmond, VA)

8. Utica Square (Tulsa, OK)

9. Beachwood Place (Beachwood, OH)

10. Wisconsin Avenue (Chevy Chase, MD)

11. Michigan Avenue (Chicago, IL)

12. South Coast Plaza (Costa Mesa, CA)

13. Las Vegas Boulevard (Las Vegas, NV)

14. Long Island (Huntington Station, NY)

15. Triangle Town Center (Raleigh, NC)

16. North Star Mall (San Antonio, TX)

17. Plaza Frontenac (St. Louis, MO)

18. Tysons Galleria (Tysons, VA)

Neiman Marcus locations closing:

1. Copley Place (Boston, MA)

2. Ala Moana (Honolulu, HI)

3. Topanga (Canyon Park, CA)

Saks Off 5th locations closing

1. Mebane (Mebane, NC)

2. Charleston (Charleston, SC)

3. Grand Prairie (Grand Prairie, TX)

4. Ala Moana (Honolulu, HI)

5. Petaluma (Petaluma, CA)

6. Glendale (Glendale, AZ)

7. Tucson (Tucson, AZ)

8. Merrimack (Merrimack, NH)

9. Riverhead (Riverhead, NY)

10. Clinton (Clinton, CT)

11. North Atlanta (Woodstock, GA)

12. Aurora Chicago (Aurora, IL)

13. Dallas Park (Dallas, TX)

14. Northbrook (Northbrook, IL)

15. Eagan (Eagan, MN)

16. Columbus (Columbus, OH)

17. San Diego (San Diego, CA)

18. Camarillo (Camarillo, CA)

19. Ontario (Ontario, CA)

20. Milpitas (Milpitas, CA) 21. State Street (Chicago, IL)

22. Stamford High Ridge (Stamford, CT)

23. Greenburgh (Greenburgh, NY)

24. Arundel (Hanover, MD)

25. Hawaii (Honolulu, HI)

26. Palm Desert (Palm Desert, CA)

27. Scottsdale (Scottsdale, AZ)

28. Phoenix (Chandler, AZ)

29. Eastchester (Eastchester, NY)

30. Bridgewater (Bridgewater, NJ)

31. Clarksburg (Clarksburg, MD)

32. Deer Park (Deer Park, NY)

33. Shrewsbury (Shrewsbury, NJ)

34. Elizabeth (Elizabeth, NJ)

35. Boston (Somerville, MA)

36. Wrentham (Wrentham, MA)

37. Orlando Vineland (Vineland, FL)

38. Naples Park Shore (Naples, FL)

39. Orlando (Orlando, FL)

40. Tampa (Lutz, FL)

41. Ellenton (Ellenton (Tampa), FL)

42. Destin (Destin, FL)

43. Charlotte (Charlotte, NC)

44. Atlanta (Woodstock, GA)

45. Hilton Head (Bluffton, SC)

46. Rosemont (Rosemont, IL)

47. Cypress (Cypress, TX)

48. Sugarland (Sugarland, TX)

49. Katy (Katy, TX)

50. Costa Mesa (Costa Mesa, CA)

51. Beverly Connection (Los Angeles, CA)

52. Woodland Hills (Woodland Hills, CA)

53. Las Vegas N (Las Vegas, NV)

54. Livermore (Livermore, CA)

55. San Antonio (San Antonio, TX)

56. Cabazon (Cabazon, CA)

57. Las Vegas S (Las Vegas, NV)

Last Call locations closing:

1. Sawgrass Mills (Sunrise, FL)

2. Desert Hills Premium Outlets (Cabazon, CA)

3. Grapevine Mills (Grapevine, TX)

4. San Marcos Premium Outlets (San Marcos, TX)

5. The Outlets at Orange (Orange, CA)

Update: April 7, 2026 — This story has been updated to include the latest number of Saks Fifth Avenue locations that will remain open.

• Amazon is testing a new 24/7 delivery service, offering premium slots for faster shipping options.
• Amazon's new delivery model can add high costs, but increased sales volume could help turn a profit.
• Amazon is also testing premium, faster deliveries for an extra fee.

Amazon built the "Everything Store." Now it's trying to become the every-hour store.

The e-commerce giant is testing a new delivery system that breaks the day into 10 distinct windows spanning 24 hours, according to internal documents obtained by Business Insider.

That's a meaningful expansion from Amazon's traditional delivery hours, which typically run from 6 am to 10 pm. The new structure effectively turns delivery into a rolling, all-day cycle, with faster options carrying premium fees.

The initiative, led by Udit Madan, Amazon SVP of worldwide operations, began as a pilot program with plans to potentially expand across the network later this year, according to the documents.

Selling speed

If successful, it would mark one of the most significant changes to Amazon's delivery model in years, shifting the company from offering fast shipping as a default to selling speed as a premium product.

As part of the effort, Amazon has explored charging extra fees for fast delivery options, including 45-minute and 2.5-hour services, according to the documents.

By expanding delivery hours and introducing paid upgrades for faster service, Amazon is trying to turn the final and most expensive stretch of its logistics network into a new source of profit.

According to internal projections, Amazon projects the new delivery fees and higher sales volume will ultimately make faster shipping a meaningful profit driver, even as it expects hundreds of millions of dollars in near-term costs.

"Explore avenues to monetize (charge ship-fee) on the last 1-hr of delivery," one of the documents stated.

Starting as a small pilot

An Amazon spokesperson told Business Insider the company is conducting a "small pilot in a few US locations" to test a new delivery structure that will "introduce shorter delivery windows" and provide customers with "more frequent delivery options throughout the day."

Amazon has not decided on the future rollout of the new program and is evaluating customer response before deciding whether to expand it more broadly, the spokesperson added.

This is unrelated to last week's launch of 1-hour and 3-hour delivery options, the spokesperson also said. That built on a limited 30-minute ultrafast service introduced last year.

"We are always innovating on behalf of customers and continue to find new ways of offering them lower prices, greater selection, and more convenience," the spokesperson said in an email statement.

Slicing up a day

Under the new system, Amazon divides the day into named, overlapping windows, each roughly three hours long.

The windows span early-morning slots like 3 am to 6 am through evening and overnight periods such as 8 pm to 11 pm and 11 pm to 4 am, each with internal codenames ranging from "Sunrise" and "Coffee" to "Nightowl."

The new system also gives Amazon tighter control over how delivery options are presented.

According to the documents, Amazon wants to show customers specific arrival times, making delivery feel precise and predictable, not just fast. For example, it wants to say the package "arrives in 45 minutes," instead of a window range, the documents showed.

The Amazon spokesperson said the company already provides delivery estimates like "arrive by," and, in some cases, more precise timing as it continues to improve accuracy over time. Amazon is not moving to "exact, minute-by-minute scheduling," the spokesperson added.

Amazon believes a steady, deliberate rollout of the new delivery service will help it better learn and measure the impact before expanding across the full network, according to one of the documents.

Speed is expensive

The plan to charge for faster delivery marks a broader shift for Amazon. For years, the company bundled new perks into Prime at no extra cost. Now it's increasingly charging for premium features, from ad-free Prime Video and Whole Foods deliveries to services like One Medical.

For the faster delivery fee, Amazon benchmarked similar services from Walmart, Instacart, DoorDash, and UberEats, one of the documents showed.

The Amazon spokesperson said this is not a shift away from "fast, free delivery" or "a change in approach." The Prime membership continues to offer "significant value, including fast, free delivery on millions of items, alongside optional faster delivery options in some cases," the spokesperson added.

The push for all-day delivery and speed, however, comes at a cost.

One estimate, based on expanding the service to all sites by July, projects more than $330 million in costs this year and over $780 million next year. A slower rollout, reaching full scale by September 2026, would bring next year's costs closer to $490 million, according to the documents.

At the same time, Amazon expects faster shipping to drive higher order volume and revenue, with the goal of ultimately making the model pay for itself.

The company projects the fully scaled program will increase sub-same-day delivery volume by at least 40 million units this year alone, helping offset the added costs through higher sales and new revenue streams, including premium delivery fees. Those fees are expected to generate at least $20 million in incremental revenue this year, according to the documents.

Over time, Amazon expects the model to turn profitable, projecting about $40 million in operating profit this year and roughly $260 million in 2027 if fully rolled out by September 2026, the documents added.

That helps explain why Amazon is moving quickly to expand all-day delivery. The company wants to "blitz scale" the model across its network this year after the current pilot test, according to one of the documents.

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• Lawyers for Michael Jeffries say he is incompetent ahead of his October sex trafficking trial.
• At a hearing Tuesday, a defense expert said the ex-CEO of Abercrombie & Fitch is severely impaired.
• She also alluded to a prison tape, in which Jeffries said doctors "better find me incompetent."

Former Abercrombie & Fitch CEO Michael Jeffries was recorded on prison tape last year saying doctors 'better find me incompetent," a defense psychologist testified on Tuesday.

The testimony came as Jeffries sat in a federal courtroom in Central Islip, New York, for the start of a three-day mental competency hearing.

Jeffries, 81, is fighting sex-trafficking charges that allege that while helming the international retail giant, he used his wealth and power to abuse dozens of aspiring male models.

His lawyers are hoping to prove he is mentally incompetent to stand trial alongside two co-defendants — long-term romantic partner Matthew Smith and a third man in their employ. Jury selection is scheduled to start on October 26.

Federal prosecutors maintain Jeffries is competent. It's a conclusion they say is supported by their own doctors and more than 100 of Jeffries' phone calls with Smith.

The calls were recorded last year, during the ex-CEO's four-month stay in the mental health unit of a federal prison in North Carolina.

Defense lawyer Brian H. Bieber raised one potentially damaging tape early in Tuesday's hearing. He asked his first defense expert if there is a tape in which Jeffries is "hoping for a good outcome?"

The witness, Jacqueline C. Valdes, a clinical neuro-psychologist, said yes, and referenced a recorded conversation where Jeffries says, "You better find me incompetent," in reference to his prison mental health examiners.

"He was just saying things without a filter," Valdes explained, addressing US District Court Judge Nusrat Choudhury. "It's just another example of the disinhibited behavior I was talking about earlier," Valdes told the judge.

Other examples include Jeffries using "words like bitch'" in conversations with prison mental health workers, Valdes said. "He was repeatedly described as being a little too personal," she told the judge.

"It happened with me," during her examinations of Jeffries earlier this year, she added. "He was sometimes jocular, sometimes too personal in his interactions with me."

Defense lawyers have argued that Jeffries has a ten-year history of severe cognitive impairment from advancing Alzheimer's disease and Lewy body dementia, a progressive neurodegenerative condition.

Jeffries' erratic behavior is symptomatic of his illness, and could cause him to "blurt out" self-incriminating statements in front of the judge or prospective jurors, the defense has argued.

On Tuesday, Valdes said Jeffries' inappropriate behavior is part of a spectrum of dementia symptoms made worse by the lingering effects of a fall during a trip to South Africa in 2018, four years after his retirement.

Even before his October 2024 indictment, Jeffries was prone to hallucinations, wandering, delusional thinking, and "acting out his dreams," symptoms she said have been helped somewhat by medication.

Smith told her during a 2023 interview that Jeffries was "found in a neighbor's yard, sitting in his underwear and being unable to move," Valdes said.

Now free on $10 million bail, Jeffries sat quietly at the defense table throughout Tuesday's testimony, his mouth set in a tight frown. He turned his head to look at whoever spoke, and kept his hands clasped in front of him or fiddled with a pen.

Speaking with others is Jeffries' strong suit, Valdes told the judge, again referencing the prison tapes.

"He can converse," she testified. "Language abilities are actually his strongest ability."

But scans show evidence of brain atrophy and other markers of dementia, she said, and he tests extremely low in memory and comprehension.

Last year, he appeared flummoxed when asked to name as many fruits and vegetables as he could, she said, calling his response "on the bottom 3% for his age." His recall of a list of 16 words was at the bottom 1% for his age, she said.

Federal prosecutors counter that in December — after his release from four months of examinations and treatment at Butner — their own doctors found Jeffries could understand his charges and assist in his defense, the criteria for competency to stand trial.

They plan to call three of their own psych experts to testify during the hearing — and to play sections of last year's prison tape in court.

Jeffries, Smith, and employee James T. Jacobson have all pleaded not guilty to sex trafficking and interstate prostitution charges. They face mandatory minimum sentences of 15 years and as much as life in prison if convicted.

In the early 1900s, while diners dominated the American northeast, the South had its own institutions: cafeterias. At their peak, there were thousands nationwide, with big chains like Morrison's and Luby's operating locations all over the South. They took off because they served affordable comfort food quickly. And they became community centers of sorts. On Sundays, families would slide their trays down the lines after church. There were entire sections of the phone book dedicated to them. But in the '90s, cafeteria lines started to dry up, and many chains shuttered. We went to Georgia to learn how one of the state's oldest and one of its newest cafeterias are fighting to keep their hot bars steaming and communities fed.

• A competency hearing is set to begin Tuesday in the sex trafficking case against Michael Jeffries.
• His lawyers hope to prove the ex-CEO of retail giant Abercrombie & Fitch is mentally unfit for trial.
• They say he has dementia and could "blurt out self-incriminating statements" in front of a jury.

As CEO of Abercrombie & Fitch some 20 years ago, Michael Jeffries helmed an international retail giant whose advertising was steeped in racy images of beachside adventure and shirtless young men.

On Tuesday, Jeffries, 81, must appear in a Long Island courtroom for a sex trafficking case that alleges he used his power and wealth to abuse dozens of aspiring male models.

Jeffries' lawyers are set to argue during three days of hearings this week that their client, now 81, is mentally incompetent to be tried on those charges.

The ex-CEO, who pleaded not guilty to the charges in 2024, has Alzheimer's and Lewy body dementia, a neurodegenerative disease, his lawyers say. Jeffries also suffers continuing effects from a traumatic brain injury, they say; three defense experts are poised to testify.

Should he be required to stand trial — jury selection is scheduled to start October 26 — Jeffries would not understand the proceedings or be able to assist in his defense, his lawyers have said.

His dementia may even disrupt the trial, they argue.

Jeffries is prone to memory lapses and "inappropriate behavior" that could spill over into the courtroom, his lawyers warned in a court filing last year.

"He may blurt out self-incriminating statements or engage in erratic behavior, which would undermine his credibility and risk prejudicing the judge or jury against him," they wrote.

Prosecutors counter that Jeffries's condition has improved after more than four months of mental health treatment and evaluation at a federal correctional institution in Butner, North Carolina.

They plan to present testimony from three experts during the three-day hearing to prove he is now competent to stand trial.

They may also present some of more than 100 audio recordings of phone calls between Jeffries and his romantic partner, Matthew Smith — a co-defendant in the case — from Jeffries' time at Butner.

Prosecutors allege that Jeffries, Smith, and their employee, co-defendant James Jacobson, ran an international sex trafficking and prostitution business that targeted men who were young, financially insolvent, and eager to become models for the top brand.

The alleged victims were abused between 2008 and 2015 in a series of attacks at drug-fueled "sex events" across the US and at luxury hotels in Europe, Morocco, and Saint Barthelemy, according to a 2024 indictment.

Smith and Jacobson have also pleaded not guilty to the charges. All three are currently free on bail.

Jeffries earned "tens of millions of dollars per year" at the height of his career, prior to his retirement in 2014, according to prosecutors. He has posted $10 million bail.

Prosecutors have seized more than $11 million in cash from a trust fund controlled by Jeffries, according to court records.

All three defendants face a mandatory minimum 15-year sentence and as much as life in prison if convicted.

• Kim Vaccarella, CEO of Bogg, said dupes have cost her business tens of millions.
• Social media has driven the Bogg bag's growth, but also boosted competition and copycats.
• Bogg's unique offerings and customer service aim to outshine cheaper dupes.

Bogg's founder takes each dupe she sees personally.

Kim Vaccarella began making Bogg 15 years ago to be the ultimate beach bag for working moms. She saw an opportunity in the plastic material used for flip-flops — durable and waterproof.

Thus, the Bogg bag was born with its patented design featuring signature holes and a flat bottom, which Bogg says makes it tip-proof.

"My plan was to come up with the idea, patent it, and maybe sell it because I had a career," Vaccarella said. "Once I put my papers in for the patent and started reaching out to a few companies, I was getting a lot of nos."

There were those who said the Bogg bag was a one-time purchase that wouldn't attract repeat customers.

Vaccarella believed in her idea, however, and quit her job in 2018 to run the company full time. It wasn't long after that she realized she had a viral hit on her hands thanks to social media. The power of TikTok and beyond has been a game changer for Bogg. It led the business to $100 million in annual revenue by 2024, Vaccarella said.

However, being the new it-bag came with its hardships. Along with her success came Vaccarella's No. 1 enemy: dupes.

Dupes are products that are similar in appearance or functionality to a higher-end item but sold at a lower price. Bogg bags start at $55 for the smallest size and go up to $100 for the largest. Similar bags in the largest size sell online from retailers like Walmart for less than the small Bogg "bitty bag."

"Social media is kind of that double-edged sword where you're getting a lot of exposure, a lot of new customers, but also, that visibility is introducing new competitors and giving them ideas," Vaccarella told Business Insider.

The viral success and dupes that have come with it have cost Bogg tens of millions of dollars, Vaccarella said.

As dupes become more common, even larger brands like Lululemon have taken action to curb copycats, including suing retailers. To combat the copycats, Vaccarella said she keeps three principles in mind.

Know your audience

Gen Z may be the talk of the town among many retailers, but Vaccarella said that Bogg knows its customer base skews older. Its target shoppers are women ages 18 to 64, but moms over 35 are the brand's "sweet spot," she said.

"She's carrying all the things for a day at the ball field, for the pool, for the beach," Vaccarella said.

Knowing who is willing to pay the premium price for the real thing is a key part of its strategy.

Social media is also a powerful tool driving Bogg's growth. Vaccarella said that it has helped build its customer base to 78% new shoppers, with 22% being returners.

It's still not an ideal mix, Vaccarella said, as companies tend to want to see a higher percentage of return visits. However, she said the numbers are based on Bogg's direct-to-consumer business and don't include its retail partners that carry Bogg products, such as Dick's Sporting Goods, Nordstrom, or Bloomingdale's.

You won't find Bogg bags at your local Hobby Lobby, Five Below, or other discount stores, though.

"Unfortunately, with our pricing, we can't sell in a Walmart," Vaccarella said.

Stand up for your ideas

Vaccarella has taken legal action against retailers whose marketing and products she thinks could confuse consumers. It's not about making a profit, she said, but making up for the "significant" amount of revenue that may have been taken away from Bogg.

"I just want them to stop in most cases," Vaccarella said.

Bogg applied for trade dress, a form of intellectual property protection that protects a product's visual appearance. It's worth the time and money, she said.

It's helped Bogg when it sent out cease-and-desists, followed by further legal action. Suing copycats isn't a "money-making scheme," Vaccarella said.

"Even if it pays the legal fees that I have to pay, just to get somebody to stop, it's worth it," she said.

Offer something the dupes can't

While dupes make certain product types more accessible to those who can't afford to spend $100 on a bag, Vaccarella said some things can't be replicated.

That's how Bogg justifies its premium pricing. You may be able to pick up a similar bag for $20, but Vaccarella said it won't come with the service Bogg offers.

"I'm not going to say every single dupe is a throwaway product, but we see that they break," Vaccarella said. "If your bag breaks, if the button comes off, we're going to send you a new button."

It's not only the repairs that Vaccarella said keep customers loyal, but also the ability to accessorize your bag to make it both functional and stylish. Shoppers may hope to kit out their Bogg dupes with accessories from the real brand, but they don't fit.

It's an opportunity to get them to buy into the Bogg family and leave their dupes behind.

• Target used to have one of retail's top mobile apps, but competitors are catching up.
• Over the past year, the company has quietly rolled out several AI-powered shopper-friendly features.
• I tried them out and found three ways the refreshed app makes shopping easier.

Target's mobile app has long been one of the company's not-so-secret weapons.

The retailer was an early mover among its brick-and-mortar peers to seriously invest in its digital business. The app drove Target's early success in curbside pickup and continues to serve as a hub for its membership programs.

I started shopping at Target much more often when my first daughter was born during the pandemic, and I often wished more retailers had apps as useful as the one with the Bullseye logo. The store map was a particular timesaver for me during a very busy time in my family's life.

In recent years, the competition has stepped up to narrow Target's lead, or in some cases, surpass it.

From scan-and-go self-checkout in the Walmart and Sam's Club apps, to Lowe's and Home Depot helping shoppers find and learn more about products in their stores, mobile apps have evolved into much more than a pocket-sized version of the company's website.

Not every store's app needs the same features, but it was starting to look like Target was losing its advantage.

Roughly one-fifth of Target's merchandise sales last year were made via web or app, or more than $21 billion. Beyond the e-commerce factor, good apps matter because shoppers are still very much going into stores, only now they're more likely to have a phone in hand while they fill their carts.

"About a third of our guests are using their app in the store," Target's chief revenue and digital officer, Sarah Travis, said at a meeting with investors and media at the company's Minneapolis headquarters earlier this month, which I attended.

Travis showed how Target has responded to this shift with several new, user-friendly features intended to make shopping easier. I was surprised to see these upgrades had been rolled out so quietly.

Unlike Target's flashy partnerships with Google or OpenAI, these new features involve more subtle integrations of artificial intelligence to supercharge common tasks.

"Target's unique opportunity is to think holistically about guest experience," Travis said, referring to this blended digital and physical approach to shopping. "The experience that you get today is vastly different than the experience that you would have gotten six months ago."

Once I got home, I decided to try them for myself. The features aren't all exclusive to Target, but three struck me as much-needed additions to the app experience — especially if Target wants to get shoppers to come back.

A handwritten list scanner

Like physical stores, the paper (or whiteboard) grocery list is still very much a reality for many US households.

I can't speak for everyone, but my family rarely makes grocery lists with detailed branding or package info — we list items in general terms like "milk" rather than "Fairlife 2% Organic Lactose Free Milk — 52 fl oz."

Now, in the My Target tab in the app, there's an option to "scan a paper list," which uses the phone's camera to capture handwritten text.

Once the app processes the image, it pulls up to 20 relevant product listings per list item to either add to an in-app basket or shopping list, turning your handwritten notes into an order that you or someone else can fulfill with precision.

It worked pretty well when I tried it, except when the app assumed I was looking for a women's or children's shirt and didn't show any men's options. My paper list just said "T-shirt," so I could have been more specific.

The buy it again tab

Another more prominent tool enhances a preexisting app feature and gives it prominent placement as a tab on the main screen.

Target's app has long made it easy to find past orders and add selected items to your cart. That's still an option, but now the app highlights frequently purchased items, items with active discounts, and stuff you bought a while ago that might be running low.

The tailored experience means that no two shoppers have the same experience, Travis said, adding that the feature "has essentially become a speed run for weekly essentials."

In a few taps, you can be restocked and ready to go.

A more helpful map

In my experience, one of the Target app's most useful features — by far — is its mapping tool that shows where to find a product in a sprawling store. This is especially helpful when traveling or when I have to go to a location across town.

When Home Depot rolled out its own version, called Store Mode, I found myself wishing Target had something to match. Now it does, thanks to the same geolocation startup, which says it also provides the service for Dick's Sporting Goods.

With the recent upgrade (and location sharing turned on), the app now prompts in-store customers to enter "Store mode," which enables a batch of map-based features, including where to find current deals and promotions.

In the "List" tab, rather than having to hunt for items one-by-one, everything on your in-app list (that you scanned earlier) shows up as a pin on the store map, helping plan a path to get what you came in for without bouncing all over the place.

It's a win for Target as well. "When guests use store mode, their baskets grow by more than 7%," Travis said.

These upgrades show that Target's app is still in the game with one of the most useful shopping apps around, and I can see it saving time and money on my next Target run.

• Americans are visiting bars less often and spending more when they do, due to rising costs.
• That leaves plenty of room for products that promise bar-quality results at home.
• As a result, ready-to-drink cocktails and mix-it-yourself kits are surging in popularity.

If you can crack a can or pour from a jar, you're halfway to a cocktail.

Across the drinks industry, "lazy bartending" has gone mainstream. Ready-to-drink cocktails, canned spirits, and DIY infusion kits promise bar-quality drinks without the shaker, the garnish station, or even a bartender. And increasingly, consumers seem happy to trade mixology theater for convenience.

From canned margaritas to dehydrated fruit infusion kits, companies are racing to make cocktails easier to prepare and more portable. The trend reflects a broader shift in how younger consumers approach alcohol: they want high-quality drinks but without the effort, the bar tab, or the late-night outing traditionally associated with cocktails.

The rise of canned cocktails and mix-at-home kits also comes as bar habits shift. Industry data from NielsenIQ shows that Americans are visiting bars less often and spending more when they do, due to rising costs — leaving room for products that deliver bar-style cocktails with minimal effort.

That demand is fueling a fast-growing ready-to-drink category. Grand View Research estimated the global RTD cocktail market at about $3.7 billion in 2025 and projected it to reach more than $10 billion by 2033, driven largely by younger consumers prioritizing convenience and on-the-go drinks. In the US, the Distilled Spirits Council found that spirits-based RTDs posted 16.4% sales growth last year, making them the fastest-growing spirits category even as the broader alcohol market softened.

For brands like On The Rocks, convenience is the point. The company built its business on what Daniel May, senior brand director at On The Rocks, calls "high quality, crafted experiences" delivered in bottles or cans — cocktails developed with a mixologist but designed to be "pop it or crack the can, pour it over ice or drink."

The approach reflects how people are drinking today. On The Rocks says many cocktail occasions now happen outside traditional bars — casual gatherings, game nights, or smaller social events where consumers still want a premium drink but not the hassle of building a full home bar.

Smaller companies are leaning into the same logic from another angle. Infuse & Booze sells cocktail infusion jars filled with dried fruit, herbs, and sugar that customers add alcohol to at home. The founders told Business Insider that the idea started during camping trips when they realized mixing drinks outdoors was tedious.

The jars can make eight to 10 cocktails and are designed to sit in a refrigerator until guests want a drink — another nod to the industry's shift toward low-effort entertaining.

Even major spirits companies are adjusting to this mindset, with ready-to-drink mixes from brands like Malibu, Bacardi, and Absolut spreading across shelves nationwide. Caroline Begley, US VP of Marketing for Absolut Vodka, previously told Business Insider that younger drinkers are "drinking differently" and are increasingly "intentional about what they want to drink," with the occasion and vibe shaping their beverage choices.

That intentionality doesn't mean consumers are abandoning alcohol. Instead, they're redefining how cocktails fit into their lives — favoring drinks that are portable, flexible, and easy to prepare, whether they're hosting friends, heading to a festival, or opening something quick at home.

In other words, the modern cocktail hour might still involve premium spirits and creative flavors. It just might not involve a bartender.

• Michael Buckley revitalized True Religion, doubling the brand's sales to $500 billion over three years.
• The Y2K denim brand shifted its focus to younger, diverse shoppers and became more accessible.
• Partnerships with artists like Megan Thee Stallion also highlighted the brand's roots in hip-hop culture.

True Religion had to recognize some hard truths in order to turn its brand around.

When Michael Buckley returned to True Religion as CEO in 2019, he inherited a company that was struggling to emerge from bankruptcy. Since then, he's helped turn things around — doubling sales to $500 million from 2022 to 2025 — and now aims to reach $1 billion in revenue within five years.

He said the company didn't reach an annual revenue growth rate of 20% last year by sticking to the strategies from its heyday in the early 2000s, when it was selling $300 jeans at stores like Saks Fifth Avenue and Neiman Marcus. It needed some serious reevaluation to get True Religion back on the path to a comeback, with its iconic horseshoe logo on the back pockets of stars like Kylie Jenner.

While the brand is still dwarfed by denim giants like Gap and American Eagle, True Religion has been building its comeback among a new generation of shoppers drawn to its Y2K heritage.

It started with getting to know its customers. The old True Religion shopper was niche, Buckley said. They shopped at Saks, Bloomingdale's, and Nordstrom, and they came from households earning over $250,000.

"That's not the consumer anymore," Buckley told Business Insider.

The new True Religion customer

Buckley used consumer surveys to learn the ages, genders, and ethnicities of True Religion's customers in the post-Y2K era. Today, he said the brand's average shoppers are 15 to 45-year-olds from households earning about $65,000 a year.

True Religion needed to make the brand more accessible and inclusive to a wider audience without lowering prices, Buckley said. However, he said, the team understood that promotions are a key component.

"We know that the customer always expects to buy us on sale," Buckley said.

It also struck new deals with stores like Dillard's, Macy's, and Urban Outfitters, where Buckley said True Religion's customers like to shop both the sales rack and full-price items. In those stores, Buckley said the silhouettes of the early 2000s have come back stronger than ever in apparel. From baggy jeans to low-rise waists, Gen Z and Gen Alpha are getting on the trends of their parents and older siblings.

"We don't create trends, we follow the trends," Buckley said. "We make sure that we have our version of it because we know what the consumer wants."

Staying true to its roots with a twist

Buckley highlighted True Religion's "big affiliation" with hip-hop, dating back to its early years. More than two decades later, the brand is tapping into that relationship through its social media partnerships with celebrities and influencers.

Its most recent advertising campaign stars rappers Megan Thee Stallion and Key Glock. A 2024 Instagram post featuring Megan Thee Stallion is still True Religion's best-performing in its history, the company said.

"We know what our consumer likes," Buckley said. "We know what artists they like, who they aspire to be, and who moved the needle for us."

Buckley also expanded True Religion beyond jeans. From 2006 to 2010, 80% of its sales came from denim jeans, the company said. Today, 60% of the business comes from other apparel, such as T-shirts, hoodies, and joggers.

Its biggest opportunity is also a challenge

The Y2K-revivial led by Gen Z is a major opportunity for True Religion, Amy Leverton, CEO of denim-focused consultancy Denim Dudes, said.

"It's a return to more expressive, identity-driven denim after this decade of minimalism," Leverton said.

Brands like Von Dutch, Baby Phat, Juicy Couture, and Ed Hardy have had their own resurgences as the trend continues to capture young people.

Leverton said True Religion will have to figure out how to ride the wave of relevance into a profitable future. Fashion trendsetters are already pondering what the next big trend will be after Y2K.

"When things quiet down. because they're going to, it's like a pendulum that goes from side to side," Leverton said. "It's going to move away from this Y2K thing."

Buckley said True Religion is spending 10% of its annual sales on marketing, and it will have to keep leaning into that marketing investment to keep up with powerhouses like Gap, which has had a slew of viral partnerships in the last six months.

The key, Leverton said, is staying true to its brand identity and tapping into its DNA.

The signature thick stitching, the horseshoe logo, and its presence in hip-hop are all elements that thrust True Religion back into the cultural conversation in 2026.

• More than 1,500 US retail stores and restaurants are set to close by the end of 2026.
• Major chains, including Wendy's and Macy's, are citing efficiency as the reason behind the closures.
• Eddie Bauer is one of the latest companies to announce closures.

Retailers and restaurants are gearing up for another wave of store closures.

It's shaping up to be the continuation of a retail pullback that Business Insider tracked in 2024 and 2025. Major chains, from department stores like Macy's and Saks Fifth Avenue to restaurant chains Pizza Hut and Wendy's, have already announced multiyear closure plans that extend into 2026, as have some niche stores.

Some companies, such as Macy's, are closing their physical stores to invest more resources into their online businesses.

In 2025, Business Insider tracked around 4,100 closures as of late December. Retail data and consultant firm Coresight Research predicted earlier in the year that roughly 15,000 retail locations would close in the year.

So far for 2026, Business Insider has identified more than 1,500 planned closures.

See the list of major closures below.

Francesca's: over 400 stores

After filing for Chapter 11 bankruptcy protection on February 5, apparel retailer Francesca's said it will conduct going-out-of-business sales at all of its roughly 400 stores across the US.

Francesca's previously filed for bankruptcy protection in 2020 before being acquired by TerraMar Capital and Tiger Group.

"This process provides a structured path to pursue the best outcome for all stakeholders," Curt Kroll, CFO, said in a February statement about the bankruptcy. "We remain focused on operating responsibly and supporting our teams, partners, and guests throughout this process."

Wendy's: 300 stores

In a February 13 earnings call, Wendy's interim CEO Ken Cook said the company planned to close underperforming restaurants in the US, representing 5% to 6% of its roughly 6,000 locations. An estimated 5% of Wendy's restaurants would come out to around 300 locations.

Cook told investors to expect the closings to take place in the first half of 2026.

Pizza Hut: 250 stores

Restaurant chain Pizza Hut is set to close 250 underperforming stores in the US during the first half of 2026, its parent company, Yum! Brands, said in February. The reduction comes as part of a program to accelerate the Pizza Hut brand in the long term.

The company said that the 250 targeted closures are a fraction of the 20,000 locations that Yum! Brands operates globally.

Eddie Bauer: 175 stores

Nearly 200 North American Eddie Bauer storefronts are expected to shut down after the operating entity behind the stores failed to find a buyer during its Chapter 11 restructuring.

Liquidation sales have been underway at the 175 Eddie Bauer stores in the US and Canada.

Those store-closing sales are projected to wrap up before April 30, according to court filings in the company's bankruptcy case.

Carter's: 100 stores

Carter's, one of North America's biggest children's and baby apparel retailers, said in October that it plans to close 150 stores across the region over the next three years as leases expire, including about 100 by the end of 2026.

Macy's: 80 stores

In January 2025, Macy's said it planned to close 150 locations through 2026, allowing it to focus on its best-performing locations and online experience. After the closures are complete, about 350 Macy's stores are expected to remain. Macy's closed at least 66 stores in 2025.

Kroger: 60 stores

Grocery giant Kroger said in June 2025 that it planned to close 60 "unprofitable" stores across the US over the next 18 months. The company said in September that it had begun that process.

The company said in its last annual report that it operated 2,731 supermarkets in 35 states and Washington, DC, as of February 2025.

Saks Off 5th: 57 stores

Saks Off 5th, a luxury outlet retailer offering discounted designer brands, plans to close 57 stores in early 2026. It announced plans to close nine of those stores last year, and the rest were announced in January.

Saks Global, the parent company of Saks Off 5th, as well as Saks Fifth Avenue, Neiman Marcus, and Bergdorf Goodman, filed for Chapter 11 bankruptcy protection in early January. The outlet's website, a separate legal entity, is also winding down operations.

In addition to the Saks Off 5th closures, Saks Global is closing five Last Call locations, the off-price Neiman Marcus stores.

Grocery Outlet: 36 stores

Supermarket chain Grocery Outlet is set to close 36 underperforming stores, representing about 6% of its fleet in 2026. CEO Jason Potter told analysts on March 4 that the company had identified stores that no longer had a "viable path to sustained profitability."

The closures come as the grocery chain has been expanding rapidly, particularly in Eastern states. The chain said in November that it planned to end 2025 with 37 new store openings. It plans to open another 30 to 33 net new stores in 2026, Potter said in the March call.

Of the 36 stores closing this year, 24 are located in the Eastern US. The closures make up about 30% of that region's stores, Potter said. He said Grocery Outlet won't be exiting any state completely.

"However, it's clear now that we expanded too quickly and these closures are a direct correction," Potter said.

Grocery Outlet saw a nearly $235 million operating loss and a more than $218 million net loss in its fourth-quarter earnings results.

Torrid: 29 stores

Torrid, a plus-size apparel retailer, told investors in March that it had previously identified 180 unproductive stores, of which it closed 151 locations by the end of 2025. CEO Lisa Harper said the company plans to close the remaining stores in the first half of 2026.

Torrid closed 11 locations in the first quarter of 2026, Harper said.

Allbirds: 23 stores

Shoe brand Allbirds said in January that it would close its remaining full-price stores in the US by the end of February. The company said the closures would enable it to dedicate resources toward its e-commerce business.

As of December 2025, Allbirds' US retail presence consisted of 23 stores.

"By exiting these remaining unprofitable doors, we are taking actions to reduce costs and support the long-term health of the business," said Joe Vernachio, CEO.

In March, Allbirds agreed to sell to American Exchange Group, a New York-based fashion and consumer goods company, for $39 million.

Yankee Candle: 20 stores

Newell Brands said in December 2025 that it would close 20 Yankee Candle stores in the US and Canada beginning in January 2026. The closures were announced alongside the reduction of its workforce by over 900 employees.

"This productivity plan is about taking the next, disciplined step to enhance efficiency, sharpen our strategic focus, and deliver stronger, more consistent performance," CEO Chris Peterson said in a press release.

Saks Fifth Avenue: 18 stores

After filing for bankruptcy in January, Saks Global announced a series of closures.

The first wave was announced in February, with the company saying it would optimize its Saks Fifth Avenue footprint by closing eight locations. In March, it announced that another 10 locations would close.

Those closures leave 15 Saks Fifth Avenue locations remaining.

Neiman Marcus: 4 stores

In addition to many Saks Fifth Avenue and Off Fifth locations, Saks Global closed four Neiman Marcus locations. The company announced one of the closures — a Boston store — in February and another three in March.

REI: 3 stores

REI confirmed to Business Insider that it plans to close three stores, starting with a location in New Jersey, in the first quarter of 2026. Its stores in New York City's SoHo neighborhood and Boston are set to follow in late 2026.

"As markets and customer needs evolve, we must adapt to position the co-op for long-term success," the company said in a statement.

• The nearly 200 remaining Eddie Bauer stores in the US and Canada are expected to close.
• The operating entity behind the North American retail stores failed to find a buyer.
• Store closing sales are projected to end before April 30, according to bankruptcy court documents.

Shoppers will likely soon have to say goodbye to Eddie Bauer's retail stores across the US and Canada.

Nearly 200 North American storefronts of the iconic outdoor apparel chain are expected to shut down after the operating entity behind the stores failed to find a buyer during its Chapter 11 restructuring.

Liquidation sales have been underway at the US and Canadian stores, Eddie Bauer LLC — an entity of retail holding company Catalyst Brands that licenses the rights to operate Eddie Bauer stores across North America — has said in court documents.

Those store-closing sales are projected to wrap up before April 30, according to recent court filings in the company's bankruptcy case.

The Eddie Bauer storefronts span 40 US states and six Canadian provinces, and employ roughly 2,200 people, the court documents say.

A planned March 6 auction for all or part of the North American store operating business was canceled after the company failed to receive any qualified bids, according to court papers filed earlier this month.

"The debtors will continue store-closing sales at all of their brick-and-mortar locations unless and until a more value-maximizing transaction becomes available," the company said in a filing.

Meanwhile, retail real-estate advisory firm RCS Real Estate Advisors said earlier this month that it was actively marketing about 174 Eddie Bauer store leases totaling more than 1 million square feet.

The stores average roughly 6,300 square feet and are located in states including California, New York, New Jersey, and Washington.

"This portfolio represents a rare opportunity to secure legacy retail locations in established centers nationwide," Ivan Friedman, the president and CEO of RCS Real Estate Advisors, said in a statement.

The operating entity behind the stores filed for Chapter 11 in federal bankruptcy court in New Jersey last month amid mounting debt and falling sales.

The bankruptcy does not affect Eddie Bauer's manufacturing, wholesale, or e-commerce operations, nor its retail business outside the US and Canada. Japan is home to several Eddie Bauer stores.

Founded more than a century ago, the Eddie Bauer brand built its reputation on durable outdoor gear and clothing designed to withstand extreme conditions.

Eddie Bauer LLC declined to comment beyond its court filings.

• I tried Red Lobster's "Shrimp Your Way" special and compared it to the chain's $30 endless shrimp.
• Both featured the same shrimp-powered menu items.
• I thought the portion sizes and quality of the food were better the second time around.

Red Lobster is clawing its way to the top with a new CEO, a new menu, and no bottomless shrimp in sight.

Red Lobster's Endless Shrimp deal was once so popular that it helped sink the company into bankruptcy — and when I tried it for myself two years ago, I could see why.

After expanding the promo to run every day in 2023, the chain racked up millions in losses as seafood costs soared, and the too-good-to-be-true special backfired, contributing to the chain's May 2024 bankruptcy filing.

Under new CEO Damola Adamolekun, Red Lobster is in comeback mode. The chain has scrapped Endless Shrimp in favor of value-driven promotions like "Shrimp Your Way" and the seasonal Lobster Fest, and is betting on a leaner, fresher menu to power its 2026 turnaround.

The company officially exited Chapter 11 bankruptcy protection on September 16, 2024.

I went back to Red Lobster nearly two years after my last visit to see for myself how the chain has changed, if at all, and compare the same meal I had two years ago to what it's serving up now.

While my plates looked nearly identical, one was clearly the better value, with higher quality taste and larger portion sizes.

I ate both meals at Red Lobster's Times Square location.

To keep things consistent, I ordered both meals at the chain's Times Square restaurant.

I wanted to see how the revamped menu stacked up against what I remembered, from portion sizes to presentation and overall value.

The first time I went was in June 2024, shortly after the chain had filed for bankruptcy protection.

Red Lobster's menu underwent a revamp in 2026.

As part of its turnaround plan, Red Lobster closed over 100 underperforming locations during bankruptcy proceedings.

The chain also streamlined its menu to focus on core seafood favorites and value-driven combos.

It cut back on underperforming items and has been leaning into customizable samplers like "Shrimp Your Way" and the weekday-only shrimp trio. There are also a few new menu items, including a lobster roll, lobster pappardelle, and brand-new seafood boils.

The changes are proving successful for the chain. The Wall Street Journal reported in February that sales had increased by around 10% compared with the same period last year, and customer visits jumped 18% in July after seafood boils were introduced.

I ordered three kinds of shrimp and the same side dish both times I went. Here's the plate I received during my visit two years ago.

In 2024, I ordered the Endless Shrimp, while in 2026, I chose its closest equivalent, Shrimp Your Way, a former promotion that returned in January.

For both meals, I ordered the grilled shrimp, Walt's favorite shrimp, and the Parrot Isle coconut shrimp.

At first glance, the meals looked nearly identical. However, once I started digging in, the differences became much more noticeable.

When I ordered it in June 2024, it was priced at $25. At the Times Square location, however, it cost $30 for unlimited refills of any of the three types of shrimp I ordered, in addition to other dishes like garlic shrimp scampi and shrimp linguini Alfredo.

Two years later, I noticed a few changes.

The most obvious difference between the two meals was the price — Shrimp Your Way lets guests choose from two, three, or four kinds of shrimp, plus one side, for a set price.

I chose to order three kinds of shrimp — the grilled shrimp, Walt's favorite shrimp, and the Parrot Isle coconut shrimp — for $25.99, excluding tax and tip.

Another major difference: Shrimp Your Way isn't an all-you-can-eat option.

The shrimp skewer from the old Endless Shrimp promotion came with a small serving of wild rice.

The shrimp I ordered in 2024 was grilled and had a buttery garlic glaze. I thought the shrimp were on the smaller side, but since there were six of them on the skewer, I didn't mind.

The skewer felt like a somewhat healthier option compared to the decadent, intensely rich dishes I've had at Red Lobster before, like the shrimp linguini or the lobster dip.

The rice was also flavorful and well-seasoned — it was a nice addition to my plate.

At the time, I was impressed by the portion size. However, looking back, I now think the portion size of rice was pretty small.

Then again, the assumption is that people will keep refilling and refilling their plates.

The portion of rice in the Shrimp Your Way deal appeared much larger.

Instead of a small scoop of wild rice, this rice covered half of the plate, which I wasn't expecting. Even though, under the revamped menu, I wasn't able to keep refilling my plate, I definitely think the extra rice made it feel like a great value for less than $30.

The shrimp were just as crispy and juicy years later, with the same rich, garlicky flavor I enjoyed the first time.

I ordered coleslaw as my side for both meals.

Both times, the coleslaw was fresh and tangy, and its dressing packed a lot of flavor while not overpowering the vegetables.

The coleslaw brought a light, citrus flavor that balanced my meal.

The serving, again, was bigger during my most recent visit.

It was piled onto the plate, and I thought the coleslaw itself tasted even fresher and more flavorful than I remembered it being years ago.

During my first visit, I thought the classic fried shrimp had a nice crispy outer shell.

I was given five pieces of Walt's shrimp as part of the Endless Shrimp promotion. They came with a small tub of cocktail sauce, which I thought had a tart, tomato flavor that complemented the shrimp.

I enjoyed these shrimp and thought the breading was the ideal thickness. However, compared to the grilled shrimp and the coconut shrimp, they could have used a touch more flavor.

They really just tasted like breading and plain shrimp.

I got five pieces of Walt's shrimp again in 2026, but this time they were fried to a deeper golden brown.

I majorly preferred the shrimp now, which were more heavily fried and, I thought, more flavorful as well. Something about the seasoning was more pronounced, and I liked how they paired with the other varieties of shrimp.

I also received more dipping sauce this time around. In addition to the classic cocktail sauce and piña colada sauce served with the coconut shrimp, I also got a side of tartar sauce, which turned out to be my favorite of the three.

It was creamy and tangy, and it paired well with all three types of shrimp.

My favorite of the three varieties I tried was the Paradise Isle jumbo coconut shrimp.

In both 2024 and 2026, the platter came with four pieces of coconut shrimp and a piña colada-flavored dipping sauce.

I thought that including it as part of the $30 endless shrimp deal was a great value.

The coconut shavings flaked off in my mouth with every bite, adding a level of sweetness to my otherwise savory platter of shrimp.

I enjoyed the coconut shrimp just as much the second time around.

The creamy, pineapple-flavored sauce added tartness to the coconut shrimp, and I found the meat inside to be quite tender.

The benefit of the old Endless Shrimp promotion was that I could keep ordering more.

I definitely would have been satisfied with just the first platter of shrimp. However, for the sake of journalism and trying to get the biggest bang for my buck, I decided to order more.

When our server came back to check in, I was given the choice of two shrimp dishes. I chose to get the shrimp skewer and the coconut shrimp again.

My second shrimp skewer in the Endless Shrimp promotion didn't come with rice, but I didn't mind.

Again, the shrimp was buttery and tender. I didn't struggle too much to finish this second helping.

However, by the time I got to the second plate of coconut shrimp, I was shrimped out.

Despite the aroma of the coconut shrimp calling to me, I couldn't finish more than one of them.

My most recent Red Lobster experience had me wishing Endless Shrimp would make a comeback.

Here's the deal: I know Endless Shrimp is objectively a bad business idea.

It's not cost-effective for Red Lobster. Also, I could barely get through two servings of each type of shrimp, and the shrimp are noticeably better now, at least in my experience.

However, after my second visit, I wished — for just $5 more — that I could load up my plate with refills of all three shrimp dishes.

The chain's new CEO hasn't ruled out bringing back Endless Shrimp, though it won't return anytime soon or be exactly like it was.

"I don't want to say anything's forever forever, but the way it was done on an endless fashion without managing how much is being given away, and yeah, the way it was done, it's certainly the end," Adamolekun told the Wall Street Journal podcast in October 2024.

If Endless Shrimp ever does make its grand return, I'll be first in line. Until then, I can't wait to go back to Red Lobster and try more of its revamped menu.

Business Insider reached out to Red Lobster for comment, but did not receive a response.

• After years of decline, the Gap brand recently posted its ninth straight quarter of growth.
• Gap brand CEO Mark Breitbard said he's shifted the company's focus back to basics.
• Gap has regained relevance with millennials while building appeal with Gen Z via viral partnerships.

Danielle Shaw, a 31-year-old living in Los Angeles, said her mom used to dress her in Gap clothes as a kid — and that was her only memory of wearing the brand until about two years ago.

"I went into Gap, and I honestly became obsessed with everything that I tried on," Shaw told Business Insider.

Shaw said she stocked up on basics like sweatsuits and T-shirts. She left with three or four pairs of denim because the fit and price point were "amazing." The brand is now a staple in her wardrobe, and she said her friends have bought in, too.

Shaw isn't the only zillennial embracing the 57-year old brand for the first time. A new wave of shoppers is discovering Gap after years of declining relevance. TikTok is full of influencers showing off their Gap hauls, while buzzy partnerships with artists like Katseye and Young Miko have breathed new life into the brand, once known to be the epitome of American basics.

Founded in 1969 with a simple idea to help customers find a pair of jeans that fit, Gap is leaning back into its roots: affordable, well-fitting essentials.

Gap's focus on younger customers — its target shopper is 25 to 35 — appears to be paying off. Sales rose 5% last year to $3.5 billion, cementing its comeback after years of flat or declining growth. Comparable sales were up 7% in the fourth quarter, marking Gap's ninth straight quarterly increase. Parent company Gap Inc. is riding the momentum too, posting its second year in a row of revenue growth and one of its highest gross margins in 25 years.

Gap's global brand CEO Mark Breitbard returned to the brand in 2020 and has been on a mission to return to basics, reconnect with once-loyal millennials, and simultaneously win over Gen Z.

Now he wants everyone to know: Gap is back.

"It's been a full return to relevance of the brand," said Breitbard, who's been in leadership roles at Gap Inc. — the parent company of Gap, Old Navy, Banana Republic, and Athleta — on and off since 2009.

Back to the basics

After its '90s peak, Gap Inc. shares hit roughly $52 in 2000, a level it hasn't reached since. Gap's namesake brand started to falter in the 2010s and entered a roughly decadeslong slump in revenue.

As Zara and H&M pushed further into trendy fast fashion and others doubled down on athleisure or premium denim in the mid-aughts, Gap landed in the awkward middle and lost its selling point. Many industry insiders thought that Gap Inc.'s brands couldn't be turned around, UBS analyst Jay Sole said.

Breitbard said the brand used to have awareness and affinity — and people missed the old Gap.

"We moved into this period where we were over corporate and too many products in the store, and too many ideas, and too much discounting — and not enough of our playbook," said Breitbard.

Breitbard said his 2020 tenure began with a major cleanup from the inside out: rounds of layoffs to reduce bureaucracy and reset leadership, store closures in unprofitable markets, a narrower assortment of styles, and a dramatic upgrade in product quality.

The sweats and jeans that once made the brand famous are now "central" to its comeback, Breitbard said.

That renewed focus on classic American style is a major reason the strategy is resonating, Bill Kenney, CEO of brand agency Focus Lab, told Business Insider. Rather than trying to reinvent itself — like when it briefly changed its logo in 2010 — Gap is leaning into what worked all along.

"They're not trying to tell 17 different stories," Kenney said.

The power of viral partnerships

Breitbard said that the brand grounds its purpose in "great storytelling" around big product ideas every season. That includes partnerships with popular artists, which have had a strong impact, especially with younger consumers.

Breitbard said that 2023, Gap's first year returning to positive revenue after its slump, marked the true turning point.

From there, the momentum built with a LoveShackFancy collaboration. By 2024, Breitbard said, a steady "drumbeat" of moves followed.

Lily Comba, founder and CEO of creator marketing agency Superbloom, told Business Insider that she noticed a change when Fabiola Torres was hired as the brand's chief marketing officer that year.

It began with Gap's spring 2024 linen campaign featuring Tyla. In August 2025, the brand followed up with its "Better in Denim" partnership with Katseye — a TikTok-ready moment that featured the girl group performing to 2003 hit "Milkshake." It arrived on the heels of Sydney Sweeney's controversial American Eagle ad, and it positioned Gap as a lighter, more inclusive voice in the denim category.

The Katseye campaign appeared to pay off in store visits, as Gap saw positive visit growth across most of the six-month period from August to January, according to data from analytics platform Placer.ai.

Part of what makes Gap distinct, Breitbard said, is that "we bridge gaps" (no pun intended). Some of its best-selling styles are worn by both mothers and daughters, he said.

For the holidays, the multi-generational choir featured in the "Give Your Gift" campaign reinforced the message that Gap is an American brand, Comba said.

Most recently, its partnership with Puerto Rican Gen Z artist Young Miko felt especially well-timed, Comba said, tapping into the cultural momentum sparked by Bad Bunny's halftime show. She said the choice to team up with Young Miko was "exactly what Gen Z wants."

"That's the beauty of Gap," Comba said, adding that, "they've always made denim; they've always made sweats; they've always made linen; but it's just how they're communicating is evolving."

Although Gap's turnaround is in full swing, Sole, the UBS analyst, said it has to meet the moment in more ways than its marketing. Shoppers want to know they're getting good value for their money, he said.

Gap will have to deliver items that match the price point and identity it has built if it wants to retain the customers it's attracted.

"They have money in their pocket, they're willing to pay, but they want to have real value," Sole said.

• Monica Nassif, founder of Mrs. Meyer's Clean Day, retired at 53.
• Nassif said scaling struggles pushed her to sell her brands to SC Johnson in 2008.
• "It deserves to be in the hands of people who can scale this much better than we can," Nassif said.

For some founders, selling their company to an internationally recognized corporation like SC Johnson is a cause for unbridled celebration. For Monica Nassif, it was more complicated.

"It's really bittersweet," Nassif, founder of Mrs. Meyer's Clean Day, told Business Insider. "I had to sell my mother."

Nassif's 93-year-old mother is the inspiration behind the household cleaning products. Thelma Meyers, an avid gardener, raised Nassif and her eight siblings as a homemaker in Iowa. The items she grew in the family's backyard — basil, lavender, lemon — were the basis for the Mrs. Meyer's Clean Day product scents.

"At one time, we had this trailer that was designed like her kitchen," Nassif said, referring to Thelma. "We used to take it to music events or places like the Embarcadero in San Francisco. People stood in line for that. They'd get samples, and she'd sign their bottles."

Nassif launched Mrs. Meyer's Clean Day and an upscale version, Caldrea, in 1999. By the mid-2000s, Nassif's brands were becoming part of people's daily lives. Caldrea, a premium essential oil-infused household cleaning brand, was sold at upscale grocery and specialty gift stores. Mrs. Meyer's Clean Day gained a foothold in mass-market retailers like Whole Foods, pushing the company to new heights.

So, when SC Johnson acquired the brands for an undisclosed amount in 2008, Nassif said the decision didn't come lightly. However, a phone call she had avoided for weeks changed everything.

Going international

In the early days, Nassif would often market her products at trade shows, where investors could be found searching for their next moneymaker. Among the curious crowd was SC Johnson, which owns popular brands like Windex, Drano, Ziploc, Scrubbing Bubbles, and Fantastik.

"A whole team from SC Johnson shows up during one of our first trade shows with Caldrea. We're probably maybe a year old, and our booth is so tiny," Nassif said. "I was trying to sell my product and needed to open wholesale accounts, so I asked them politely to leave, but I knew why they were interested. I'm sure we were very fascinating to them."

Nassif said she ignored "countless private equity and venture capital guys" for years as her brands grew.

"I always asked all these potential investors one question: "What can you do for us that we can't do for ourselves?" Nassif said. "We were great at marketing, and pretty good at sales."

Other areas, though, were less successful.

"Distribution and scaling rapidly, not so great," Nassif said. Still, Nassif kept her head down and pushed forward until she got a call from SC Johnson.

"I refused that call for weeks. I didn't even know who it was," Nassif said. "But it gets to a point where you go, 'I want this to be bigger. This is a great brand. It deserves to be in the hands of people who can scale this much better than we can.'"

She added: "We neither had that skillset nor the capital to figure it out."

Mrs. Meyer's Clean Day is now sold in major retailers across the United States, Canada, and Singapore. Both brands have products available through online retailers like Amazon.

Failed retirement

Nassif retired from the company in 2010. She was 53. Her days out of the office didn't stick, though.

"I failed retirement," Nassif said. "I liked working. I liked creative projects. I liked being involved in startups. They have incredible energy, and it really keeps you alert and aware of what's happening."

Most recently, Nassif wrote a part-memoir, part-business guide titled "I Bottled My Mother," which hits shelves on March 24.

"I speak to entrepreneurs and the questions are always the same," Nassif said. "'How do you do it? Where do you get your ideas? What should I do first?' I thought it'd be fun to do a startup manual. Hey, if you're thinking about starting a business, here's how to go about it."

She also wanted to honor her mother.

"It's really a childhood memoir about how the Mrs. Meyer's brand came into being," she said.