• John Ternus, Apple's new CEO, has a background in hardware engineering.
• Oculus inventor Palmer Luckey unearthed a VR headset from Ternus's time at Virtual Research in the '90s.
• Ternus left the small VR company in 2001 before joining Apple the same year.

Apple's John Ternus is a 25-year veteran of the tech giant, but one of his first engineering gigs was at a lesser-known company building virtual reality headsets.

Defense startup founder and Oculus headset creator Palmer Luckey reminisced on X about a product that Ternus, who is set to become Apple's CEO in September, might've had a hand in during his early engineering days.

Luckey posted a photo of an old V8 head mount display from Virtual Research.

"From what I can tell, he was the lead mechanical engineer on the V8 I obtained when I was 16!," Luckey wrote, referring to Ternus.

"It was an incredible headset for the time," Luckey told Business Insider.

He described the headset as well-balanced and relatively lightweight, with a field of vision that was ahead of that of other consumer products at the time. It mainly sold to military flight simulators for around $50,000, Luckey said.

Ternus and Apple did not immediately respond to requests for comment.

A user guide for the V8 published online suggests the model was released in 1998, when Ternus would've been working at the company. He was an engineer at Virtual Research from 1997 to 2001, and joined Apple later that year, according to his LinkedIn profile.

A patent filed in 1995 and issued in 1998, during Ternus's time at Virtual Research, describes a similar-looking product, a virtual display apparatus for use in a virtual reality system. It supported the attachment of video displays.

Ternus is best known today as Apple's hardware boss, notably for working on AirPods and the iPad among other products, and as the incoming CEO.

His appointment marks the return to a product-minded chief like Steve Jobs. Current CEO Tim Cook's background is in operations.

The tech giant made its debut in the high-tech headset market in 2024 with the Vision Pro, which received a lukewarm response from the public. Its $3,500 price tag and lack of a killer app didn't wow consumers. At that point, Ternus had been in the senior vice president of hardware engineering role for three years.

Despite an underwhelming response to the Vision Pro, execs like Cook and Ternus remain optimistic about the product and the future of VR.

"Vision Pro is an extraordinary product," Ternus said in a Tom's Guide interview earlier this month. "It's like we reached into the future and pulled it into the present."

• Apple's outgoing CEO, Tim Cook, expanded the iPhone's size during his tenure, delighting some fans.
• The standard iPhone grew from 3.5 inches to over 6 inches, and Cook introduced larger-format models.
• Cofounder Steve Jobs initially dismissed the larger phones, calling them impractical.

Apple's outgoing CEO, Tim Cook, proved his predecessor, Steve Jobs, wrong: some people love a large iPhone.

Jobs, the cofounder and driving force behind the iPhone, once knocked smartphones larger than 4 inches. "You can't get your hand around it," he said in a 2010 press conference. "No one's going to buy that."

When Cook took the reins in 2011, he began expanding the iPhone's size. In 2012, the release of the iPhone 5 increased the phone's screen size from 3.5 inches to 4 inches. Later base models reached up to 5.8 inches before landing at around 6.3 inches in the latest iteration, the iPhone 17.

Cook also introduced larger-format iPhones, starting with the Plus series in 2014, which had a display size of 5.5 inches that year.

Cook deftly leaned into larger models as the world turned to video streaming and on-the-go viewing. Netflix, for example, shifted its business around 2011 to focus more on streaming, and YouTube was growing rapidly around that time.

In 2025, Apple introduced its largest iPhone model yet, the iPhone 17 Pro Max, which topped out at 6.9 inches.

The shift to larger sizes has been working out for Apple. Cook said in January that iPhone demand was "staggering" and "unprecedented" in the holiday quarter. Apple posted $85 billion in iPhone revenue for the period.

Early data also showed that demand for the 17 Pro Max was stronger in the first two weeks of availability than other models in the 17 lineup, according to market research firm Counterpoint Research.

Apple's larger-format phones are an example of how the tech giant prioritizes putting its own spin on technology rather than being first-to-market with an idea.

"We could have done a larger iPhone years ago," Cook told PBS News' Charlie Rose in 2014. "It's never been about just making a larger phone. It's been about making a better phone in every single way."

Thanks, Tim.

• Nvidia CEO Jensen Huang urged all workers, from farmers to electricians, to embrace AI.
• He told podcaster Lex Fridman that the technology could elevate blue-collar jobs, such as carpentry.
• Blue-collar has generally been viewed as less likely to be affected by AI disruption than white-collar jobs.

Artificial intelligence isn't only coming for office jobs — Nvidia CEO Jensen Huang says blue-collar workers should be paying attention, too.

Huang leads one of the biggest chipmakers fueling the AI revolution. He joined Lex Fridman's podcast in an episode published Monday to discuss everything from AI in space to work.

While blue-collar jobs have been considered relatively safe from AI disruption compared to tech roles like engineering, Huang said workers in every profession, including farming and electrical work, should use artificial intelligence to help future-proof their jobs.

"If I were a farmer, I would absolutely use AI. If I were a pharmacist, I would use AI," Huang said. "I want to see what it could do to elevate my job so that I could be the innovator to revolutionize this industry myself."

For example, he said coding represents a big opportunity for carpenters, and he would go "completely berserk" using AI if he were in that line of work.

"A carpenter with AI is also an architect," he said. "They've just increased the value that they could deliver to the customer. Their artistry just elevated tremendously."

Huang has said before that he is "certain 100% of everybody's jobs will be changed" by artificial intelligence, and that while he expects some jobs to be lost, many will also be created.

Many tasks, for example, will be automated, and those jobs will be highly disrupted, he said on Fridman's podcast.

But, he said, "If your job's purpose includes you … then it's vital that you go learn how to use AI to automate those tasks."

Anxiety grows alongside AI

As AI advances, so has anxiety around job security. The fears aren't unfounded. Companies have slashed thousands of jobs in the name of prioritizing new technology and automation.

Huang's solution: Become an expert in AI, no matter what your job function is.

It could be the difference between landing a job and ending up unemployed. In almost every case, Huang said he'd rather hire the candidate who's an AI expert over one who isn't.

"Every college student should graduate and be an expert in AI," Huang said.

It could help them stay ahead of the curve as AI quickly advances.

The next phase of AI is already here

Artificial general intelligence is a form of AI that elicits anxiety or excitement among the field's most advanced minds. It's the idea that AI will one day meet or surpass human intelligence. Huang said that the age of AGI is already here.

Fridman asked if AI could do Huang's job of starting, growing, and running a successful tech company worth more than $1 billion.

It's possible, Huang said.

He also said, "It's not out of the question" that chatbots like Anthropic's Claude could design an app that billions of people would use for $0.50 apiece, and then go out of business shortly after, similar to websites that went bust in the dot-com era.

Even his job running one of the most successful tech companies today isn't immune to the effects of AI, he said, encouraging everyone to jump on the technology before they're left behind.

"Go see what it can do to transform your current job, elevate yourself," Huang said.

• 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.

• 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.

• 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.