Latest news with #BrooksBrothers
The Hill
6 days ago
- Politics
- The Hill
Wes Moore knocks ‘lack of seriousness' in National Guard decision
Maryland Gov. Wes Moore (D) on Tuesday slammed President Trump's move to deploy the National Guard to Washington, DC, as lacking 'seriousness' amid the president's push to combat crime in the nation's capital. 'This decision is being made by people who frankly have never worn the uniform themselves,' Moore told CNN's Anderson Cooper on Tuesday. 'The only uniform they have worn are Brooks Brothers suits,' he continued. 'And so there's a lack of seriousness that is going to the decision making process about what you are doing and how you are impacting the lives of these men and women and their families.' Moore invoked his own background in the Army, arguing that he takes how the U.S. uses its citizen soldiers 'very seriously.' The governor said there is a cost to deploying the National Guard, referring to the financial cost as well as the resources of the guard being taken away from other situations like natural disasters. Moore also noted that members of the National Guard have families and other jobs to keep in mind. 'The people of Maryland know that while I will be unafraid to utilize and mobilize the National Guard when there is a case of emergency, I will also not use it as some type of political ploy or some type of political tool,' he said. Trump announced Monday that the Justice Department (DOJ) would take over oversight of the Metropolitan Police Department (MPD), declaring a crime emergency in the nation's capital under the city's Home Rule Act. The president said the actions are meant to combat crime in Washington, DC, but Democrats and critics argue that violent crime is down in Washington, DC.
TimesLIVE
24-07-2025
- Entertainment
- TimesLIVE
How algorithms are transforming the way we communicate
As social media platforms increasingly rely on algorithms to moderate content, online communities are changing how they speak to evade their censors. Sensitive or suggestive topics such as suicide and sex have become 'unalived' and 'seggs'. When words are caught in the system, emojis act as loopholes — the watermelon emoji being used by pro-Palestinian creators as a symbol for Gaza or the grape emoji as a byword for sexual assault. This new terminology is trickling offline and into the mainstream — a phenomenon linguist and content creator Adam Aleksic has dubbed 'algospeak'. I find it alarming that censorship exists, but it's beautiful that humans are always able to find ways to say what they want to say. Adam Aleksic In his new book of the same name, he breaks down how this form of coded speech develops, its fringe influences and what it means for the future of communication, on and offline. How do you define algospeak? Adam Aleksic: Algospeak is the concept that algorithms are affecting how we speak. You can't say 'kill' on TikTok because the word is suppressed, (so) creators instead chose to use words such as 'unalive' — it comes from a meme (in the animated series Ultimate Spider-Man in which the character Deadpool says 'unalive' to avoid saying 'kill'). Now, we have young people offline writing essays about Hamlet contemplating 'unaliving' himself and that's an example of how this algospeak is bleeding into our real life. It's also maybe the most surface-level we can get with algorithms because we can just point to this and be like, 'Oh, this is clearly algorithms causing language change'. I think it's every aspect of language change. It's where words come from; it's how words spread. Usage of such terms, especially offline, is often derided as 'brain rot'. Do you see the rise of algospeak as related to that? I want to separate the idea that language rots your brain. A brain rot to me is this meme aesthetic that people use. Such as repeating words ad absurdum, that's brain rot. I think (brain rot) is a commentary on why we are getting so many of these words. It makes the words funny so you repeat them more, which makes them funnier. Why are they funny in the first place? Because they are there and they are there because of the algorithm — that's what brain rot as a meme aesthetic is to me. But it also points to how creators perpetuate these words into virality. Once we see a word is trending we'll hop onto that word. Can you share an example from your research where algospeak changed the meaning or tone of a conversation online? Algospeak is so much more than (a response to) censorship. One example I find fascinating is the word 'preppy'. To people (who are) older Gen Z and above, it means academic attire — Ivy League, Brooks Brothers, Ralph Lauren, that sort of aesthetic. Now, if you ask any middle school girl what the word preppy means to them, it's bright pink clothing with smiley faces on it. How did that happen? It's partially just normal semantic drift; you go from these upscale brands such as Ralph Lauren to more mid-tier retailers marketing to younger children. Preppy becomes associated with what middle school girls like to wear and all of a sudden we now have, since middle school girls like bright pink clothing, preppy becomes that word. I think algorithms accelerated that. I use the example where several TikTok shops have popped up advertising preppy clothing and they did that because they know this word was trending in that demographic. They hijacked a trending word on the algorithm for a chance for increased algorithmic visibility, for algorithmic optimisation, and by using that definition of preppy they pushed preppy further to the mainstream. What is the most unsettling algospeak term you've come across? I have a chapter on incel slang and I think it's unsettling that a lot of words middle schoolers are using — from 'sigma' to the suffixes such as 'pilled', 'maxing' and 'mewing' — these come from the manosphere. Sometimes (these terms) directly come from or are popularised by incel circles — this violent, misogynistic group of involuntary celibates. It seems concerning that their language reached the mainstream. I'm not trying to be an alarmist; I think most middle schoolers don't know where these words come from. They just think it's a funny word to say with their friends and that's reassuring and refreshing. Is this sort of fringe influence over mainstream language common? Yeah. We don't just spontaneously start using a word at once. It starts with groups that have a shared need to invent new slang and usually that's minority groups (or) fringe communities, because the mainstream already has mainstream language representing them perfectly. It's people who don't feel represented by language as a whole who need to come up with these new words. Historically, some prolific producers of language have been minority communities or fringe communities, such as incels. The way we adopt slang words usually follows the conduits of what we see as funny or cool. Who owns algospeak? Owning a word is an interesting thing. You go back to 2014, the phrase 'on fleek', which was popularised through (the short-form video app) Vine, was the first time we have video popularising phrases. It was coined by user Peaches Monroe, whose real name is Kayla Newman. Kayla never got a cent of royalties for this. She tried, repeatedly, to trademark the phrase, but couldn't until three years later and by then the trend was dead. In the meantime, (on fleek) was repurposed by brands. I consulted on a lawsuit a few months ago where one influencer sued another for stealing her vibe and part of that was the linguistic intonations of her manner of speaking. My recommendation was that they're sort of both copying other people because you have to; this is how language works. We draw our idea of what language is from previous things and then we replicate that. Do you see algospeak as a form of digital protest? Absolutely. All language has multiple uses. I think this is one of the uses. Also, there are two definitions of algospeak: the old definition is the 'unalive' sort of stuff, the censorship avoidance. And then I tried to expand that definition, arguing that everything is algospeak. The genre of 'brain rot' is a cry for help from the algorithmic oversaturation of trending slang. It's poking fun at the fact that these words are over-represented, which already is a meta critique of the algorithm and (the) panopticon we're in. You look at individual surveillance-avoidant language because you have to recognise every word is being surveilled, which is a crazy thing we haven't had in the past. Is algospeak mostly an English-language phenomenon or are you seeing similar patterns globally? Totally globally. In Spanish, some people say 'desvivirse', which had a previous meaning of 'do your utmost'. Now it can also mean 'unalive' in the same way (it does in) English. In Chinese, the word for censorship is censored, so people use a word such as 'harmony' in allusion to the Chinese government's goal of making a harmonious society. But then that started being censored, so people started saying 'rivercrab' because it sounded similar; it was one tone off. Then that started being censored, so people started saying 'aquatic product'. It's alarming that the censorship exists, but it's beautiful that humans are always able to find ways to say what they want to say. Do you see algospeak evolving into a sort of digital pidgin or could it vanish as content moderation tools get smarter? We're always going to be one step ahead of artificial intelligence (AI). I believe that because AI has a biased representation of what language is. Language is constantly being changed and updated and you can't possibly have AI catch on to that. There's a lot of stuff with context that only humans can get. I think humans are resilient at finding ways to say what they want to say.
Entrepreneur
21-07-2025
- Business
- Entrepreneur
Rooted in Resilience: Shuja Jashanmal on the Two Core Values Behind 106 Years of Jashanmal Group's Success
Opinions expressed by Entrepreneur contributors are their own. You're reading Entrepreneur Middle East, an international franchise of Entrepreneur Media. Across the multitude of malls and shopping complexes the UAE has to offer, the name "Jashanmal Group" has become a familiar sight for many. But while the company has over 150 stores across the UAE, Kuwait, Bahrain, Oman, and India today, its story begins in 1919 in Basra– a port city in the south of Iraq. "Our 106-year-old legacy is rooted in a simple principle: trust is why we exist," says Shuja Jashanmal, the Group's CEO. "From our first store in Basra to today's omnichannel presence, we've consistently brought world-class quality to the region, always at fair prices, never overcharging. That consistency in delivering on our promise is what 'Jashanmal' stands for - trust earned through resilience, quality upheld across generations, and values honored through every evolution. We balance heritage and innovation by embedding these principles in a modern retail setting. True longevity comes from honoring our past while boldly shaping the future." While the retail industry in the UAE and the wider region went through multiple makeovers in the past century, the Jashanmal Group steadily cemented itself as an avenue for affordable luxury. "Our meticulously curated lineup features iconic global brands such as Bally, BOSS, Brooks Brothers, MAX&Co., Reiss and others for the GCC market, emphasizing quality and refined aesthetics," Shuja explains. "Our strategy focuses on exclusivity and experiential retail. Our stores are designed as showrooms where customers engage deeply with products. Luxury gift cards, featuring elegant packaging and flexibility, further elevate the gifting experience. We aim to make luxury attainable while driving trends like sustainable consumption, leveraging our 20+ years of brand partnerships to cement our leadership in this high-growth space." Here, the CEO explains how measured modifications to the Group's operations over the years have allowed the company to not just adapt to changes in the ecosystem but often initiate them. "Jashanmal's core target audience has been Emiratis and Arabs, affluent western and Indian expats," Shuja says. "While their expectations have evolved with the market, our core demographic remains premium-focused consumers. Today's shoppers demand convenience, personalization, and bespoke experiences which has driven the launch of our digital gift cards and curated online assortments. Factors like mobile-centricity and cultural traditions (e.g., Ramadan gifting) have had a huge influence on the market environment. We respond with hyper-localized offerings, such as the exclusive Ramadan collection across our fashion brands, retro refrigerators designed for the Emirati majlis, and more — ensuring we resonate across generations and nationalities in the GCC." Image courtesy Jashanmal Group At the heart of Jashanmal Group's ability to keep up with shifting trends and behaviors is a strategic approach towards consumer insights, explains Shuja. "Our leadership team engages directly with market data, franchise partners, and customers to anticipate shifts," he continues. "For example, by identifying Ramadan gifting trends early, we drove a 50% year-on-year (YoY) uptick in gift card sales. We also align with macro-visionaries like the UAE's Vision 2030, embedding sustainability and digital growth into our strategy. Staying agile and curious ensures we lead rather than follow." A 2024 report by UAE-based investment banking advisory firm Alpen Capital showed that retail sales in the GCC are projected to grow at a compound annual growth rate of 4.6% to reach a whopping US$386.9 billion in 2028. "Moreover, the UAE's retail landscape stands among the world's most dynamic, characterized by rapid digital adoption, experiential consumer expectations, and sustained growth, with sales projected to reach $139 billion by 2028, according to a report by Yardstick Marketing Management," Shuja adds. "At Jashanmal Group, we've thrived in premium segments, primarily fashion, curated home solutions, premium appliances, beauty, and fragrances, with partnerships with notable brands like MAX&Co. and Reiss, that saw over 20% YoY growth during Ramadan." In recent times, perhaps the single most significant shift in the retail industry has been the shift towards e-commerce. Identifying it, and then transforming Jashanmal Group into an omnichannel business turned out to be a game-changer for the company. "Our success is anchored in recognizing pivotal industry shifts early," Shuja reiterates. "The rise of omnichannel retail prompted our strategic launch of in 2020, which now drives consistent double-digit annual growth. Meanwhile our physical stores evolved into experiential showrooms. Managing e-commerce for prestigious brands like Bally and Clarks has significantly broadened our market presence and deepened our connection with discerning customers. This synergy between online and offline lets customers "touch and feel" premium products while enjoying seamless digital perks. This makes omnichannel non-negotiable for modern retail." Image courtesy Jashanmal Group "Similarly, the demand for sustainable luxury and hyper-personalization has aligned perfectly with our expansion into digital gift cards, a category that surged by 50% during Ramadan," Shuja continues. "These trends accelerated our vision to transition from traditional retail to an agile, experience-driven retail leader. By transforming stores into experiential hubs and leveraging cultural moments like Ramadan gifting, we've remained proactive in catering to evolving consumer expectations and continued to deepen our regional relevance and pioneer the future of retail." While it may seem evident that a close watch on the market and consumer insights has led Jashanmal Group to persist and thrive amid the changes that have defined the industry it operates in, Shuja himself credits the Group's success to two simple factors. "The secret to our 106-year longevity lies at the intersection of family legacy and forward-thinking values," he says. "At its core, we operate on a principle instilled by my late grandfather: "Always keep the family together." This unity, maintained through generations despite evolving perspectives, creates the stability that fuels every facet of our business. It fuels our dual commitment to long-term relationships and service excellence, where every action prioritizes enduring impact over short-term gains. This manifests as a culture where succession is earned, not inherited, necessitating leaders to prove their worth. We honor tradition while empowering new generations to innovate. Values such as integrity and adaptability are ingrained in our corporate culture, empowering us to navigate evolving market landscapes, from entering e-commerce to launching our gift card initiative. Family unity, merit-driven evolution, and commitment to excellence will drive our pursuit to remain the retail pioneers in the GCC region for centuries to come." Pantazelos exquisite collection of luxury items expertly crafted in silver available at Jashanmal Store. Image courtesy Jashanmal Group It is because of these values that Shuja explains his aspirations for the future in terms of a timeline that will most certainly extend beyond his tenure as Group CEO. "At Jashanmal, we believe that leadership is merit-based– this mindset has taught me to value agility over hierarchy, customer insights over assumptions, and to empower fresh perspectives," he says. "It is our succession philosophy: the next generation will lead by demonstrating value, ensuring Jashanmal progress without compromising the core values that define us." For the moment, however, Shuja is happy to take on the role of helming the Group's future goals. "Looking forward, we'll strengthen our core retail and distribution while expanding strategic partnerships, bringing iconic luxury brands to the GCC," he declares. "Digital innovation and experiential retail will continue to accelerate. Sustainability will be integral across the value chain, aligning with the spirit of UAE Vision 2030. Ultimately, we're building on our legacy to define the future of modern retail, balancing heritage with relentless pursuit of progress!"
Miami Herald
20-06-2025
- Business
- Miami Herald
Popular lifestyle retail chain files for Chapter 11 bankruptcy
The high-end fashion retail sector has faced economic challenges since the Covid-19 pandemic temporarily shut down the industry in 2020, and it hasn't fully recovered from the retail downturn. Financial distress forced luxury department stores, high-end fashion retailers, luxury brands, and retail chains to file for bankruptcy. Don't miss the move: Subscribe to TheStreet's free daily newsletter Luxury department store Lord & Taylor, high-end retailer Neiman Marcus, luxury apparel chain Brooks Brothers, and designer brand manufacturer Centric Brands all filed for Chapter 11 protection in 2020. Related: Popular restaurant chain franchisee files Chapter 11 bankruptcy When the pandemic subsided, rising labor and product costs driven by inflation, higher interest rates on debt, and consumers' changing attitudes toward spending based on financial uncertainties put new pressure on revenue Luxury retailers continued filing for bankruptcy, as last year, Anne Fontaine USA, the U.S. affiliate of the Paris-based boutique chain, in January 2024 filed for Chapter 11 Subchapter V bankruptcy protection to reorganize in the U.S. Bankruptcy Court for the Southern District of New York, asserting that the company has not been able to recover from financial distress caused by the Covid-19 pandemic. Luxury apparel chain Ted Baker Canada, which operated 31 Ted Baker stores in the U.S., nine in Canada, eight Brooks Brothers Canada shops, and seven Lucky Brand Canada stores, filed for restructuring under Canada's Companies' Creditors Arrangement Act and for Chapter 15 bankruptcy in the U.S. on April 24, 2024, to liquidate and close all 56 of the North American stores. The retailer's owner Authentic Brands Group in August 2024 reached an agreement with United Legwear & Apparel Co. to relaunch e-commerce retail operations for Ted Baker in the U.S., Canada, the U.K., and Europe. Fashion retail brand Sash Group Inc., which markets and sells The Sash Bag crossbody handbags and accessories, on March 25, 2025, filed for Chapter 11 protection to reorganize its business, facing significant tax obligations and unsecured creditor debt. Finally, the parent company of high-end specialty retail chain Karma and Luck filed for Chapter 11 bankruptcy to restructure its debt. Related: Major nationwide trucking company files for Chapter 11 bankruptcy The Las Vegas-based company Zama & Zama Inc., whose retail chain sells spiritual and good fortune-themed merchandise for men and women, filed its petition in the U.S. Bankruptcy Court for the District of Nevada, listing $1 million to $10 million in assets and liabilities. More bankruptcy: Iconic auto repair chain franchise files Chapter 11 bankruptcyPopular beer brand closes down and files Chapter 7 bankruptcyPopular vodka and gin brand files for Chapter 11 bankruptcy Its largest creditors include $2.56 million owed to Settle Inc., $498,000 owed to American Express, over $231,000 owed to landlord IMI Miracle Mile, over $83,000 owed to landlord New WTC Retail Owner and other mall operators. The debtor, founded in 2015 by Vladi Bergman, operates 12 brick-and-mortar high-end retail locations in Las Vegas, Los Angeles, Houston, Florida, and New York. The retailer operates in several high-profile buildings, including at the World Trade Center and Grand Central Terminal in New York, Houston Galleria, Fashion Show Mall in Las Vegas, and the Mall at Miami International. Karma and Luck's merchandise includes women's bracelets, necklaces, rings, earrings, charms, anklets, lifestyle items like pillow and blanket sets; men's bracelets, necklaces, and charms; and home decor. The company's merchandise is also available through major department store retailers, such as Macy's and Nordstrom, and it offers e-commerce transactions on its website. Related: Popular smoothie chain franchisee files for Chapter 11 bankruptcy The Arena Media Brands, LLC THESTREET is a registered trademark of TheStreet, Inc.
Yahoo
17-06-2025
- Business
- Yahoo
Brooks Brothers Returns to Downtown NYC With Global Flagship
At 207 years old and the oldest retailer in the U.S., Brooks Brothers has long embraced its history. Now the company has returned to where it all began, unveiling a new global flagship in downtown Manhattan. In 1818, 45-year-old Henry Sands Brooks opened a men's haberdashery, H. & D.H. Brooks & Co., in a small wooden storefront on the northeast corner of Catherine and Cherry streets, within blocks of the East River and the site of the future Brooklyn Bridge, which wouldn't be built for another 52 years. The business was later renamed Brooks Brothers in honor of his four sons. More from WWD Authentic Brands Group Is Buying Dockers for $311 Million Richard Baker Confirms Saks Global to Cut Up to 600 Vendors Who Could Thrive in Fashion's Trade War Challenges? Brand Management Companies For more than four decades, the company had operated a store in the Financial District at One Liberty Plaza, which had famously doubled as a makeshift morgue after the Sept. 11 terrorist attacks on the World Trade Center. But that closed in 2018 when the building it was housed in was being renovated. Now the brand is back downtown with a 10,000-square-foot, two-level space in the historic Western Union Telegraph Building at 195 Broadway. Also known as the AT&T Building, the 29-story building was designed by architect William Welles Bosworth and constructed between 1912 and 1916. It is one of New York's first skyscrapers. Because it's landmarked, Brooks Brothers was limited in what it could do with the main floor, which was at one point the lobby of the building. So the team got creative, incorporating the white marble Doric columns, bronze and alabaster chandeliers and high ceilings with their inlaid grid of coffers, or sunken panels, into the store design. The main floor is dedicated to men's sportswear and womenswear, two growing segments of the business. Men's suits, shirts and the made-to-measure department are on the lower level, which was completely gutted and redesigned. 'This is the culmination of everything we've been working on,' said Ken Ohashi, Brooks' chief executive officer. 'In less than five years, we've been able to completely reinvent the business.' He said that after Brooks Brothers was purchased by Authentic Brands Group and SPARC for $325 million in August 2020, he was unable to make a financially prudent deal with Brooks' former owner, Claudio Del Vecchio, to retain its longtime flagship on Madison Avenue and 44th Street. Del Vecchio owns the building at 346 Madison, which remains vacant. Instead, Brooks doubled down on its other Midtown location in Rockefeller Center, which sources said is one of the company's most-productive stores with annual sales of more than $10 million. While Ohashi declined to provide numbers, he said the Rockefeller Center store was expanded two years ago to its current 4,500 square feet, and continues to be a strong performer. 'But we love downtown,' he said. 'It's close to where the original store was located and to Wall Street. It's also near the TriBeCa epicenter and the Financial District is becoming a hot residential spot.' The Financial District is also a popular tourist destination with the World Trade Center memorial and nearby Trinity Church where Alexander Hamilton is buried. Michael Bastian, Brooks' creative director, added: 'We started at Catherine and Cherry, and over the years we followed the critical mass of the working guy as he migrated uptown.' In addition to the Rockefeller Center unit, Brooks operates a store at 86th Street and Madison Avenue in Manhattan, which is slated for a facelift soon. All told, the company operates 141 stores in the U.S. and 334 globally. The new flagship had a soft opening about a week ago and Ohashi said the sales are already strong. That comes without any official marketing and despite the scaffolding that obscures the main entrance on Broadway. The scaffolding is scheduled to be removed next month, the team said. Even when the scaffolding is gone, Brooks will not be able to put its name on the exterior of the building because of its landmark status. Instead, its windows will have to tell a story, Ohashi said. The company has more leeway on the interior. The rear of the main floor opens into the lobby and is directly across from a Nobu restaurant, where Ohashi will host a dinner and unveiling of the store to an intimate group on Wednesday night. There are two windows in that corridor which Brooks will use to display archival pieces. For the opening, one case is displaying a replica of the black greatcoat the company made for Abraham Lincoln's second inauguration that he was wearing the night he was assassinated. An antique mirror from the same time frame is also on display. A second case speaks to the brand's own history with a silhouette of Henry Sands Brooks, the only remaining representation of the founder, along with photos of his four sons. Ohashi said the new flagship is not the biggest store in the chain but is larger than most of the company's new units. 'Our new stores are generally between 5,000 and 7,000 square feet,' he said, adding that 'historically, our stores have been too big.' But at 10,000 square feet, Brooks has the space to 'tell the whole story,' he said. 'Half of the upstairs is women's, which has had phenomenal growth this year.' In addition to luxury sportswear and casual menswear, the upstairs offers a vintage area along with the only site in the U.S. where customers can buy pieces from Brooks' longtime collaboration with Junya Watanabe. Downstairs is accessible by elevator or marble staircase and leads into what Ohashi described as a 'men's moment.' From suits and shirts to neckwear, the space offers a range of options for dressing up. The made-to-measure department offers some fabrics exclusive to the flagship, and ties have been 'on fire' since the opening, Bastian said. In addition to servicing guys who are dressing up more again, at under $100 neckties are a good gift for tourists to bring home, Ohashi said. 'We've been focusing on what people wear to work today,' said Bastain. 'We still have a very traditional person and sell a lot of suits, but they're wearing more luxury sportswear and we're moving with them.' Brooks Brothers shares 195 Broadway with Anthropologie and Ohashi said he'd like to partner with the retailer because that space offers one of its largest wedding shops and he envisions opportunities to collaborate. Overall, Ohashi said business at Brooks Brothers continues to be strong. 'We've had four years of consecutive comp gains,' he said. 'And the fourth quarter was incredible. Year-to-date, February was a little soft but we did well in March. The winners are spring fashions and women's.' Although womenswear is still a small business, representing just 12 percent of total sales, Ohashi believes it can continue to grow. 'We're buying aggressively for it next year.' Earlier this year, Ohashi was also tasked with overseeing Eddie Bauer. The Seattle-based retailer is part of Catalyst Brands, which was created in January to oversee Authentic and SPARC's Lucky Brands, Aeropostale, Nautica and Brooks Brothers as well as J.C. Penney. Ohashi said that after running Brooks for over four years, the company is at the point where it's more about 'framework and good flow. We did the heavy lift over the past four years; now it's about micro-tweaks and doubling down on the luxury positioning we've created that has really helped the business.' He said Bastian was his first hire at Brooks after taking over as CEO and his updated, elevated designs and fabrications have led to more full-price sales, both in stores and online. 'We're still relatively reasonably priced,' Ohashi said, pointing to the company non-iron, Supima cotton dress shirt for $118 as an example. 'It offers incredible value.' When Brooks Brothers was struggling and operating in Chapter 11 bankruptcy, the website was seen primarily as a vehicle for clearing merchandise. 'It took a long time to get the full-price customer back,' Ohashi said. 'But year-to-date, our margins have been the best in five years.' 'And our messaging is full price,' Bastian added. 'Brooks was flat when we bought it,' Ohashi said. 'It's important to get the vibe and the creative direction right, and I think we've done that.' As a result, Brooks is in expansion mode. Ohashi said the company is opening more stores in 2025 than it has in the past two decades. New locations still on tap for this year include Red Bank, N.J., and the Stanford/Palo Alto, Calif., area. Launch Gallery: Inside the New Brooks Brothers Store in Lower Manhattan Best of WWD Macy's Is Closing 66 Stores in 2025 — Here's the List, Live Updates Inside the Demise of Lord & Taylor COVID-19 Spikes Elevate Retail Concerns Sign in to access your portfolio
