Twisted Reimagines the Baja Bug With New TBug Special Project
Twisted Automotivehas unveiled its latest Special Project: theTBug, a radically reimagined take on the classic Baja Bug. Inspired by founder Charles Fawcett's childhood memories ofBeetleposters on his sister's wall, the TBug channels the rebellious spirit of desert racing through a modern lens.
Far from a simple restoration, the TBug starts with a '60s to '80s air-cooled Beetle and is stripped down to first principles. The chassis is sealed and strengthened, long-travel suspension added and oversized BFG tires fitted for rugged capability. Despite doubling the original horsepower, the TBug stays under 80 hp to maintain a pure, connected driving experience.
'We wanted to capture the honest simplicity of the original Baja Bugs,' said Twisted's lead engineer Rob, 'but filter it through our obsession with engineering excellence.'
Each TBug is bespoke, with no two builds alike. From hand-finished interiors to LED lighting and upgraded brakes, every detail serves a purpose. The TBug will debut May 29 at Twisted's Kensington Mews showroom, with price available upon request via the automaker'sofficial site.
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Harvard Business Review
4 days ago
- Harvard Business Review
Age Inclusion Is Your Company's Next Competitive Advantage
For decades, companies built entire strategies around the pursuit of youth. Automakers, for example, sold independence to Baby Boomers coming of age—the Ford Mustang, Dodge's 'join the rebellion' campaigns, and Volkswagen's Beetle all signaled that youth wasn't just a stage of life; it was a valuable new market category. But time moves on. Those consumers are now in their 60s and 70s. Meanwhile, fertility rates are falling worldwide, youth pipelines are shrinking, population growth is slowing or reversing in many nations, and people are living longer and working later. A new market has emerged—defined not by age alone, but by longevity, reinvention, and the realities of multigenerational living. Businesses that cling to youth-centric product and talent strategies alone risk missing out on one of the greatest growth opportunities of the 21st century: designing for the full life course. The Demographic Tipping Point The numbers are stark. Globally, according to the United Nations, one in six people is now over the age of 60, and this figure is expected to double by 2050. In the United States, adults aged 65 and older are expected to outnumber children under 18 by 2034. Fertility rates have fallen below replacement level in more than 100 countries. China, Japan, Italy, and South Korea are already experiencing population decline. As life expectancy has increased, so have the capabilities and aspirations of older adults. Today's 60- and 70-year-olds are starting businesses, caregiving for family members, and running marathons. They're not fringe cases—they're the future mainstream, and they're underrepresented in workforce planning, product design, and marketing. Yet many companies still treat aging as a risk to be managed, not a consumer and talent opportunity to be embraced. Internal KPIs prioritize short-term wins. Leadership pipelines overlook the potential of late-career professionals. Advertising often defaults to youthful imagery or treats older adults as burdens or punchlines. This mindset is not only outdated but also contrary to market forces. In the U.S., according to AARP, adults over 50 control nearly 70% of household wealth. Globally, they account for 42% of consumer spending. And, according to the Bureau of Labor Statistics, labor force participation among people over 65 has nearly doubled since 2000, outpacing all other age groups. Some companies are waking up to this reality. Nike has made moves to attract older consumers, including the development of new product lines. Apple has quietly embedded inclusive features across its devices, like large-text interfaces, fall detection, and even hearing aid functionality, without singling out older users. Dove's ' Beauty n ever g ets o ld ' campaign features women over 60 and reframes aging as aspirational, challenging outdated beauty standards. The luxury fashion brand Jacquemus's recent advertising stars 67-year-old Jon Gries, demonstrating the cultural power and credibility that older celebrities bring to brands. Even Nestlé, better known for confections and baby food, announced that it plans to diversify its product offerings to include older adults. Yet these remain the exceptions, not the rule. Shifting from Generational Targeting to Life-Course Design What's needed now is a wholesale shift in how companies think about age, not as a demographic silo, but as a design and strategy imperative. That means moving beyond generational targeting (Boomers, Gen X, Millennials, Gen Z) to life-course design: a framework that reflects the dynamic, nonlinear paths people take through education, work, caregiving, health, and reinvention. Life-course design recognizes that a 67-year-old startup founder, a 55-year-old caregiver, and a 72-year-old retiree-turned-consultant all have different needs, behaviors, and aspirations, despite all being over 50. It also acknowledges that intergenerational collaboration—across teams, households, and marketplaces—is becoming the norm, not the exception. To stay competitive in a world shaped by longevity, population aging, and, in some cases, population decline, businesses should make two strategic product shifts and two workforce shifts: 1. From youth-centric to age-inclusive product design Older adults are often treated as edge cases in product development, if they're considered at all. But designing with age in mind doesn't mean designing only for older people. It means building for a range of abilities, life stages, and preferences from the start. Product design leaders should: Replace generational stereotypes with behavioral segmentation, building strategies around what motivates people to take action or make a purchase, or marketing around specific life events, like having a child. McKinsey & Company found that companies using behavioral and psychographic segmentation in their marketing campaigns saw returns up to three times higher than those relying solely on demographic or age-based segmentation. Use inclusive design principles that benefit everyone (e.g., clearer interfaces, easier grip, adjustable lighting). A study by Accenture found that companies that have led on key disability inclusion criteria saw 1.6 times more revenue, 2.6 times more net income, and twice the economic profit of other companies. Apple's default approach— embedding inclusive design across all devices —shows that age-inclusive innovation can be seamless and desirable for all users. Invite older adults into the research and design process early and often to test usability, relevance, and desirability. 2. From age as decline to age as reinvention in marketing Too often, marketing frames aging as a loss of youth, beauty, or relevance. This narrative is not only inaccurate but also commercially self-defeating. Slogans like 'erase fine lines and wrinkles' and descriptors like 'age-defying' can make older adults feel as if there's no point for them to purchase products. For example, Dior's 'Capture Youth' campaign in 2017 featured 25-year-old Cara Delevingne promoting anti-aging products, drawing widespread criticism for reinforcing ageist ideals by using a model decades younger than the target audience. Instead, marketing leaders should: Showcase ambition, vitality, and reinvention at every age. Normalize longevity, not as an exception, but as the new standard. Feature age-diverse brand ambassadors across product lines. Aspirational marketing doesn't have to be young; it has to be honest, bold, and deeply human. An older demographic has different priorities and is often willing to pay more to protect their retirement, their health, and even their time. 3. From career ladders to career landscapes Traditional career models assume people peak in their 40s and retire by 65. But those assumptions no longer hold. Longer lives mean longer working years, but not necessarily in the same roles or with the same cadence. In 2017, CVS implemented a ' Talent Is Ageless ' program in which they actively recruited employees 50 years or older, who are often in their second or third career, while emphasizing the importance of hiring people who can relate to their customers. (They note that 90% of Americans 65+ take at least one prescription.) Similarly, Caterpillar created a Returning Professionals Development Program to support people restarting or shifting careers. Measures like these can strengthen an organization's talent pipeline and ensure a more representative workforce. Forward-looking talent leaders should: Redesign roles and workflows to accommodate physical, cognitive, and lifestyle changes. Introduce phased retirement, part-time leadership roles, and mid-career reskilling. Extend leadership development to late-career professionals who still have decades of contribution ahead. These models not only retain institutional knowledge but also foster loyalty in a workforce that increasingly values flexibility and purpose. 4. From age-segregated teams to intergenerational collaboration The future of work is multigenerational. Today's workplaces often span four generations, from young Gen Zs to older Boomers. Rather than treating age differences as a challenge, leading organizations understand that diverse perspectives can drive innovation and are leveraging them as an asset. General Electric's reverse mentorship program —in which younger employees helped seasoned executives strengthen their digital experience—was so successful it was ultimately incorporated into the broader company strategy. PwC and Moody's have developed cross-generational programs in which older and younger generations from diverse backgrounds are paired up to learn from each other. Popular culture is starting to reflect this reality, which is important if we want to change the prevailing narrative. Intergenerational friendships like the ones portrayed on hit TV shows like HBO's Hacks and ABC's Abbott Elementary are examples of the power and mutual benefit intergenerational relationships can have on people's lives and careers. The stories highlight the ways that young and old frequently benefit from working together while also rewriting outdated stereotypes that tend to portray older adults as crazy or outdated and younger adults as irresponsible or careless. Company leaders can learn from these plot lines and should: Structure teams with age diversity as an intentional design element. Establish mutual mentorship programs that value experience and innovation equally. Train managers to navigate generational expectations around communication, work-life balance, and performance. Research shows that age-diverse teams drive better financial performance and are more resilient, particularly in industries where institutional knowledge and adaptability are critical. A Strategic Checklist for Getting Started Companies ready to embrace age inclusion can begin by assessing their blind spots and opportunities. Here are five practical steps: Conduct a demographic risk audit. Evaluate whether your workforce, leadership, and customer strategies align with projected population trends, not past ones. Redesign talent models for longevity. Plan for longer tenures, encore careers, and succession pipelines that include employees in their 60s, 70s, and even 80s. Build inclusive products and services. Apply inclusive design from the outset, test products with users across the age spectrum, and make accessibility an innovation metric. Institutionalize intergenerational collaboration. Set age-diversity goals. Structure teams for a generational mix. Make mentorship programs reciprocal, not one-way. Tell better stories about age. Invest in advertising agencies and campaigns that elevate older consumers and professionals as creators, not caretakers of the past. . . . Demographic change isn't coming—it's here, and it's reshaping labor markets, consumer behavior, and economic growth. The question for business leaders is no longer whether to respond to these changes, but how fast and how comprehensively. Age inclusion isn't a corporate social responsibility initiative, but a strategy for resilience, relevance, and growth. Companies that design for the full life course will not only tap into the wealth and wisdom of older adults but also build stronger intergenerational systems that benefit everyone. As the adage goes, demographics is destiny. But it's also design, and the future belongs to those who build for it.
Yahoo
15-07-2025
- Yahoo
Shop-Ware Introduces CRM Tool Tailored for Auto Repair Shops
Automated communication helps turn one-time customers into loyal clients SAN FRANCISCO, July 15, 2025--(BUSINESS WIRE)--Shop-Ware, a cloud-based shop management platform for independent auto repair shops, today announced the launch of its new Customer Relationship Management (CRM) feature. The CRM is built to simplify communication, reconnect with past customers, and meet the expectations of today's modern driver. Seamlessly integrated into the Shop-Ware platform, the CRM empowers shops to drive repeat business with service reminders and follow-up messages, using automation to build lasting relationships with clients. The tool can help shops boost their revenue by reconnecting with inactive customers or reminding them of service they may have deferred. Additionally, Shop-Ware's CRM saves staff time through communication templates and automation tools, and provides real-time tracking of engagement and results. "Every auto shop should employ a CRM to get more cars in their bays and build long-lasting customer loyalty," said Rob Hough, EVP of the Aftermarket division at Vehlo, parent company of Shop-Ware. "This new solution is the ultimate communication tool built specifically for auto repair shops – from user-friendly templates and automation to increased efficiency and actionable insights, the Shop-Ware CRM gives our customers a true marketing edge." Shop-Ware's new CRM is a complete solution for managing client interactions and communications, with benefits that include: Service reminders: Automatic maintenance reminders will fill the shop schedule and keep cars in top shape. Thank-you messages and review requests: Automated follow-ups after every visit will build loyalty and improve a shop's online reputation. Deferred work reminders: Capture revenue by encouraging customers to return for previously recommended repairs. "Miss you" campaigns: Re-engage inactive customers with targeted outreach designed to bring them back to the shop. Custom offers and promotions: Send personalized discounts or promotions based on customer history and needs. Manufacturer maintenance recommendations: Tailored reminders ensure vehicles stay in peak condition. Easy email editor: Professional messages are quick and easy using a simple editor and pre-built templates. Smart targeting: Send the right message to the right customer through segmentation such as visit type, time since last service, deferred work, and more. Performance tracking: Data is power! See who opened, clicked, or skipped messages and adjust strategy for maximum impact. To learn more about how Shop-Ware's new CRM can optimize shop efficiency and success, visit About Shop-Ware Founded in 2013, Shop-Ware delivers professional-grade innovation to independent automotive service providers. Shop-Ware is committed to developing sophisticated tools to help the automotive aftermarket thrive and grow. Industry-first features include fully digital, cloud-based repair orders with native vehicle inspections, rich media, and customer live chat; real-time shop workflow and "expeditor" dispatch; native parts allocation and tracking for each job in progress; parts gross-profit "optimizer" that automatically seeks and attains a parts GP target; advanced analytics across unlimited repair facilities, and much more. For more information on Shop-Ware, visit View source version on Contacts Media contact: Mandee Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Business Wire
26-06-2025
- Business Wire
Wayve Expands Engineering Leadership to Power Next-Gen Autonomous Driving Technology
SAN FRANCISCO--(BUSINESS WIRE)--Wayve, a pioneer in Embodied AI for automotive, announces the appointments of Rob Flenniken, Uri Wolfovitz, and Dennis Jackson, strengthening its engineering leadership. Together, they provide combined expertise in autonomous vehicles, embedded systems, AI platforms, and scalable software solutions. This experience will enhance Wayve's momentum in delivering cutting-edge technologies for assisted and automated driving worldwide. Rob Flenniken joins as Vice President of Vehicle Software and will be responsible for producing and supporting a stable and scalable vehicle software platform. This work will enable rapid AI model development and robust integration with automotive hardware and software environments. Rob has a rich and diverse technical background, with over two decades of experience spanning biomedical engineering, mobile devices, consumer electronics, and autonomous vehicles. Most recently, Rob spent three years at Cruise, where he contributed to the scaling of its Chevy Bolt robotaxi fleet and the development of second and third generation autonomous vehicle platforms. Uri Wolfovitz joins as Production Software and Optimisation Director, leading the development and deployment of Wayve's middle ground reference platforms. For over 17 years, Uri has driven advancements in AI, computer vision, and autonomy. Most recently, he served as VP of Performance Optimisation and Optical Path at Mobileye. He also co-founded DeepBlock, an AI assistant for real estate developers, and was previously COO and VP of R&D at Sight Diagnostic. Dennis Jackson joins as Engineering Director, and will lead the company's Development Fleet Software team. He brings 25 years of experience across the medical devices, drones and autonomous vehicles industries. Prior to joining Wayve, Dennis spearheaded Cruise's development and testing of embedded software for multiple generations of autonomous vehicles. At Wayve, he will be responsible for overseeing the development and testing of on-vehicle embedded systems, as well as user interface software for prototyping and data collection fleets. He will also work to improve and maintain the reliability of Wayve's prototypes. These new appointments underscore Wayve's commitment to building world-class engineering teams to power its next phase of growth and innovation. Each leader strengthens Wayve with a unique perspective and technical expertise that will play a critical role in scaling and refining the company's software platforms and driving the delivery and deployment of cutting-edge AI-powered driving solutions. Silvius Rus, VP of Engineering, Wayve says: 'We're thrilled to welcome Rob, Uri and Dennis to Wayve. Collectively, they hold immense expertise across the engineering and automotive industry, which will be invaluable as we continue to develop and scale our products globally. These appointments reinforce Wayve's reputation as a destination for world-class talent eager to take on some of the most complex engineering challenges. I'm excited to see what these three will achieve here.' Notes to Editors About Wayve Founded in 2017, Wayve is the leading developer of Embodied AI technology for automated driving. Their advanced AI software and foundation models for autonomy enable vehicles to perceive, understand, and navigate any environment, enhancing the usability and safety of autonomous driving systems. Wayve is developing mapless and hardware-agnostic Embodied AI products for automakers and fleet owners, accelerating the path from assisted to automated driving. Backed by top investors like SoftBank Group, NVIDIA, Uber, and Eclipse Ventures, Wayve's mission is to reimagine mobility with embodied intelligence. To learn more, please visit
