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Over the course of its 40-year history, J.Crew has explored all kinds of design collaborations. Last year, for instance, it partnered with the designers Christopher John Rogers and Maryam Nassir Zadeh. But if you walk into a store, you might also come across slightly more unexpected collaborations. On a recent visit to J.Crew’s Columbus Circle store in New York, I found a collection of kids’ clothes emblazoned with the logo of the Fire Department of New York. In February, to celebrate The New Yorker magazine’s centennial anniversary, J.Crew created a special line of sweaters, rugby shirts, and baseball caps featuring the magazine’s logo. And last summer, it dropped work jackets and sweatshirts made in collaboration with the FX show The Bear, which was heading into its third season. Last week, J.Crew announced that it had launched a three-year partnership with the U.S. Ski and Snowboard association to create a lifestyle collection that will land in the lead-up to the 2026 Winter Olympics in Italy. The thread that ties all of these collaborations together is that they focus on beloved organizations with a loyal following, rather than designers. J.Crew is trying to make a comeback after it filed for bankruptcy in May 2020. In November of that year, the company named Libby Wadle, a 20-year veteran of the company, CEO. Through these collaborations, we’re getting a glimpse into Wadle’s vision for trying to make J.Crew relevant again. Wadle says that the U.S. Ski and Snowboard collab is likely to generate a lot of revenue. But some of the smaller, niche collabs aren’t necessarily about making a lot of money. Instead, they’re an effort to stretch our imagination about what J.Crew representsand it’s about trying to ensure that the brand is part of the broader conversation. We’re looking to partners who can help put us at the center of culture, she says. We do some partnerships that are not just about revenue. They just feel culturally relevant and feel great from a creative perspective. [Photo: J.Crew] Expanding What J.Crew Stands For When Wadle first stepped into the CEO position, her goal was to go back to the brand’s aesthetic roots, which are grounded in preppy, vintage Ivy League style. Brendon Babenzien and Olympia Gayot, the menswear and womenswear designers respectively, created updated versions of iconic J.Crew pieces, like its roll-neck sweater and barn jacket. She also brought back the print catalog, which was designed to serve as another storytelling device and a way to reintroduce the brand to consumers who may have lost interest. “It’s a way to get back in front of people who maybe don’t know us or who used to know us,” she says. With these collaborations, Wadle is trying to expand what J.Crew can be. For instance, most people think of it as a coastal New England brand, particularly when you think of all of the catalogs of the past featuring beachy scenes, with models in swimsuits and boat shoes. But Wadle points out that the brand is also connected to New York City. Our headquarters are here, and New York means a lot to us, she says. View this post on Instagram A post shared by J.Crew (@jcrew) Wadle has been eager to highlight this connection. Last fall, J.Crew hosted a dinner party at the New York Public Library to celebrate the relaunch of the catalog; the year before, it celebrated its 40th anniversary with a concert featuring The Strokes at New York Fashion Week. Its collabs with The New Yorker and FDNY were meant to deepen this connection with the city. But Wadle says that J.Crew designers also happened to be drawn to the branding around these organizations. Brendon (the menswear creative director) loved the FDNY logo, and the old firehouses around the city, Wadle says. So he was passionate about bringing the collaboration to life. The pieces from these New Yorkfocused collaborations are fairly simple. The design team took J.Crew staples, like fleece sweatshirts, baseball caps, and vintage-washed T-shirts. They then incorporated the brand’s logos and mascots. The FDNY collection features the iconic spotty dog associated with New York firemen; The New Yorker collab included T-shirts with custom cartoons. [Image: FX/J.Crew] The capsule collection for The Bear was also something the creative team was personally passionate about. Babenzien happened to have a relationship with Matty Matheson, who plays the handyman Neil Fak on the show, and also happens to have his own clothing line. So they decided to create a few key pieces, such as a work jacket and a trucker hat, with the character’s fictional company, Matter of Fak Supply, on it. Wadle says the brand doesn’t expect these niche collabs to be a cash grab; instead, they’re more of a marketing play, to get in front of fans of The Bear, or The New Yorker, or the FDNY. “It’s not always a big revenue-driving opportunity,” she says. “It’s about brand integrity and to create authentic, culturally relevant moments.” View this post on Instagram A post shared by J.Crew (@jcrew) [Photo: J.Crew] Sports Partnerships Wadle also wants J.Crew to be part of major sporting events. Last summer, the brand partnered with USA Swimming in advance of the Paris summer Olympics. The collaboration was unconventional because J.Crew wasn’t an official sponsor of the games, nor did it have the technical expertise to create swimsuits for Olympians. Instead, it created a collection of lifestyle pieces, from hoodies to shorts, that reflected J.Crew’s preppy aesthetic, but also featured the USA Swimming logo. The collection was a huge hit. Within the first day the products were released, 80% were snatched up. And Wadle says that the collaboration was responsible for a 10% spike in new customers in the first week of the release, compared to the year before. It quickly added a second collection to meet the demand. The energy around swimming and the families participating by cheering on swimmers surprised us, Wadle says. Now, Wadle wants to create similar magic with the collaboration with this new partnership with U.S. Ski and Snowboard. In this case it will create pieces that lean into the lifestyle around skiing, including aprs ski fashion. J.Crew will tap into U.S. Ski archives along with its own archive of winter catalogs to create vintage looks in line with its preppy heritage. Much like the New Yorkbased collaborations, these sports partnership are a way to highlight different aspects of J.Crew’s brand that they might not be familiar with. Wadle points out that both swim and ski culture are part of J.Crew’s heritage. But now, these aspects will be at the forefront of consumers’ minds. We believe this partnership will be big, says Wadle. We believe we have the ability to tap into a platform that is bigger than competitive athletes. It’s about tapping into a sport that many people love.
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E-Commerce
Gerardo Valerio had been looking for a bathroom in Los Angeles Little Tokyo neighborhood for 20 minutes when he stumbled across a blue and white trailer with FREE BATHROOM at the top. At first, he was hesitant to enter the bathroom, which had been installed by the Washington, D.C.-based portable toilet startup Throne. To get in, he had to scan a QR code which pre-loaded a text onto his phone. After sending the text, the door would automatically slide open. What do I text, I need to pee? he jokes. All in all, he says, it was a positive experience: It was pretty to look at but it definitely has a smell to it. It needs to be maintained a bit more. But overall, nice. In Little Tokyo, there are almost no public restroomsin most of the restaurants and shops, you have to buy something first. There should be more, Valerio says. After years of complaints from riders, LA Metro is rolling out more free public Throne bathrooms this year at transit stations across L.A. County. The portable, touchless trailers are self-contained, requiring no water or electric hookup. This allows the company to rapidly deploy restrooms wherever neededlike a busy train station. The new location at Little Tokyo station has been particularly popular, with 120 to 150 uses per day during the weekend. Thrones have also been deployed in the D.C. area, Ann Arbor, Michigan; Beverly Hills; and in the Bay area at two Caltrain stations. View this post on Instagram /div>A post shared by Throne Bathrooms (@thronebathrooms) Built on accountability Throne says its smart bathrooms use accountability to solve the age-old problem of unwanted bathroom activity. Accessing a Throne requires a unique user ID, usually a cell phone number. For those without access to a phone, Throne also distributes key cards through local service providers. [Its] just behavioral science, explains Throne cofounder and COO Jessica Heinzelman. If somebody knows that theyve used their phone to get into a bathroom, theyre treating it a little bit nicer, kind of the same mentality of if you have somebody in line behind you in a regular bathroom. Every user is asked to rate the cleanliness of the Throne and can report any issues via text. Throne uses this feedback to optimize the cleaning schedule which relies on gig laborand rapidly respond to any issues. As of March 1, there have been 425,900 uses nationally, with 168,600 in L.A., and a rating of 4.07 out of five stars. The biggest issue facing public bathrooms in Metro stations has been preventing inappropriate behavior, says Stephen Tu, deputy executive officer of station experience at Metro. Throne bathrooms are cheaper to clean and maintain because problem users can be banned from the system. So far, only 375 people out of 37,144 unique users across the national Throne network have been access-restricted, according to Heinzelman. Last year, after a six-month pilot at four locations, Metro approved a $22 million four-year contract with Throne to provide up to 64 bathrooms. Currently, there are 14 Thrones in the Metro system, with four more set to roll out in April. View this post on Instagram A post shared by Throne Bathrooms (@thronebathrooms) Tapping the gig workforce Some Throne features might be high-tech, but the bathrooms are still cleaned the old-fashioned way: by people, specifically gig workers who sign up to clean specific locations at specific times through an app. It allows us to respond really quickly, while also providing people flexible income opportunities, says Heinzelman. If we had a W-2 workforce, we would probably be able to accomplish a quarter of the cleans in twice the time. Correna T., a public transportation advocate with the L.A. chapter of the Democratic Socialists of America, believes that the bathrooms should be staffed by unionized Metro employees, not gig workers. We would much rather see those jobs go to union employees who have protections and benefits and are staffed publicly, she says. In July of last year, DSA-LA successfully mobilized to push LA Metro to conduct a feasibility study on bringing cleaning staff in-house. Over seven months later, the report is still not out. Next City reached out to Metro for a status update on the report but did not receive a response. Throne declined to provide details about how much a member of the cleaning network is paid per clean, but according to Thrones website, each clean is priced dynamically. There are all sorts of variables to how we are setting clean tasks including when we have two Thrones co-located next to each other (no transit time or transit cost) [plus] the ability to get bonuses for rapid response, says Heinzelman in an email. Workers can receive an extra $15 for extra tough jobs after submitting before-and-after photos that are then confirmed by the company. Thrones top earners are making up to $1,800 per week, says Heinzelman. Having bathrooms is an enormous social service support and health and safety strategy that we wholeheartedly support, says Alfonso Directo, Jr., advocacy director for the Alliance for Community Transit, a coalition of transportation and housing organizations. But ACT-LA would rather see Metro provide stable employment for local residents. Metro, as a public agency with public dollars, could be using those dollars to develop the infrastructure themselves, he says. A temporary fix? Correna T. was initially excited about the Throne bathroom program, but thinks it doesnt go far enough in providing a permanent solution. The bathrooms are portable, not permanent, she points out. Metro doesnt own themThrone does. The contract only extends to 2028the year that L.A. is hosting the summer Olympic games. To DSA-LA, this shows that the Throne partnership is primarily meant to serve tourists during the Olympics. If they dont expand this program past the Olympics, Throne could literally just come in and take them away, and they would no longer be an amenity for the city, she adds. Tu doesnt see the restrooms as necessarily temporary and says the agency has the option to renew the contract at the end of four years. The beauty of its portability allows us to scale very quickly, because to be able to do this with a more traditional approach would take many years to be able to get this at up to 64 locations, he says. LA Metro riders have been requesting bathrooms for decades with little success. The system has only three stations with permanent bathrooms in a system with 107 rail stations and about 12,000 bus stops (the city of Los Angeles has four bathrooms at Metro stations that it maintains separately). Tu says that the challenge with building and maintaining public bathrooms has been not just the capital costs of adding new bathrooms, but also the amount of money needed to staff them and keep them clean. During the pilot, Metro saw a 50% reduction in public urination and defecation incidents at locations where Thrones were deployed. When Next City asked if Metro could use the money saved on maintenance to build permanent bathrooms, Tu repeated that the partnership with Throne allows the agency to roll out multiple bathrooms in a short period of time. He stresses the high rating that Throne has received from users as evidence of the programs success, though he states that Metro is not opposed to exploring other options in the future. The only solution we see in the market right now is the Throne solution, he says. This story was originally published by Next City, a nonprofit news outlet covering solutions for equitable cities. 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E-Commerce
Amtrak has revealed a first look at its new Airo trains, and they come with panoramic windows, comfier chairs, and more accessibility features. The national rail service is currently constructing 83 of the new-and-improved Airo trains, which will operate on around 15 existing routes in the Eastern U.S. and Pacific Northwest. According to a spokesperson, the Airo manufacturing is currently underway at Siemenss Sacramento plant, with testing of the first trains expected to begin in the second half of this year. By modernizing its fleet with a variety of design improvements, Amtrak is making a play to attract more Americans to train travel instead of flighta step toward its ultimate goal to revitalize Americas passenger rail system and double ridership by 2040. [Image: Amtrak] Nicer seats, bigger views In an announcement released earlier this month, Amtrak revealed a first look at the specs and interiors of its Airo design, and theyre a marked improvement to the rail services existing models. On the inside, new seating offers moveable headrests, a cupholder, bigger and sturdier tray tables, and “plenty of legroom,” per the release. Panoramic windows have been added to let in plenty of light and allow travelers to take in the passing views. And, to make finding your seat simpler, each car will be color-coded based on its class, while each chair will be labeled with an individual number. [Image: Amtrak] More thought has also been given to the trains amenities. In the Airos cafe cars, riders will now have a self-service option rather than waiting in one long line to order from a single attendant. The cafe caras well as the bathrooms, walkways, and vestibuleshas also been modified to allow wheelchair users to navigate more easily. Aesthetically, the Airos staid gray and blue interiors are still lagging far behind the train designs one might find overseaslike in Frances high-speed TGV Inoui model, which looks like a 70s space age mood board. Still, the Airo represents a technological improvement on former Amtrak models in that it can travel up to 125 mph and produces 90% less particulate emissions in diesel operations. Fast Company reached out to Amtrak for more details on the Airos design and environmental impact, and the rail service declined to provide further information at this time. [Image: Amtrak] Its a good time for Amtrak to be investing in new trains, given that some of its old cars are going out of service: Just last week, the rail service announced that it would be suspending its entire Horizon fleet after inspectors uncovered potentially dangerous corrosion on several cars. [Image: Amtrak] Amtraks plan to revitalize Americas rail system The Airo trains, slated to hit tracks in 2026, are the first phase of Amtraks larger plans to refresh its existing fleet and expand its service across the U.S. Last February, former Amtrak CEO Stephen Gardner told Fast Company that the U.S. is essentially still operating Victorian railways in the 21st century. Meanwhile countries like France, Japan, Switzerland, and China are moving light-years ahead in terms of their high-speed rail systems (the closest the U.S. has come to high-speed rail is Amtraks Acela route). Amtrak has been working to bring the countrys rail system into the modern era by epanding its routes, enticing younger customers, and, of course, upgrading its trains. So far, its efforts seem to be paying off. In 2024, Amtrak saw a record ridership of 32.8 million passengers, up from 28 million the year before. The rail services ultimate goal is to see 66 million riders by 2040. As Amtrak works to achieve that benchmark, some criticsincluding Elon Muskhave called for the service to be privatized. However, as Fast Company has previously written, such a move could derail the providers expansion plans by raising prices for consumers and even eliminating less profitable routes. In the meantime, if Amtrak is allowed to continue operating under its current structure, a spokesperson predicted that the service is on track to reach operational profitabilityfor the first time in historyduring this administration.
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E-Commerce
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