This year, six of the eight participating designers are Black, Indigenous, and people of color.

Saks Fifth Avenue’s New Wave Program Recruits Eight Emerging Brands

Saks Fifth Avenue
Demand for retail space is quickening in New York City, even as rents have stopped dropping and landlords have regained some negotiating power. In all, out of the 17 major Manhattan retail corridors featured in the Real Estate Board of New York’s retail report released Friday , nine saw average asking rent per SF grow from fall 2021. However, average asking rent is below its pre-pandemic level in every corridor. “In addition to rents finding some solid ground, lease structures are also normalizing. More property owners are pulling away from the very aggressive incentivized leases with heavy discounts that were prevalent in 2020 and much of 2021,” REBNY's report says. “Brokers noted that a few storefronts are getting offers from multiple tenants. These bidding events are limited to only a few spots, but they are yet another indicator of market momentum.”
Bright spots have begun to emerge across the city, but retail strips that have relied on foot traffic, like Midtown East and Grand Central, have seen a more tempered recovery, while SoHo and Madison Avenue have been among the best-performing . And while leasing activity might be returning closer to normalcy, staffing issues and dysfunctional supply chains have frustrated build-outs and meant stores have delayed openings in some cases. In New York City, many new tenants are digital-native brands, operations that don't want to commit to long-term leases and don’t have high credit or aren’t yet proven concepts. While many landlords want to strike creative deals, the banks that hold debt on buildings are still calling the shots in many cases . As restrictions have lessened and concerns about the pandemic have eased, medical retail, including veterinary clinics, has been a bright spot. Increasingly, direct-to-consumer brands are taking space in physical stores because their ability to run targeted ads has been curtailed, and a physical presence has become a key part of their marketing strategy, Leap co-founder Amish Tolia recently told Bisnow. “Last year, Apple came out with a pretty big update to their tracking, so now if you go on your iPhone, you open any application, you'll probably notice that they'll ask you upfront, ‘Do you want to share your location data?’" he said on a Bisnow podcast . "That's obviously impacted a lot of the ad targeting capabilities for Facebook, because Facebook was reliant on that data for a long time. So what that has really done is that [now], people are really running back into [brick-and-mortar] retail pretty darn quick.”
Contact Miriam Hall at miriam.hall@bisnow.com

NYC Retail Stirs Back To Life As Rents Start To Stabilize

Saks Fifth Avenue has partnered with Skinney Medspa in order to offer medical-grade cosmetic treatments in store, according to a report published by WWD. 
The post Saks Fifth Avenue to offer cosmetic procedures in store appeared first on Global Cosmetics News.

Saks Fifth Avenue to offer cosmetic procedures in store

With luxury experiencing a post-Covid boom, brands have put VIP experiences into overdrive, courting wealthy shoppers in the US with sumptuous dinners and exotic trips. Dinner at a Mytheresa private client event in Palm Beach, Florida on February 28, 2022. (Shane Drummond/BFA.com)
By
Penny Pinar Karabey is used to being treated like royalty by luxury brands. A resident of New York’s Upper East Side with a house in Southampton, Karabey lives a luxury-fueled lifestyle, constantly shopping for charity galas, board meetings and other events. Brands and retailers like Fendi, Dior and Saks Fifth Avenue work hard to keep her in their circles, inviting her to private parties, cocktail events and fashion shows in Europe. But lately, even Karabey has been surprised by the attention. Jewellery, perfume and footwear companies — some of which she’s never shopped with — have been aggressively courting her with invites to private trunk shows and intimate cocktail parties. “They see that I shop a lot, and am an important customer for Fendi and Dior,” Karabey said. “They are finding me … and asking me to come to their party.”
With 125,000 followers on Instagram, Karabey has an audience but isn’t a celebrity. Still, her penchant for big fashion spending earns her the star treatment: brands lend her outfits and will even shut down a boutique so she can shop privately. The elaborate, competitive and secretive world of courting private clients — where brands allocate enormous budgets for gifting, events and trips — is a decades-old practice and an important marketing tactic in fashion. Big and loyal spenders can fuel as much as 40 percent of sales, said Gary Wassner, chief executive of Hilldun Group, a retail consulting agency. At the luxury e-commerce company Mytheresa, 3 percent of its customers make up 30 percent of its business, chief customer experience officer Isabel May told BoF. Lately, the game of attracting very important clients, or VICs, has kicked into high gear. Brands are acutely aware that wealthy shoppers are hungry for both luxury products and elaborate experiences post-Covid. Fashion is investing in its top shoppers accordingly — as well as finding new ones. With the American luxury market experiencing a boom, many brands are particularly keen to lure wealthy shoppers in the American South and in markets like Austin and Miami , as well as younger shoppers with tech or crypto-made fortunes . “For European brands, the US was all about the West Coast, East Coast, but they’ve realised the US is large and there are wealthy customers everywhere,” said Federica Levato, the EMEA leader of fashion and luxury at Bain. VICs represent enormous potential profits, and managing those relationships is extremely important, said Laurent Thoumine, managing director and retail lead at Accenture. These private experiences, he said, are “absolutely the key to generating revenue long-term.”
How Luxury Finds Its Big Spenders
The VIC strategy is similar to that of casinos treating “whales” to hotel suites and expensive champagne. At Mytheresa, VICs spend in the “high seven figures,” said May, while sources told BoF Dior private clients typically spend $100,000 minimum with the brand annually. (Dior did not respond for comment.) “Brands don’t want someone going straight for shoes or handbags. They are looking for shoppers who buy into the whole brand… in every category,” said Gab Waller, a fashion stylist and luxury sourcer who works with VICs. And while some VICs cross into celebrity-influencer territory, many of luxury’s biggest spenders prefer privacy. “[Brands] keep this world very secretive because these people are extremely, extremely private,” said Nolan Meader, a fashion stylist who works with several VICs. “Their social media is usually private. They aren’t flaunting what they have.”
A Neiman Marcus Prada brunch for private clients in Dallas in May 2022. (BECKLEY/BECKLEY)
Sometimes, a VIC relationship begins in store, where the spend amount will catch a retail associate’s eye. Other times, existing VICs will refer family and friends. Nurturing the relatives of wealthy families is a high priority, noted Meader. Fashion brands also look for influence and visibility, seeking VICs who are “professionally active founders, lawyers, board members, and young entrepreneurs,” said May. Increasingly, brands are also eyeing young tech professionals and crypto wealth . Previously, VICs were predominantly old-school spenders — “the Baby Boomer, the lady who lunches at Bergdorf,” said Levato. Increasingly, younger shoppers are also included. Gucci VIC Nedas Butkevicius, a 22-year-old pilot from Lithuania, believes he caught the brand’s attention because of his interest in its clothes. In February, Gucci flew him out to Milan for its Fall 2022 show and paid for his accommodations. (Gucci declined to comment for this story). “Of course, Gen Z is very young, but they are also inheriting the wealth of [their] Baby Boomer parents,” said Levato. “Then there’s a start-up [Millennial] who has tons of money and can spend. These new personas and new sources of wealth are super relevant, worldwide, but specifically in the US.”
Indeed, luxury brands are turning to the US to find their next crop of VICs, just as lockdowns send spending in China, long considered luxury’s top market, down. In shifting their focus to the US, brands hope to turn growth-driving, first-time buyers into repeat customers with lavish experiences. Last month, Givenchy flew some of its top American shoppers to the ritzy Save Venice charity gala masquerade in New York. In March, Alexander McQueen organised a multi-day experience in New York for its American VICs, including a separate runway show. Gucci brought VICs to Coachella , and in December, Brunello Cucinelli opened Casa Cucinelli in New York, a new boutique exclusively for top clients. “The US is … my fastest-growing client market, not just for the amount of new clients, but also for the level of spend,” said Waller. Originally from Australia, Waller moved to the US to specifically be closer to her VIC clients. The interiors of Casa Cucinelli, a private client showroom in New York City. (Justin Bridges)
Since the pandemic, brands are also looking to regions beyond New York or Los Angeles for big American spenders. Mytheresa has hosted more private client events throughout Florida and Texas, recently hosting an event in Miami with Domenico Dolce. Saks Fifth Avenue is focusing on Dallas, Aspen, Miami and Naples, Fla., while Neiman Marcus, which has doubled its VIC experiences year over year, has thrown events in Miami and San Francisco. Specific vacation destinations that attract wealthy clientele, like Miami for Art Basel or Aspen during ski season, are also important. “The brands know that this group of people go to Monaco for the Grand Prix, to St. Moritz in January to ski, to Miami for Art Basel, so the hosting in these places has just exploded,” said Meader. “They’re trying to get closer to the luxury client.”
Changing Experiences
Once they’ve found their VICs, fashion houses and major retailers work to nurture those relationships, and recently, VIC activations have gone into overdrive. “When the lockdown lifted, every house just went to the walls, crazy, and VIP experiences have doubled or tripled,” said Christine Chiu, a star of the Netflix reality show “Bling Empire” who owns a successful Beverly Hills plastic surgery clinic with her husband. This week, Chiu, a VIC with Alexander McQueen and Balenciaga, among other brands, is attending the Cannes Film Festival with Chopard, where she’ll attend movie premieres, dine in the region’s best restaurants and stay in luxurious accommodations, on the jewellery brand’s dime. Nearly every VIC receives early access to collections and brand party invites, but trips and seats at fashion shows are the most exciting ways to draw in top shoppers. Saks Fifth Avenue has taken some of its VICs to the Oscars and Wimbledon. Gucci has hosted movie screenings in the Savoy’s Royal Suite in London, as well as dinner parties with Gucci chief executive Marco Bizzarri and parent company Kering’s chief François-Henri Pinault. A Mytheresa dinner with Dries Van Noten in Antwerp on April 27, 2022. (Virgile Guinard)
“It’s what money can’t buy,” said May of Mytheresa. “These people have … a lot, they travel the world, but we offer special access to a setting, to people, to designers, that they would not have by themselves.”
Brands also treat VICs with small gestures. Aqila Agha, a 54-year-old private client of Gucci in London who is an avid collector of Gucci capes, said she appreciates the brand sending her birthday flowers and extending VIC invites to her two daughters. “Gucci feels like my family,” Agha said. Remembering a shopper’s birthday or adding family to a party list are also ways to reward heavy spenders outside of the top tier, and are initiatives that can scale, in comparison to trips that are typically reserved for the highest level of VICs. But every VIC experience, from flying to a fashion show to attending an intimate dinner, comes with unspoken spending expectations. While VICs are often offered line sheets for pre-ordering collections at fashion shows, or wake up the morning after a dinner party to a text from a sales associate, the ask must be handled delicately. “It’s a dance,” said Chiu. “Whoever the brand [is] designating to building these relationships has to be a great communicator. When one particular brand’s sales associate was so frank, it was very off-putting.”
Brands often hire entire teams to look after these relationships, and the job is constantly evolving, as VIC ambassadors move from one social media channel to the next. Presently, companies like Louis Vuitton , Farfetch , Stadium Goods and Dior are all hiring for private client managers. It’s a heavy effort, but when the job is done right, a VIC experience can unlock major brand loyalty. Once Gucci started giving a shopper like Ozzy Gazali, a 26-year-old Qatar-based financial consultant, its VIC experience some five years ago, Gazali said he stopped buying brands like Dolce & Gabbana and Givenchy and started spending exclusively with Gucci. “I just really found myself in this brand,” said Gazali. “I love their ideas of gender fluidity and how they express that philosophy in a very contemporary way. It’s become a second home for me.”
FURTHER READING

How Luxury Brands Court the 1 Percent

Hedge funds have been pressing for everything from new leadership to company spinoffs at some mainstay industry players. Published May 16, 2022
Courtesy of Kohl's
As careful crafters of insults, activist investors on average probably rank somewhere behind comedians but before politicians. “Abject failure,” “highly-publicized and scattershot strategy,” “ punishing underperformance and perpetual value disconnect” are among the slings and arrows fired at the boards of publicly traded retailers in recent memory. These are the lifeblood of a very specific literary medium: open letters sent to the boards by activist shareholders, which often are hedge funds owning a modest fraction of stock. Often they are mixed with praise for a company’s market position or competitive advantage, or perhaps their salable assets such as real estate and business units. Activists can accomplish a lot just by making noise and marshaling an argument. Their power is in persuasion. Often, activist shareholders don’t hold nearly enough stock to force change alone. They depend on convincing other large holders , including institutional investors like pension funds and mutual funds, to add pressure or even vote against incumbent management when campaigns escalate into proxy fights for board directors. But not all activist pressure is public. Often they communicate directly with management before taking their grievances public, if they do at all. Activists taking stakes in retailers have pushed for a wide spectrum of concessions: strategy changes, management shuffles, compensation changes, asset sales, stock buybacks , spinoffs and even sales of the entire company, all of which can enrich shareholders to varying degrees. Through sheer volume of public companies, the retail industry makes for fertile ground for activist agitators. Moreover, retail stocks have been consistently priced below the broader market since 2016 (except for a time in 2021 when sales were booming beyond nearly everyone’s expectations). Those sorts of gaps are opportunities for activists, who often target stocks that underperform the wider market. In 2022 so far, there have been nine “high impact” activist campaigns, one of which has resulted in the activist getting a board seat for a director of their choosing, according to FactSet data provided to Retail Dive. There have also been four full-blown proxy fights, one of which was settled, with three still pending. The proxy fights already equal those of 2021 and are one fewer than all of 2020, according to FactSet. Activist campaigns in retail
When investors press their case, and get something
While proxy fights garner attention, by far most proxy battles in retail are either settled formally or end with an activist withdrawing, according to FactSet data going back to 2013. Yet, what FactSet designates as "high impact campaigns" have resulted in activists getting between four and 10 board seats every year between 2013 and 2021. (FactSet defines high impact campaigns as those involving market-moving goals such as board control or representation, and removal of directors, among others.) The presence and pressure of activists may have influenced management and boards — and those looking on — in ways both seen and unseen. For example, after taking an activist stake in GameStop in late 2020, Chewy founder Ryan Cohen took over the board chair  role and helped remake the entire executive ranks and rewrite the retailer’s strategy, all without launching a proxy for the board. As for those few proxy fights that reached a vote, the war between companies and activists has been a draw so far, with management since 2013 winning in six instances and activists winning in six, and another instance ending in a split outcome, according to FactSet. Proxy fights in retail
Macy’s 
Scott Ostfeld, a partner at activist firm Jana Partners, garnered some attention when he told an audience at an investor conference that Macy’s should spin off its e-commerce business into its own company. The model for this was Hudson’s Bay Co., which spun off the e-commerce units to its Saks Fifth Avenue, Saks Off Fifth and the namesake Hudson’s Bay department store chain. Those moves followed years of retailers working to blend their digital and store experiences into one operationally seamless platform. Digital businesses in retail typically bring in premiums on the market, meaning a spinoff can generate some cash. After Jana Partners took a stake in Macy’s, the retailer’s CEO, Jeff Gennette, told analysts that the company had hired the consultancy AlixPartners , which advised Saks on the break up of its store and online operations. But after months of studying the matter, Gennette said that the company had rejected the idea of an e-commerce spinoff. “In every scenario we considered, we found that the combination of our profitable digital platform with our national footprints will deliver greater value to shareholders than a separation of our digital and physical assets,” Gennette said in February. Some weeks prior to the announcement, Jana Partners had reduced its stake in Macy’s. Kohl’s 
Once seen as among the more resilient department store chains, Kohl’s faces a proxy battle as activist investors deride its performance and try to push the company to sell off assets or agree to a buyout with private equity, both of which could weaken the company financially in the long run. Last fall, the company was rumored to be facing pressure to do a Saks-like spinoff, which another activist investor in Kohl’s, Macellum Advisors, hinted at in January . Last December, partners with Engine Capital pushed Kohl’s to conduct a review of its strategic alternatives, which often includes asset divestitures or a sale, and to spin off its e-commerce business . Macellum has since been vocal about Kohl’s selling itself , chiding the retailer on multiple occasions about not taking the sale process seriously enough after the board adopted a “poison pill” to head off a hostile takeover. Among the reported so far are financial firms, including private equity firm Sycamore Partners. Reportedly interested as well is the real estate firm Simon Property Group, owner of J.C. Penney and an owner or co-owner of a handful of other retailers that fell into bankruptcy. (Kohl’s is named as a key large tenant in 10 malls that Simon owns or co-owns.) Simon Property’s CEO, David Simon, later appeared to downplay the reported interest in Kohl’s, telling analysts not to believe “rumors or media reports concerning our M&A activity.”
Among other twists in the Kohl’s drama, Macellum in February alluded to leadership flying to Seattle, home of Amazon. Macellum pressed its case to the end, trying to win shareholders over to its point of view. Last week, Kohl’s board directors prevailed in a proxy vote, marking a victory against the activist fund. In a statement regarding the results, Macellum said "we contend this vote was a shareholder referendum for a sale, and we look forward to learning of an announced transaction on the quickest possible horizon." Bed Bath & Beyond
In terms of gaining influence, Ryan Cohen’s activist campaign at GameStop was about as successful as an investor could ask for. After taking a stake, the Chewy founder in short order joined the retailer’s board, spearheaded a transformation committee and ascended to the chairman’s seat, and from there cleaned house in the C-suite and beyond. This year, Cohen took on Bed Bath & Beyond . After years of middling performance, the home goods retailer brought on former Target executive Mark Tritton to lead a high-profile transformation. After a bump from a pandemic-driven boom in the category, Bed Bath & Beyond’s sales, profits and stock price have sagged again . After taking a nearly 10% stake Bed Bath & Beyond, Cohen fired off a letter chiding management for the retailer’s patchy performance. “From our vantage point, Bed Bath’s strategy looks far better in a PowerPoint deck than it does in practice,” Cohen wrote. “It is full of ‘principles’ and ‘pillars’ that high-priced management consultants probably thought would placate information-hungry analysts and satisfy shareholders.”
Cohen suggested a sale of the high-performing BuyBuy Baby business, which he argued could be worth more than the entire market capitalization of Bed Bath & Beyond, or even put the whole company on the sale block. Bed Bath & Beyond reached a settlement with Cohen and his RC Ventures fund, giving the fund its choice of three new directors to the board and a new board group focused on exploring alternatives for BuyBuy Baby. About a month later, the Wall Street Journal reported that the retailer had held talks with private equity firms potentially interested in acquiring BuyBuy Baby. Guess
Shareholder activists frequently target management in their campaigns over financial and operational performance and strategy. At Guess, Legion Partners has waged a campaign over the personal conduct of the fashion brand’s key leaders. The fund this year tried to oust co-founders Paul and Maurice Marciano based on a history of sexual assault and harassment accusations. ″[W]e believe the growing list of sexual assault and harassment allegations against Paul Marciano, and the apparent enabling by his brother Maurice Marciano, represent an existential risk for the Company’s brand, reputation and ability to create value for shareholders,” managing directors with Legion wrote in an April 11 open letter . Arick Fudali, a partner and managing attorney at The Bloom Firm, the law firm representing Paul Marciano’s latest accusers, told Retail Dive that the board put his clients in harm’s way when it reinstated Marciano in 2019. Nevertheless, the company backed the Marciano brothers, who collectively own 42% of the company’s shares  and hold outsized voting power. The company described Legion Partners’ assertions as “regurgitation of previously reported and previously addressed grievances” and defended its handling of allegations against Marciano in the last several years. The brothers prevailed in the board vote later in the spring, as did the rest of Guess’ slate of directors. Legion Partners said it won the support of holders of 83% of the company’s stock owned by non-insiders, meaning that just 17% of independent owners were enough to tip the board election to the incumbent board’s director slate. Dollar Tree
After taking a nearly $2 billion stake in Dollar Tree, investment firm Mantle Ridge put the company on notice that it planned to nominate its own board to run the dollar store chain. Dollar Tree hit back in public statements , saying the fund had acted in an “unwarrantedly aggressive and hostile manner” and that it “offered no new ideas for how to improve the Company’s performance or operations.”
A couple of months later, Dollar Tree announced that its then-chairman, Bob Sasser, a two decade and change veteran of the company, would retire . Shortly after, in early March, Dollar Tree announced that Richard Dreiling — a former chief executive of rival Dollar General and Mantle Ridge’s choice of leader for Dollar Tree — would become executive chair of the company. Mantle Ridge CEO Paul Hilal was also given the vice chair slot, while Dollar Tree said it would add another five directors — all of them of Mantle Ridge’s choosing — to the board. CEO Mike Witynski has so far held on to his job after the tussle for control. “I look forward to this opportunity to partner with [Dreiling] as we begin the next chapter of growth and success for Dollar Tree and build on the Company’s legacy,” Witynski said a press release on the changes. “We also appreciate Mantle Ridge as true long-term stewards. We value their engagement with us, and respect how they have, since day one, worked constructively, with integrity, and in good faith alongside us to advance the best interests of all stakeholders.”
Mantle Ridge won, in other words, and without a long, arduous proxy fight. Following the announced board changes, Telsey Advisory Group analysts led by Joe Feldman said in a research note that the new leaders backed by Mantle Ridge “should bring urgency to accelerate growth, improve operations, and enhance shareholders value." Skechers
Skechers is not an underperforming company in terms of its operations. As activist investor Tremblant Capital Group noted in late 2021, “over the past decade, Skechers has grown revenue faster than Nike, Adidas, Puma, Under Armour, Crocs, and any other relevant peer.”
Its stock price, however, has not followed the shoe brand’s trajectory. Tremblant’s proposed remedy for that, in part, was “aggressive” stock buybacks, which would funnel company cash toward raising its stock price and to the benefit of investors. The activist has also targeted the class structure of Skechers shares that gives “super-voting” power to company’s founding family and keeps them in control. Not long after Tremblant upped its stake last year, Skechers named to its board Zulema Garcia, who is senior vice president of internal audit at multilevel marketing company Herbalife Nutrition. Following Garcia’s appointment, four Skechers board members left. The company said at the time that “resignations were not the result of any disagreement with the Company or any of its affiliates on any matter relating to the Company’s operations, strategy, policies or practice.”
At the end of last year, Tremblant cut its stake  in Skechers by nearly half. This year, Skechers named another new board member , Yolanda Macias, who serves as chief content officer for Cinedigm Entertainment Group. In the first quarter , in which Skechers posted a record number of sales, the company bought back $25 million worth of its own stock, after making no repurchases at all in the prior two years and $30 million worth for the entire year in 2019. Hasbro  
After Alta Fox Capital Management took a 2.5% stake in Hasbro, the investment firm targeted the toy giant’s Wizards of the Coast game unit, which includes the popular Dungeons & Dragons and Magic: The Gathering franchises. Alta Fox pressed the company to divest the business unit, which the firm said could be $100-per-share windfall for stockholders. The firm also leveled the familiar critique of corporate management, calling its “Brand Blueprint” strategy “an abject failure ... punctuated by ill-advised acquisitions, haphazard execution and poor disclosure practices.”
Hasbro rejected the idea of divesting Wizards of the Coast, whose former leader, Chris Cocks , is now the chief executive of Hasbro. Rich Stoddart, chairman of Hasbro, said a spinoff of the game business would be “unlikely to create value, is contrary to Hasbro’s strategy, and would negatively impact the benefits Wizards realizes today from Hasbro’s Brand Blueprint.”
Under Cocks, the company is reviewing its strategy and operations as it looks to boost operating profit and jump on opportunities in multi-generational entertainment and direct-to-consumer markets. Meanwhile, Alta Fox has a slate of three directors of its choosing it is pressing shareholders to vote for, down from five earlier this year.

When activists come for retailers: 7 recent shareholder spats

WiShi is a crowd-styling platform that allows users to share their closets and be styled by the WiShi community.

WiShi

The new service is complimentary to all Saks Fifth Avenue customers and was created in partnership with Wishi , an innovative software company that combines proprietary technology and real-life styling expertise .

Saks Fifth Avenue Styles A Partnership With Wishi For New Service

Balenciaga is a fashion house. Balenciaga offers women's and men's ready-to-wear, handbags, shoes, accessories, eyewear, and a fragrance for women.

Balenciaga

To celebrate the collection , Saks Fifth Avenue and Balenciaga have teamed up on a series of Hacker pop-ups inside of the retailer 's New York Flagship , as well as Houston , Atlanta , and Troy where customers can experience the Hacker series and shop the collection for a limited time , which is inclusive of men 's and women 's ready-to-wear , handbags , and accessories .

SAKS OPENS BALENCIAGA ‘HACKER’ POP-UPS

Blo Blow Dry Bar offers blowouts and other hair and makeup services from multiple locations.

Blo Blow Dry Bar

This 5-week partnership brings a pop up Blo Blow Dry Bar location to the mall 's luxury wing dubbed ` The Avenue ' , offering visitors a destination for quality blow outs now through Monday , October 25 .

09:12 ET
Blo Blow Dry Bar Partners with Saks Fifth Avenue to Introduce the Blo American Dream Pop Up

WeWork (NYSE: WE) offers workplace spaces, providing a collaborative and creative environment for businesses and individuals. The company is affiliated with a co-working incubator for startups, WeWork Labs.

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