Hey Friends,
It is very difficult to believe we’re nearly halfway through 2025. I would classify the first half of 2025 as odd…..from sweeping job cuts and cautious hiring to store closures, leadership shakeups, and bold strategic plays, the pressure is on across every corner of the industry. Yet in the midst of this turbulence, pockets of resilience and innovation continue to emerge—whether through digital investments, creative partnerships, or sustainability milestones. This week’s roundup unpacks the signals beneath the noise, helping you make sense of what’s unfolding now and what’s coming next.
Let’s get into it…..
Job cuts are spiking in 2025, with 696,309 layoffs across all sectors through May, an 80% increase over the same period last year. Retail has been hit hard, with major players like Nike, Walmart, and Procter & Gamble announcing significant reductions as companies respond to tariffs, funding cuts, and weak consumer sentiment. Despite this wave of layoffs, the broader labor market remains stable: employment rose by 139,000 in May and the unemployment rate held at 4.2%. Retail hiring was flat, and although planned hires are slightly up from 2024, overall hiring levels remain historically low, reflecting a cautious approach by employers.
Retail sales rose 0.4% month-over-month and 3.4% year-over-year in May, the strongest annual gain since fall 2024. The NRF projects full-year growth between 2.7%–3.7%, with e-commerce expected to outpace in-store growth yet again. Behind the scenes, retailers are investing in micro-fulfillment, social commerce, and TikTok Shop integrations to meet omnichannel demand.
Consumer spending remains steady, but the cost of fulfillment, returns, and digital execution is rising—forcing retailers to balance innovation with profitability.
A nationwide task force led by Cook County officials resulted in 400+ arrests across 28 states, targeting organized retail theft at chains like Home Depot, Ulta Beauty, and Macy’s. Theft is up 93% since 2019, prompting retailers to implement AI surveillance, RFID tracking, and store redesigns.
Theft is no longer a backroom issue….it’s now a boardroom priority. Brands that invest in loss prevention tech without alienating shoppers will have the edge.
This Week in Retail Therapy
Are buzzers gone from restaurants now? Admittedly, the text when your table is ready option is considerably better, but yesterday I had a strange experience. At my local Panera, and all Panera’s I’m assuming, they have gone to a digital board in lieu of the buzzer. This is a really odd technology investment based on the way I see customer engaging in their restaurant.
There was a healthy mix of order on-line pick-up in store, and sure the digital board works there. While I didn’t test it myself it is probably integrated in some form to a mobile app…. Easy to understand.
But the majority of who I saw in Panera yesterday were parents with kids (myself included) or people working. The constraint around monitoring the digital board kind of adds an unnecessary headache that isn’t conducive to the the typical customer. The buzzer told me I will be alerted when my food is ready, not stop what I’m doing to walk up and check and make unwarranted trips to the bar.
While hassle may be a stretch, to me this is a prime example of investing in technology to say you did it, without meeting your customers where they are at. Technology should aid, and have some resemblance of need/want. To me this is not it…..
McDonald’s is teaming up with Amazon Delivery Service Partners (DSPs) to provide perks for drivers throughout the summer. From June 11 to September 30, participating DSPs can offer their drivers weekly food and drink deals through the McDonald’s app, including:
Two drink offers per week with a $1 minimum purchase
One free food item every other week (e.g., 6-piece McNuggets or McCrispy)
In addition to the deals, drivers will have access to clean restrooms, free ice and water refills, and relaxing spaces to take breaks at McDonald’s locations nationwide, helping keep them refreshed while delivering in the summer heat.
Some Leadership Updates
B&M (UK): Appointed Tjeerd Jegen (ex-Tesco Asia) as CEO, signaling a focus on operational discipline and competitive pricing.
Macy’s: Named Thomas J. Edwards (formerly Capri Holdings) as both CFO and COO, effective June 22—part of its ongoing turnaround.
Kohl’s: CEO Tom Kingsbury stepped down amid boardroom tensions; interim leadership is navigating cost controls and market share loss.
FB Society (behind Whiskey Cake and Mexican Sugar) promoted Christine Magrann to President/COO, pointing to experience-driven dining as a strategic priority.
Sweetgreen hired Jason Cochran (ex-Chipotle, Pizza Hut) as COO to support operational scale.
Rita’s Italian Ice and HTeaO filled new executive roles across supply chain and marketing as they prepare for national expansion.
Ralph Lauren lost CEO Stefan Larsson in May, with interim CFO Jane Neilsen at the helm during the search for new leadership.
Country Road Group (Australia): CEO Vijay Vuppalapati will step down in August after a 72% profit drop and internal misconduct allegations.
Ulta Beauty named Lauren Brindley as Chief Merchandising & Digital Officer on June 3, streamlining its leadership around customer experience and assortment strategy.
Chanel continues to double down on gender equity, now with 60% women in leadership under CEO Leena Nair.
Hyatt announced a wave of internal leadership promotions aimed at bolstering its enterprise-level brand strategy and pipeline diversification.
These aren’t just personnel changes—they’re directional signals. Leadership transitions often precede strategic pivots in pricing, marketing, and footprint strategy.
Other Changes Hitting the Storefront
In the UK, closures hit hard: Poundland may shutter up to 200 stores, New Look is downsizing by 25%, and 124-year-old Daniel Department Store is shutting its doors.
In the U.S., Hobby Lobby is backfilling shuttered JCPenney stores in Idaho—a sign of value retail’s relative strength.
While department stores and mid-tier apparel chains struggle, value retailers and off-price players continue to gain ground.
Chicago is prepping for the James Beard Foundation’s signature week (June 13–16), featuring panels on mental health in kitchens, reparative food justice, and beverage innovation. It culminates in the highly anticipated awards gala at the Lyric Opera House.
Today’s hospitality success goes beyond what’s on the plate—consumers and investors alike want brands that take a stand on inclusion, sustainability, and wellness.
We are smack dab in the middle of earning season, and while I wont spoil my roundup for you guys, here’s some topics that are worth noting as we watch the next wave of earnings being released:
Tariff uncertainty is a universal headwind—primary among large import-dependent players like Macy’s and discount chains. Only the most agile (Dollar Tree, Dollar General) are raising outlooks.
Value-forward formats—off-price retail in particular—continue to dominate as consumers seek cost efficiencies while still valuing choice and experience.
Store rationalization (Macy’s, Rite Aid, Ulta, Jo‑Ann) shows how retailers are optimizing physical presence amid e‑commerce pressures.
Financial health divergence: strongoperational performance and balance sheet strength (TJX, Dollar General) contrast starkly with distressed chain operations (Rite Aid, Jo‑Ann).
Warner Bros. Discovery has announced plans to split into two separate publicly traded companies by mid-2026, effectively undoing much of the 2022 merger between WarnerMedia and Discovery. One company will focus on streaming and studio content—including HBO, HBO Max, Warner Bros. Television and Film, DC Studios, and related gaming, licensing, and tours—while the other will manage global broadcast and cable networks such as CNN, Discovery, TBS, TNT, Discovery+, and TNT Sports. David Zaslav will continue as CEO of the content and streaming business, while Gunnar Wiedenfels, currently the company’s CFO, will lead the new networks-focused entity.
The rationale behind the split is multifaceted. Strategically, it allows each business to focus on its own growth trajectory: streaming and studios can better compete with Netflix and Disney, while the traditional cable division focuses on managing profitability in a declining market. Financially, the separation is designed to unlock shareholder value and streamline the company’s massive $34 billion in debt. Most of that debt will be placed with the networks business, which will retain a 20% stake in the more growth-oriented content company—potentially selling it off over time to reduce leverage.
The announcement received a warm reception from investors, with WBD shares jumping by as much as 13% following the news. The company also secured a $17.5 billion bridge loan to begin restructuring its debt ahead of the split. The move aligns with broader industry trends: traditional cable subscriptions in the U.S. have declined from around 100 million in 2015 to just 60 million today, and other conglomerates, like Comcast, are also exploring ways to separate their streaming and legacy TV businesses.
While branding details are still being finalized, and the split is subject to regulatory approval, the decision marks a significant pivot for the media giant. It underscores the accelerating decline of cable television and the growing imperative to create leaner, more focused companies that can respond quickly to shifting consumer preferences and industry dynamics. For consumers, immediate changes are unlikely, but longer-term implications—such as potential network sales or content shifts—could follow. For investors and industry watchers, the split is a sign that even media powerhouses must rethink how they balance legacy assets with digital growth opportunities.
The newly opened Ritz-Carlton in Portland received LEED Gold certification for its green design: 100% non-invasive landscaping, heat-reducing surfaces, recycled materials, and bicycle-friendly infrastructure.
What Went into LEED Gold Certification
🌿 Eco-Roof & Non-Invasive Landscaping
The 35-story tower (Block 216) includes multiple outdoor terraces planted with native, low-water vegetation. These green roofs reduce urban heat islands and manage stormwater by capturing rain within soil substrates.
🌿 Water Efficiency Controls
Smart, weather-driven irrigation cuts water usage by approximately 42% compared to conventional systems. Combined with drought-resistant plantings, the hotel significantly reduces its landscaping water footprint.
🌿 Energy-Saving Building Envelope & Systems
Designed to use 13% less energy than a standard code-built hotel, the Ritz-Carlton employs high-performance glazing, LED fixtures, efficient HVAC systems, and low-flow hot water heaters.
🌿 Recycled & Low-Emissions Materials
During construction, 75% of waste was recycled. The team selected materials with low VOCs (paints, composite woods, insulation) and responsibly sourced stone and timber echoing the region’s natural story.
🌿 Stormwater & Heat Reduction Features
Cascading stormwater planters—integrated into the white base façade inspired by local basalt formations—help slow runoff and minimize surface heat reflection .
🌿 Alternative Transit & Bicycle Infrastructure
Situated on Portland’s “Greenloop,” the hotel achieves near-perfect walk and bike scores (walk: 100, bike: 94). It offers extensive bike racks and easy access to public transit, encouraging guests to reduce car autonomy.
The LEED Gold certification of The Ritz-Carlton, Portland is more than a badge of responsibility. It sets a standard where luxury, climate stewardship, and community context converge. Sustainability isn’t just optic…..it’s front and center in guest expectations, operational resilience, and corporate accountability.
Michaels has officially acquired the intellectual property and private label brands of JOANN, including the popular Big Twist® yarn line. As part of the acquisition, Michaels is significantly expanding its assortment of fabric, sewing, and yarn products—adding over 600 new items to meet growing customer demand and reinforce its position as the go-to creative destination.
Key highlights:
Fabric: Searches for “fabric” on Michaels.com are up 77%, prompting a large category investment. Michaels now offers over 10,000 fabric options online and has expanded in 680 stores, with 280 more planned.
Sewing: With a 39% increase in sewing interest, Michaels is launching new products from brands like Brother®, SINGER®, Pellon®, Clover, and more—including 50+ new kits and sewing machines.
Yarn: Yarn assortment is growing by 25% this year. Michaels is debuting 60+ new Loops & Threads offerings, new Red Heart®, Bernat®, and Lion Brand® collections, plus expanding JOANN’s Big Twist lines under its brand portfolio.
CEO David Boone said the move enables Michaels to better serve new and loyal customers while reinforcing its leadership in creative supplies across North America.
The Takeaway
Retail is stable—but store formats are shifting. Mall anchors are giving way to value players, and omnichannel execution is key.
Leadership turnover = market transformation. From fast fashion to QSR, the right C-suite talent is a critical asset in a time of disruption.
Experience still wins. Pop-ups, panels, and high-touch dining aren't just marketing fluff—they're what modern consumers expect.
Sustainability and social impact are strategic levers. Brands are under pressure to lead with purpose, and those who don’t adapt risk more than reputational damage.